Workplace, Values, Ethics, and Emotions

1. 4 C H A P T E R Workplace, Values, Ethics, and Emotions

2. Values and Ethics at The Warehouse The Warehouse in New Zealand is one of the world’s top discount retailers because of its social responsibility practices and “people first” values. “We have discovered that our policies of putting team members first … enables [them] to put the customers first and to provide exceptional service,” explains founder Stephen Tindall. Courtesy of The Warehouse

3. Values Defined • Stable, long-lasting beliefs about what is important • Define right or wrong, good or bad • Include cross-cultural, ethical, and organizational culture values Courtesy of The Warehouse

4. Forms of Workplace Values Terminal vs. Instrumental • Terminal are desired states of existence • Instrumental are desirable modes of behavior Espoused vs.Enacted • Espoused are values we want others to believe we hold • Enacted are values-in-use, what we actually practice Courtesy of The Warehouse

5. Importance of Values at Work Globalization • Increasing awareness of and sensitivity to different values across cultures Replacing Direct Supervision • Potentially aligns employees’ decisions and actions with corporate goals Demand for Ethical Practices • increasing pressure to engage in ethical practices Courtesy of The Warehouse

6. Individualism- Collectivism Individualism Collectivists tend to: 1. Identify themselves by group membership 2. Give priority of group goals 3. Put more emphasis on harmonious relationships 4. Have more socially-based emotions (indebtedness) UnitedStates Germany Japan China Collectivism

7. Power Distance High Power Distance The degree that people accept an unequal distribution of power in society Malaysia France Japan United States Germany Low Power Distance

8. The degree that people tolerate ambiguity (low U.A.) or feel threatened by ambiguity and uncertainty (high U.A.). Uncertainty Avoidance High U. A. Japan Germany United States Singapore Low U. A.

9. The degree that people value assertiveness, competitiveness, and materialism (achievement) versus relationships and well-being of others (nurturing) Achievement-Nurturing Achievement Japan United States South Korea Sweden Nurturing

10. The degree that people value thrift, savings, and persistence (long-term) versus past and present issues (short-term). Long/Short-Term Orientation Long-Term Orientation China Japan Netherlands United States Russia Short-Term Orientation

11. Three Ethical Principles • Utilitarianism • Greatest good for greatest number • Individual Rights • Fundamental entitlements in society • Distributive Justice • Inequality must have equal access • Inequality must benefit the least well off

12. Influences on Ethical Conduct • Moral intensity • Degree that issue demands ethical principles • Ethical sensitivity • Ability to recognize the presence and determine the relative importance of an ethical issue • Situational influences • Competitive pressures and other conditions affect ethical behavior

13. Emotions Defined Feelings experienced toward an object, person, or event that create a state of readiness • Emotions demand attention and interrupt our train of thought • Emotions are directed toward something

14. Beliefs Emotional Episodes Behavioral Intentions Behavior Model of Attitudes and Behavior Feelings Attitude

15. Emotional Labor Defined The effort, planning and control needed to express organizationally desired emotions during interpersonal transactions

16. Emotional Labor Issues • True emotions leak out -- especially with low emotional adaptability • Emotional dissonance causes stress • Display norms vary across cultures

17. Emotional Intelligence at VA Medical Medical professionals at Jerry L. Pettis Memorial VA Medical Center in Loma Linda, California attend special classes where they receive their personal emotional intelligence profile and learn to improve their EQ. Courtesy of Jerry L. Pettis Memorial VA Medical Center

18. Emotional Intelligence Dimensions Self- Awareness Emotional Intelligence Social Skill Self- Regulation Empathy Self- Motivation

19. Job Satisfaction and Behavior • Job satisfaction reduces turnover, absenteeism, theft • Weak association with job performance because: 1. General attitude is a poor predictor of specific behaviors 2. Performance affects satisfaction through rewards

20. Job Satisfaction and Customers Ipswitch founder and CEO Roger Greene (center) has taken all 130 employees on a four-day cruise in the Bahamas. He believes that keeping employees happy will keep customers happy. J. Wilcox, Boston Globe

21. Satisfied Employees • Less turnover • Consistent service • Satisfied customers • Customer referrals Customer’s Perceived Value Higher Revenue Growth and Profits Employee-Customer-Profit Chain Org. Practices

22. Organizational Commitment • Affective commitment • Emotional attachment to, identification with, and involvement in an organization • Continuance commitment • Belief that staying with the organization serves your personal interests

23. Building Organizational Commitment • Maintain fairness and satisfaction • Provide some job security • Support organizational comprehension • Involve employees in decisions • Build trust

24. 4 C H A P T E R Workplace, Values, Ethics, and Emotions