国外组织行为学课件皮尔森ch04btfn.pptx

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1、Chapter 4/Slide 1Chapter 4Values,Attitudes,and Work BehaviourCopyright 2011 Pearson Canada Inc.Chapter 4/Slide 2Learning Objectives1.Define values and discuss the implications of cross-cultural variation in values for organizational behaviour.2.Define attitudes and explain how people develop and cha

2、nge attitudes.3.Explain the concept of job satisfaction and discuss some of its key contributors,including discrepancy,fairness,disposition,mood,and emotion in promoting job satisfaction.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 3Learning Objectives(continued)4.Outline the various consequenc

3、es of job satisfaction and explain the relationship between job satisfaction and absenteeism,turnover,performance,organizational citizenship behaviour,and customer satisfaction.5.Differentiate affective,continuance,and normative commitment and explain how organizations can foster organizational comm

4、itment.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 4What Are Values?A broad tendency to prefer certain states of affairs over others.Values have to do with what we consider good and bad.Values are motivational and very general.People tend to hold values structured around such factors as achiev

5、ement,power,autonomy,conformity,tradition,and social welfare.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 5Generational Differences in Values There are four distinctive generations in the workplace today:Traditionalists(1922-1945)Baby Boomers(1946-1964)Generation X(1965-1980)Millennials(Generat

6、ion Y)(1981-2000)Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 6Generational Differences in Values(continued)These generations grew up under rather different socialization experiences.These differences have led to notable value differences between the generations.Such value differences might the

7、n underlie the differential assets and preferences for leadership style.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 7Four Generations in Todays WorkplaceCopyright 2011 Pearson Canada Inc.Chapter 4/Slide 8Generational StereotypesTraditionalists:Respectful of authority and a high work ethic.Boom

8、ers:Optimistic workaholics.Gen X:Cynical,confident,and pragmatic.Gen Y:Confident,social,demanding of feedback,and somewhat unfocused.Are these stereotypes accurate?Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 9Generational Differences in Values(continued)Most research points to more similaritie

9、s than differences in values across generations.Some indication that Gen X and Y are more inclined to value status and rapid career growth than are boomers.Gen Ys especially value autonomy and Xers,compared to boomers,are less loyal,more wanting of promotion,and more inclined toward work-life balanc

10、e.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 10Generational Differences in Values(continued)Some research has concluded that all work generations share the same values but express them differently.Generational differences in work values or the way values are expressed is important because a g

11、ood“fit”between a persons values and those of the organization(person-organization fit)leads to more positive work attitudes and behaviours.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 11Cultural Differences in ValuesThere are basic differences in work-related values across cultures.A lack of u

12、nderstanding of cross-cultural differences can cause foreign assignments to terminate early and business negotiations to fail.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 12Work CentralityWork is valued differently across cultures.There are cross-national differences in the extent to which peop

13、le perceive work as a central life interest.People for whom work was a central life interest work more hours.Cross-cultural differences in work centrality can lead to adjustment problems for foreign employees and managers.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 13Hofstedes StudyGeert Hofst

14、ede questioned over 116,000 IBM employees in 40 countries about their work-related values.He discovered four basic dimensions along which work-related values differed across cultures:Power distanceUncertainty avoidanceMasculinity/femininityIndividualism/collectivismCopyright 2011 Pearson Canada Inc.

15、Chapter 4/Slide 14Hofstedes Study(continued)Subsequent work with Canadian Michael Bond that catered more to Eastern cultures resulted in a fifth dimension:Long-term/short-term orientationCopyright 2011 Pearson Canada Inc.Chapter 4/Slide 15Power DistanceThe extent to which an unequal distribution of

16、power is accepted by society members.In small power distance cultures,inequality is minimized,superiors are accessible,and power differences are downplayed.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 16Power Distance(continued)In large power distance cultures,inequality is accepted as natural,

17、superiors are inaccessible,and power differences are highlighted.Out of 40 societies,Canada and the United States rank 14 and 15,falling on the low power distance side of the average.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 17Uncertainty AvoidanceThe extent to which people are uncomfortable

18、 with uncertain and ambiguous situations.Strong uncertainty avoidance cultures stress rules and regulations,hard work,conformity,and security.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 18Uncertainty Avoidance(continued)Cultures with weak uncertainty avoidance are less concerned with rules,con

19、formity,and security,and hard work is not seen as a virtue and risk taking is valued.Canada and the United States are well below average on uncertainty avoidance.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 19Masculinity/FemininityMasculine cultures clearly differentiate gender roles,support th

20、e dominance of men,and stress economic performance.Feminine cultures accept fluid gender roles,stress sexual equality,and stress quality of life.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 20Masculinity/Femininity(continued)In Hofstedes research,Japan is the most masculine society followed by

21、Austria,Mexico,and Venezuela.The Scandinavian countries are the most feminine.Canada ranks about mid-pack and the United States is fairly masculine falling about halfway between Canada and Japan.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 21Individualism/CollectivismIndividualistic societies s

22、tress independence,individual initiative,and privacy.Collective cultures favour interdependence and loyalty to family or clan.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 22Individualism/Collectivism(continued)The United States,Australia,Great Britain,and Canada are among the most individualist

23、ic societies.Venezuela,Columbia,and Pakistan are among the most collective,with Japan falling about mid-pack.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 23Long-term/Short-term OrientationCultures with a long-term orientation stress persistence,perseverance,thrift,and close attention to status

24、differences.Cultures with a short-term orientation stress personal steadiness and stability,face-saving,and social niceties.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 24Long-term/Short-term Orientation(continued)China,Hong Kong,Taiwan,Japan,and South Korea tend to be characterized by a long-t

25、erm orientation.Canada and the United States are more short-term oriented.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 25Cross-Culture Value ComparisonsCopyright 2011 Pearson Canada Inc.Chapter 4/Slide 26Implications of Cultural VariationWhat are the implications of cultural variation for organ

26、izational behaviour?Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 27Exporting OB TheoriesOrganizational behaviour theories,research,and practices from North America might not translate well to other societies.The basic questions remain the same it is just the answers that will differ.A good fit

27、between company practices and the host culture is important.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 28Importing OB TheoriesNot all theories and practices that concern organizational behaviour are designed in North America or even in the West.The most obvious examples are“Japanese managemen

28、t”techniques,such as quality circles,total quality management,and just-in-time production.Organizations need to tailor management practices to the home cultures concerns.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 29Appreciating Global CustomersAn appreciation of cross-cultural differences in

29、values is essential to understanding the needs and tastes of customers or clients around the world.Appreciating the values of global customers is also important when the customers enter your own culture.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 30Developing Global EmployeesSuccess in transla

30、ting management practices to other cultures,importing practices,and appreciating global customers does not happen by accident.Companies need to select,train,and develop employees to have an appreciation of differences in cultural values and the implications of these differences for behaviour in orga

31、nizations.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 31What Are Attitudes?An attitude is a fairly stable evaluative tendency to respond consistency to some specific object,situation,person,or category of people.Attitudes involve evaluations directed toward specific targets.They are more speci

32、fic than values.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 32What Are Attitudes?(continued)Attitudes are tendencies to respond to the target of the attitude.Attitudes often influence our behaviour toward some object,situation,person,or group.Attitude BehaviourCopyright 2011 Pearson Canada Inc

33、.Chapter 4/Slide 33What Are Attitudes?(continued)Where do attitudes come from?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 BehaviourCopyright 2011 Pearson Canada Inc.Chapter 4/Slide 34What Are Attitudes?(cont

34、inued)Organizations often attempt to change employee attitudes.Most attempts at attitude change are initiated by a communicator who tries to use persuasion of some form to modify the beliefs or values of an audience that supports a currently held attitude.Copyright 2011 Pearson Canada Inc.Chapter 4/

35、Slide 35What Are Attitudes?(continued)Persuasion that is designed to modify or emphasize values is usually emotionally oriented.Persuasion that is slanted toward modifying certain beliefs is usually rationally oriented.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 36What Is Job Satisfaction?A co

36、llection of attitudes that workers have about their jobs.Two aspects of satisfaction.Facet satisfaction refers to the tendency for an employee to be more or less satisfied with various facets of the job:The work itselfCompensationCareer opportunitiesRecognitionBenefitsCopyright 2011 Pearson Canada I

37、nc.Chapter 4/Slide 37What Is Job Satisfaction?(continued)Overall satisfaction is a summary indicator of a persons attitude toward his or her job that cuts across the various facets.An average or total of the attitudes individuals hold toward various facets of the job.Two employees might express the

38、same level of overall satisfaction for different reasons.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 38What Is Job Satisfaction?(continued)The most popular measure of job satisfaction is the Job Descriptive Index(JDI).It is designed around five facets of satisfaction.Employees respond“yes,”“no

39、,”or“?”in describing whether a particular word or phrase is descriptive of particular facets of their jobs.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 39What Is Job Satisfaction?(continued)The Minnesota Satisfaction Questionnaire(MSQ)is also a carefully constructed measure of job satisfaction.

40、Respondents indicate how happy they are with various aspects of their job on a scale ranging from“very satisfied”to“very dissatisfied.”Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 40What Determines Job Satisfaction?We frequently find differences in job satisfaction expressed by individuals perf

41、orming the same job in a given organization.How does this happen?Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 41Discrepancy A theory that job satisfaction stems from the discrepancy between the job outcomes wanted and the outcomes that are perceived to be obtained.There is strong evidence that

42、satisfaction with ones pay is high when there is a small gap between the pay received and the perception of how much pay should be received.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 42FairnessIssues of fairness affect both what people want from their jobs and how they react to the inevitable

43、 discrepancies in organizational life.There are three basic kinds of fairness:Distributive fairness Procedural fairness Interactional fairness Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 43Distributive FairnessFairness that occurs when people receive what they think they deserve from their job

44、s.It involves the ultimate distribution of work rewards and resources.Individuals want“whats fair.”Equity theory provides a way of understanding how people determine what is fair.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 44Equity TheoryA theory that job satisfaction stems from a comparison o

45、f the inputs one invests in a job and the outcomes one receives in comparison to the inputs and outcomes of another person or group.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 45Equity Theory(continued)Equity will be perceived when the following distribution ratios exist:My outcomes =Others ou

46、tcomes My inputs Others inputsCopyright 2011 Pearson Canada Inc.Chapter 4/Slide 46Equity Theory(continued)Inputs refer to anything that people give up,offer,or trade to their organization in exchange for outcomes(e.g.,education).Outcomes are factors that an organization distributes to employees in e

47、xchange for their inputs(e.g.,pay).The other in the ratio might be a co-worker performing the same job,a number of co-workers,or even ones conception of all the individuals in ones occupation.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 47Equity Theory(continued)Equity theory has important impl

48、ications for job satisfaction.Inequity is a dissatisfying state,especially when we are on the“short end of the stick.”Cross-cultural differences in values suggests that there are differences across cultures in how to achieve equity and distributive fairness.Copyright 2011 Pearson Canada Inc.Chapter

49、4/Slide 48Procedural FairnessFairness that occurs when the process used to determine work outcomes is seen as reasonable.It is concerned with how outcomes are decided and allocated.It is particularly relevant to outcomes such as performance evaluations,pay raises,promotions,layoffs,and work assignme

50、nts.Copyright 2011 Pearson Canada Inc.Chapter 4/Slide 49Procedural Fairness(continued)In allocating outcomes,the following factors contribute to perceptions of procedural fairness.The allocator:Follows consistent procedures over time and across people.Uses accurate information and appears unbiased.A