Values, Attitudes, and Diversity in the Workplace

1. 3 Values, Attitudes, and Diversity in the Workplace

2. Chapter Outline • Values • Rokeach Value Survey • Hodgson’s General Moral Principles • Assessing Cultural Values • Hofstede’s Framework for Assessing Cultures • The GLOBE Framework for Assessing Cultures • Values in the Canadian Workplace • Generational Differences • Cultural Differences

3. Chapter Outline • Attitudes • Job Satisfaction • Organizational Commitment • Job Involvement • Employee Engagement • Managing Diversity in the Workplace • Effective Diversity Programs • Cultural Intelligence • Global Implications • Is Job Satisfaction a US Concept? • Are Employees in Western Cultures More Satisfied with Their Jobs? • Is Diversity Managed Differently across Cultures?

4. Learning Outcomes 1. What are values? 2. How can we understand values across cultures? 3. Are there unique Canadian values? 4. What are attitudes and why are they important? 5. How do we respond to diversity in the workplace?

5. Values • Values • Concepts or beliefs that guide how we make decisions about and evaluations of behaviours and events. • Two frameworks for understanding values • Milton Rokeach’s Value Survey • Kent Hodgson’s general moral principles

6. Rokeach Value Survey • Types of values • Terminal: goals that individuals would like to achieve during their lifetime • Instrumental: preferable ways of behaving • Importance of values • Values generally influence attitudes and behaviour.

7. Exhibit 3-1 Value Ranking of Executives, Union Members, and Activists (Top Five Only)

8. Ethical Values • Ethics • The study of moral values or principles that guide our behaviour, and inform us whether our actions are right or wrong. • Ethical values are related to moral judgments about right and wrong.

9. The Magnificent Seven Principles • Kent Hodgson identified seven general moral principles that individuals should follow when making decisions about behaviour: 1. Dignity of human life 2. Autonomy 3. Honesty 4. Loyalty 5. Fairness 6. Humaneness 7. The common good

10. Hofstede’s Framework for Assessing Culture • Power Distance • Individualism vs. Collectivism • Masculinity vs. Femininity • Uncertainty Avoidance • Long Term vs. Short Term Orientation

11. Exhibit 3-2 Hofstede’s Cultural Values By Nation

12. Exhibit 3-2 Hofstede’s Cultural Values By Nation Cont’d

13. The GLOBE Framework for Assessing Cultures • Global Leadership and Organizational Behaviour Effectiveness (GLOBE) research program identified nine dimensions on which national cultures differ.

14. The GLOBE Framework for Assessing Cultures • Some GLOBE dimensions resemble Hofstede’s dimensions such as: • Power distance • Individualism /collectivism • Uncertainty avoidance • GLOBE framework added dimensions such as: • Humane orientation • Performance orientation

15. Values in the Canadian Workplace • Generational Differences • Cultural Differences

16. Generational Differences • Baby Boomers (born mid-1940s to mid-1960s) • Achievement and material success are very important • Sense of accomplishment and social recognition rank high with them • Pragmatists who believe ends can justify the means • Generation X (born mid-1960s to late 1970s) • Value flexibility, life options and achievement of job satisfaction • Family and relationships are very important • Less willing to make personal sacrifices for the sake of their employer than Boomers • Generation Y (born between 1979 and 1994) • High expectations; seek meaning in their work • Tend to be questioning, electronically networked and entrepreneurial • Socially responsible

17. Cultural Differences • 2006 immigrant population • 46 percent of Toronto’s population • 40 percent of Vancouver’s • 21 percent of Montreal’s • 2006 Census findings on language • 20.1 percent spoke neither English nor French as their first language. Of these: • Largest majority spoke Chinese (either Mandarin or Cantonese) • Followed by Italian, German, Punjabi, and Spanish

18. Exhibit 3-3 Differences between Canadian and American Young Adults, 18 to 34

19. Francophone and Anglophone Values Francophone Values More collectivist or group-oriented Concerned with interpersonal aspects of workplace More cooperative approach during cross-cultural negotiations More committed to their work organizations Value affiliation Anglophone Values Individualist or I-centred More task-centred More cooperative negotiating style when dealing with one another Value autonomy and more achievement-oriented

20. Aboriginal Values • More collectivist in orientation • More community-oriented • Greater sense of family in the workplace • Greater affiliation and loyalty • Power distance smaller than non-Aboriginal culture • Greater emphasis on consensual decision-making

21. Asian Values North America Networked relations: based on self-interest Relationships viewed with immediate gains Enforcement relies on institutional law Governed by guilt (internal pressures on performance) East & Southeast Asia Guanxi relations: based on reciprocation Relationships meant to be long-term and enduring Enforcement relies on personal power and authority Governed by shame (external pressures on performance)

22. Attitudes • Positive or negative feelings concerning objects, people, or events. • Reflect how we feel about something. • Attitudes can affect job behaviour

23. Types of Attitudes • The four important attitudes that affect organizational performance: • Job Satisfaction • Organizational Commitment • Job Involvement • Employee Engagement

24. Types of Attitudes • Job Satisfaction • An individual’s positive feeling about a job resulting from an evaluation of its characteristics.

25. Canadian Job Satisfaction • In 2011, found that Canadians are not all that satisfied with their jobs • 36 percent said they were thinking about leaving their employers • 20 percent were ambivalent about staying or going

26. What Causes Job Satisfaction? • Key sources of Job Satisfaction • Work itself, pay advancement opportunities, supervision, co-workers • Enjoying the work itself is almost always most strongly correlated with high levels of job satisfaction. • Once a person reaches the level of comfortable living the relationship between pay and satisfaction virtually disappears. • People with positive core self-evaluations, believe in their inner worth and basic competence, and are more satisfied with their work.

27. What Causes Job Satisfaction? • A strong correspondence between how well people enjoy the social context of their workplace and how satisfied they are overall. • Interdependence • Feedback • Social support • Interaction with co-workers outside the workplace

28. Job Satisfaction and Individual Performance • Satisfaction affects: • Individual productivity • Organizational productivity • Organizational citizenship behaviour • Job satisfaction and customer satisfaction

29. Job Satisfaction and Customer Service • Satisfied employees increase customer satisfaction and loyalty. • More likely to be: • Friendly • Upbeat • Responsive • Less prone to turnover • Customers receive experienced help and familiar faces

30. Job Satisfaction and Absenteeism and Turnover • The relationship between job satisfaction and turnover is stronger than between satisfaction and absenteeism • You can find work satisfying yet still want to enjoy a three-day weekend

31. How Employees Can Express Dissatisfaction Exit Voice Loyalty Neglect

32. Figure 3-4 How Employees Can Express Dissatisfaction

33. Managers Often Don’t Get it • Research findings on large organizations: • Stock prices in high morale organizations grew 19.4 percent and only 10 percent for the medium an low morale group. • Many managers are not concerned with job satisfaction measures. • Many other managers overestimate the job satisfaction of their employees.

34. Types of Attitudes • Organizational Commitment • A state in which an employee identifies with a particular organization and its goals, and wishes to maintain membership in the organization.

35. Organizational Commitment • Three Types of Commitment • Affective commitment • An individual’s emotional attachment to an organization and a belief in its values • Normative commitment • The obligation an individual feels to staying with an organization for moral or ethical reasons. • Continuance commitment • An individual’s perceived economic value of remaining with an organization.

36. Five Reasons Employees Commit Themselves • They are proud of [the company’s] aspirations, accomplishments, and legacy; they share its values. • They know what each person is expected to do, how performance is measured, and why it matters. • They are in control of their own destinies; they savour the high-risk, high-reward work environment. • They are recognized mostly for the quality of their individual performance. • They have fun and enjoy the supportive and highly interactive environment.

37. Types of Attitudes • Job Involvement • Measures the degree to which people identify psychologically with their job and consider their perceived performance level important to self-worth • Psychological empowerment – employees’ beliefs in the degree to which they influence their work environment, their competence, the meaningfulness of their job and their perceived autonomy.

38. Types of Attitudes • Employee engagement • An individual’s involvement with, satisfaction with, and enthusiasm for work he or she does. • Highly engaged employees have a passion for their work and feel a deep connection to the company.

39. Employee Engagement • Firms that have employees with a higher level of engagement tend to see positive results: • Higher customer satisfaction • More productive employees • Higher profits • Lower levels of turnover and accidents

40. Managing Diversity in the Workplace • Effective Diversity Programs include promoting: • legal framework for equal employment opportunity and encourage fair treatment of all people • how a diverse workforce will be better able to serve a diverse market of customers and clients • personal development practices that bring out the skills and abilities of all workers

41. Practices Used by 45 of Canada’s Most Welcoming Places to Work

42. Managing Diversity in the Workplace • Cultural Intelligence • The ability to understand someone’s unfamiliar and ambiguous gestures in the same way as would people from his or her culture.

43. Cultural Intelligence Profiles • According to Earley and Masakowski most managers fall into the following cultural intelligence profiles: • Provincial • Analyst • Natural • Ambassador • Mimic • Chameleon

44. Exhibit 3-6 Measuring Your Cultural Intelligence

45. Global Implications • Is Job Satisfaction a US concept? • Although most of the research on job satisfaction has been conducted in the US, evidence suggests people in other cultures can and do form judgments of job satisfaction. • Are Employees in Western Cultures More Satisfied with their Jobs? • Employees in Western cultures have higher levels of job satisfaction than those of Eastern cultures. • Is Diversity managed Differently across Cultures? • There are international differences in how diversity is managed.

46. Summary and Implications • What are Values? • Values guide how we make decisions about and evaluations of behaviours and events. • How can we understand values across cultures? • Hofstede found that managers and employees vary on five value dimensions of national culture. This insight is expanded on by his GLOBE program. • Are there unique Canadian values? • Canadian values are affected by both generational and cultural factors.

47. Summary and Implications • What are attitudes and why are they important? • Attitudes are positive or negative feelings about objects, people, or events. They affect the way people respond to situations. • How do we respond to diversity in the workplace? • Many organizations have introduced diversity training programs to improve cultural awareness. • How are concepts of job satisfaction and diversity understood in different cultures? • Similar factors contribute to job satisfaction across cultures. Types of demographic differences considered important for diversity management vary across countries.

48. OB at Work: For Review 1. How does ethics relate to values? 2. Describe the five value dimensions of national culture proposed by Geert Hofstede. 3. How might differences in generational values affect the workplace? 4. Compare Aboriginal and non-Aboriginal values. 5. What might explain low levels of employee job satisfaction in recent years?

49. OB at Work: For Review 6. Are satisfied workers productive workers? Explain your answer. 7. Contrast exit, voice, loyalty, and neglect as employee responses to job satisfaction. 8. What is the relationship between job satisfaction and organizational commitment? Job satisfaction and employee engagement? Which is the stronger relationship? 9. How can managers get employees to more readily accept working with colleagues who are different from themselves? • What is cultural intelligence? How do its three dimensions relate to understanding people from other cultures?

50. OB at Work: For Critical Thinking • “Thirty-five years ago, young employees we hired were ambitious, conscientious, hard-working, and honest. Today’s young workers don’t have the same values.” Do you agree or disagree with this manager’s comments? Support your position. 2. Do you think there might be any positive and significant relationship between the possession of certain personal values and successful career progression in organizations such as Toronto Stock Exchange, the Canadian Union of Postal Workers (CUPW), and the City of Regina’s police department? Discuss.