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comm 222: organizational behavior > chapter 4: what are values > Flashcards

chapter 4: what are values Flashcards

1
Q

what are values?

A

A broad tendency to prefer certain states of affairs over others

what we believe in and support

what we consider good and bad

they are motivational

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2
Q

how are values motivational?

A

they signal how we should and should not behave

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3
Q

how are values very general?

A

they do not predict behaviour in specific situations very well

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4
Q

what are the four types of generations?

A

Traditionalists (1922-1945)

Baby Boomers (1946-1964)

Generation X (1965-1980)

Millennials (1981-2000)

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5
Q

name some of the stereotypes for boomers in the job market

A

Optimistic workaholics

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6
Q

name some of the stereotypes for generation x in the job market

A

Cynical, confident and pragmatic

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7
Q

name some of the stereotypes for millennials in the job market

A

Confident

social

demanding of feedback

somewhat unfocused

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8
Q

name some of the stereotypes for traditionalists in the job market

A

Respectful of authority

high work ethic

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9
Q

what are the basic dimensions in Hofstede’s Study

A

Power distance

Uncertainty avoidance

Masculinity/femininity

Individualism/collectivism

Long-term / Short-term orientation

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10
Q

what is the Hofstede’s Study

A

Hofstede questioned over 116,000 IBM employees in 40 countries about their work-related values

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11
Q

what is power distance?

A

The extent to which an unequal distribution of power is accepted by society members

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12
Q

Large power distance cultures

A

inequality is accepted as natural

superiors are inaccessible

power differences are highlighted

strong leaders have to be chosen

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13
Q

mall power distance cultures

A

inequality is minimized

superiors are accessible

power differences are downplayed

Canada stands way more here

self managed groups are gyuer

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14
Q

what is Uncertainty Avoidance?

A

The extent to which people are uncomfortable with uncertain and ambiguous situations

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15
Q

Masculine cultures

A

clearly differentiate gender roles

support the dominance of men and stress economic performance

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16
Q

Feminine cultures

A

accept fluid gender roles, stress sexual equality and stress quality of life

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17
Q

Individualistic societies

A

independence

individual initiative

privacy

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18
Q

Collective cultures

A

interdependence

loyalty to family or clan

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19
Q

Cultures with a long-term orientation

A

persistence

perseverance

thrift

close attention to status differences

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20
Q

Cultures with a short-term orientation

A

personal steadiness and stability

face-saving

social niceties

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21
Q

what are attitudes?

A

response to a specific target, an object, situation, person, or category of people

often influence our behaviour

Attitude →Behaviour

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22
Q

are attitudes always consistent with behavior?

A

nah boyyy

ex:

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23
Q

Where do attitudes come from?

A

Attitudes are a function of what we think and what we feel

Attitudes are the product of a related belief and value

Belief + Value →Attitude →Behaviour

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24
Q

how can values be changed?

A

try to change a certain belief

it is easier to change for a belief or experience

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25
what is job satisfaction?
ttitudes that workers have about their jobs
26
what are the two aspects of satisfaction
overall satisfaction facet satisfaction
27
overall satisfaction
summary indicator of a persons’ attitude toward his or her job cuts across the various facets
28
facet satisfaction
tendency for an employee to be more or less satisfied with various facets of the job
29
name some Job Satisfaction Facets
The work itself Compensation Recognition Benefits Working conditions Supervision Co-workers Organizational policy
30
Determines Job Satisfaction?
1. Discrepancy Theory 2. Fairness 3. Disposition 4. Job Characteristics 5. Moods & Emotions
31
Fairness
How fairly you perceive you are being treated
32
Disposition
Some are predisposed (ie. personality) to be more of less satisfied
33
Job Characteristics
Intellectually challenging work adequate compensation career opportunities people
34
Moods & Emotions
Feelings
35
what does fairness affect
what people want from their jobs how they react to the inevitable discrepancies of organizational life
36
what are the three basic kinds of fairness?
Distributive fairness(Equity Theory) Procedural fairness Interactional fairness
37
what does the equity theory compare?
The inputs one invests in a job The outcomes one receives In comparison with the inputs and outcomes of another person or group
38
when will Equity will be perceived?
My outcomes / my inputs = Other’s outcomes / Other’s inputs
39
what does the equity theory possess?
important implications for job satisfaction
40
what are the consequences of job satisfaction?
Absence from work Turnover Performance Organizational citizenship behaviour Customer satisfaction and profit
41
true or false Research has found that job satisfaction is associated with higher job performance?
truuuue
42
is job satisfaction the only factor to job performance??
nah boyyyy
43
what is the most important satisfaction facet for stimulating performance?
the content of the work itself
44
Organizational Citizenship Behaviour (OCB)
voluntary, informal behaviour that contributes to organizational effectiveness he formal performance evaluation system does not detect and reward it
45
true or false Job satisfaction contributes greatly to the occurrence of OCB, more than it does to regular task performance
truuuue
46
what can a lack of understanding in cross cultural differences do?
can cause foreign assignments to terminate early can cause business negotiations to fail
47
what is work centrality?
the way people perceive work as a central life interest
48
true or false work is valued all the same across cultures
false Work is valued differently across cultures
49
tyre or false People for whom work was a central life interest work more hours
trueeeee
50
true or false
Cross-cultural differences in work centrality can lead to adjustment problems for foreign employees and managers
51
what are some of the factors that structure our values?
achievement power autonomy conformity tradition social welfare
52
Strong uncertainty avoidance cultures
stress rules and regulations hard work conformity and security they are against unorthodox practices
53
Weak uncertainty avoidance cultures
less concerned with rules, conformity and security hard work is not seen as a virtue risk taking is valued
54
what do managers do in North America that make the there is less power distance?
encourage work participation and decision making by employees
55
true or false values are more specific than attitudes
false booooy attitudes are more specific than values
56
with the values, attitudes, and beliefs which cause which?
Values + Beliefs (can change) → | Attitude → Behaviour
57
what causes behavior to correspond with attitudes?
when people have direct experience with target of the attitude
58
what does the disrepancy theory explain?
fav satisfaction is function of discrepancy between the job outcomes people want and the outcomes they perceive that they obtain what you think you should receive vs what you actually receive
59
what is distributive fairness
fairness that occurs when people r eceive the o utcomes they think they deserve from their jobs
60
what is procedural fairness
fairness that occurs when the process to determine work outcomes is seen as reasonable performance evaluations, pay raises, promotions, layoffs, and work assignments los procedimientos
61
how do you know when procedural fairness is achieved?
Follows consistent procedures over time and across people. Uses accurate info and appears unbiased. Allows two-way communication during the allocation process. Welcomes appeals of the procedure allocation
62
what is the interactional fairness ?
occurs when people f eel they have received respectful and informative communication about an outcome
63
why is interactional fairness important?
because it is possible for absolutely fair outcomes or procedures to be perceived as unfair they can be inadequately or uncaringly explained
64
what is employee turn over
when employees quit
65
is employee turnover expensive?
yeeeee
66
the honeymoon hangover effect
decrease in job satisfaction often precedes turnover those who quit experience a boost in job satisfaction on their new job bad facets of the new job are not yet apparent
67
is ocb voluntary?
yeeee boooy
68
is ocb spontaneous
yeeee boyyyy
69
is fairness the key to ocb
yeeeeeee
70
which are the most crucial s¡types of fairness that influence ocb
procedural fairness interactional fairness
71
organizational commitment, what is it boyyy?
attitude that reflects the strength of the linkage between an employee and an organization its how committed an employee is to his job organization
72
affective commitment
Commitment based on a person’s identification & involvement with an organization they way they identify with it
73
why do people with high affective commitment people stay with their organizations
because they want to
74
what are the three aspects of organizational commitment
affective commitment continuance normative commitment
75
what are key contributors to affective commitment
interesting, satisfying work Role clarity & having one’s expectations met after being hired
76
continuance
costs that would be Incurred in leaving an organization
77
why do people with high continuance commitment stay with their jobs?
because they have to sacrifice too high job market trash
78
true or false Continuance commitment increases with the time a person is employed by an organization
t r u e
79
normative commitment
ideology or a feeling of obligation to an organization (you feel you should be there)
80
what are key contributors to normative commitment
benefits that build a sense of obligation to the organization. Volunteering. Strong identification with an organization’s product or service Socialization practices that emphasize loyalty to the organization
81
affective commitment is positively or negatively related to performance
positively
82
continuance is positively or negatively related to performance
negatively you just don't wanna be fired
83
what are the negative consequences of high commitment
conflicts between family and work life commit unethical and illegal behavior lack of innovation and resistance to change

comm 222: organizational behavior (13 decks)

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