Chapter 4: Values, Attitudes, and Behaviour

Question 1

Values

Answer 1

Broad tendency to prefer certain states of affairs over others.

Question 2

Traditionalists (Born 1922-1945)

Answer 2

Workplace Assets: Hard working, stable, loyal, thorough, detail-oriented, focused, emotional maturity

Leadership Style: Fair, consistent, clear, direct, respectful

Question 3

Baby Boomers (Born 1946-1964)

Answer 3

Workplace Assets: Team perspective, dedicated, experienced, knowledgeable, service-oriented

Leadership Style: Treat as equals, warm and caring, mission-defined, democratic approach

Question 4

Generation X (Born 1965-1980)

Answer 4

Workplace Assets: Independent, adapable, creative, techno-literate, willing to challenge the status quo

Leadership Style: Direct, competent, genuine, informal, flexible, result-oriented, supportive of learning opportunities

Question 5

Millennials (Born 1981-2000)

Answer 5

Workplace Assets: Optimistic, multitasking, tenacious, tech savvy, driven to learn/grow, team-oriented, socially responsible

Leadership Style: Motivational, collaborative, positive, educational, organized, achievement-oriented

Question 6

5 Basic dimensions, work-related values that differ across culture

Answer 6

Power Distance,
Uncertainty Avoidance,
Maculinity/Femininity,
Individualism/ Collectivism,
Long-term/Short-term orientation

Question 7

Power Distance

Answer 7

Extent to which an unequal distribution of power is accepted by society members.

Large: Phillipines, Russia, and Mexico
Small: Denmark, NZ, Israel and Austria

Question 8

Uncertainty Avoidance

Answer 8

Extent to which people are uncomfortable with uncertain and ambiguous situations.

Strong: Japan, Greece, and Portugal
Weak: Singapore, Denmark, and Sweden

Question 9

Maculinity/Femininity

Answer 9

Extent to which sexual equality is embraced, two aspects: assertiveness and value in gender equality.

Masculine: Slovakia and Japan, then Mexico, Austria
Feminine: Scandinavia

Question 10

Individualism/ Collectivism

Answer 10

Extent societies stress independence, two aspects: stress of collective distribution of resources and amount of group eliciting loyalty.

Individualistic: USA, Aus., GB and Canada
Collective: Venezuela, Colombia, and Pakistan

Question 11

Long-term/Short-term orientation

Answer 11

Thrift and status differences vs Stability/saving and social niceties.

Long-term: China, HK, Taiwan, Japan, and South Korea
Short-term: USA, Canada, GB, Zimbabwe, and Nigeria

Question 12

Attitude

Answer 12

Fairly stable evaluation tendency to repond consistently to some specific object, situation, person or category of people.

Question 13

Job Satisfaction

Answer 13

A collection of attitudes tha workers have about their jobs.

Question 14

Discrepancy Theory

Answer 14

A theory that job satisfaction stems from the discrepancy between the job outcomes wanted and the outcomes that are perceived to be obtained.

Question 15

Distributive fairness

Answer 15

Fairness that occurs when people receive the outcomes they think they deserve from their jobs.

Question 16

Equity Theory

Answer 16

A theory that job satisfaction stems from a comparison of the inputs one invests in a job and the outcomes one receives in comparison with the inputs and outcomes of another person or group.

Question 17

Procedural fairness

Answer 17

Fairness that occurs when the process used to determine work outcomes is as reasonable.

Question 18

Interactional fairness

Answer 18

Fairness that occurs when people feel they have received respectful and informative communication about an outcome.

Question 19

Emotions

Answer 19

Intense, often short-lived feelings caused by a particular event.

Question 20

Moods

Answer 20

Less intense, longer-lived, and more diffuse feelings.

Question 21

Emotional contagion

Answer 21

Tendency for moods and emotions to spread between people or throughout a group.

Question 22

Emotional regulation

Answer 22

Requirement for people to conform to certain “display rules” in their job behaviour is spite of their true mood or emotions.

Question 23

Key Contributors to Job Satisfaction

Answer 23

Mentally challenging work, adequate compensation, career opportunities, and people.

Question 24

Honeymoon-hangover effect

Answer 24

Rise and dip in job satisfaction following after a job change.

Question 25

Organizational citizenship behaviour (OCB)

Answer 25

Voluntary, informal behaviour that contributes to organizational effectiveness.

Question 26

Degree of Withdrawal

Answer 26

Reduced OCB -> Lateness -> Absenteeism -> Turnover

Question 27

Organizational commitment

Answer 27

An attitude that reflects the strength of the linkage between an employee and an organization.

Question 28

Affective commitment

Answer 28

Commitment based on identification and involvement with an organization.

Question 29

Continuance commitment

Answer 29

Commitment based on the costs that would be incurred in leaving an organization.

Question 30

Normative commitment

Answer 30

Commitment based on ideology or a feeling of obligation to an organization.