Module 4: Chapter 4 (Values, Attitudes, & Work Behaviour)

Question 1

Define Value

Hint: affairs

Answer 1

Value: a broad tendency to prefer certain states of affairs over others
* signal how we believe we should and should *not behave *

Question 2

Cultural Differences in Values: what is work centrality?

Answer 2

Work is valued differently among cultures

• Japan is high in work centrality, managers work long hours and socialize with customers or co-workers throughout the night

Question 3

Cultural Differences in Values: explain Hofstede’s Study and the dimensions

PLUMI

Answer 3

Studied 116,000 IBM employees located in 40 countries about their work-related values

He identified five dimensions or ‘problem areas’ which represent differences among national cultures:

1. power distance - unequal distribution of power is accepted by society members
2. uncertainty avoidance - people are uncomfortable with uncertain and ambiguous situations
3. individualism/collectivism - individualistic societies stress independence, individual initiative, and privacy. Collective cultures favor interdependence and loyalty to family or clan
4. masculinity/femininity - masculine cultures support dominance of men and stress economic performance. More feminine cultures stress sexual equality and value quality of life
5. long-term orientation - cultures with long-term orientation stress persistence and close attention to status differences. Cultures with short-term orientation stress personal steadiness and stability

Question 4

the extent to which cultures differ in values

Answer 4

Cultural Distance

Question 5

the extent to which cultures have more or less strong standards for behaviour and sanctions for deviation from these standards

Answer 5

Cultural tightness versus looseness
→ Ex. How one dresses, how rigid social class distinctions are, and how sexes are expected to interact

Question 6

Implications of Cultural Implication: Exporting OB Theories, Importing OB Theories, Appreciating Global Customers, and Developing Global Employees

Answer 6

Exporting OB Theories
* OB, theories, research, and practices from North America might not translate well to other societies

Importing OB Theories
* Not all theories and practices that concern OB are designed in North America
* Ex. Japanese Management techniques such as total quality management, and just-in-time production

Appreciating Global Customers
* Understanding of cross-cultural needs and preferences of customers around the word is essential for global business

Developing Global Employees
* Companies need to select, train, and develop employees to have much better appreciation of differences in cultural values

Question 7

Define Attitude

Answer 7

a fairly stable evaluative tendency to respond consistently to some specific object, situation, person, or category of people
○ Involve evaluations directed toward specific targets
→ Ex. If I inquire about your attitude toward your boss, you will tell me something about how well you like your boss

Question 8

What seven factors determine Job Satisfaction?

Answer 8

1. Discrepancy
2. Disposition
3. Mood and Emotion
4. Meaningful Work
5. Adequate Compensation
6. Career Opportunities
7. People

Question 9

Is the view that some people are predisposed by virtue of their personalities to be more or less satisfied despite changes in discrepancy or fairness

Answer 9

Disposition

Question 10

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

Answer 10

Discrepancy theory
→ They might differ in their perceptions concerning the nature of the job
→ They might differ from what they want from the job

Question 11

What are the five consequences of Job Satisfaction?

Answer 11

1. Absence from Work
2. Turnover
3. Performance
4. Counterproductive work behaviour
5. customer satisfaction and profit (negative)

Question 12

Voluntary, informal behaviour that contributed to organizational effectiveness

Answer 12

Organizational Citizenship Behaviour (OCB)
* The behaviour is voluntary - not included in job description
* The behaviour is spontaneous - no one ordered it

Question 13

define organizational commitment and explain the three types

Answer 13

Organizational Commitment: Is the attitude the represents the strength of the bond to the organization
* How committed are you are to the organization

Three types:

○ Affective (emotions) commitment
→ When you feel a strong emotional bond to job
□ You stay there because you want to

○ Continuance commitment
→ Stay because leaving the organization would be too costly (you have to stay)
□ Ex. Giving up benefits is too costly; job location is great; salary

○ Normative commitment
→ You feel a sense of obligation to organization
→ You feel guilty if you left
□ Ex. They spent a lot of money on me for training; where I am today; their kindness; given so many opportunities