【正文】 Chapter 4/ Slide 1 Chapter 4 Values, Attitudes, and Work Behaviour Copyright 169。 2023 Pearson Canada Inc. Chapter 4/ Slide 2 Learning Objectives 1. Define values and discuss the implications of crosscultural variation in values for anizational behaviour. 2. Define attitudes and explain how people develop and change 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 169。 2023 Pearson Canada Inc. Chapter 4/ Slide 3 Learning Objectives (continued) 4. Outline the various consequences of job satisfaction and explain the relationship between job satisfaction and absenteeism, turnover, performance, anizational citizenship behaviour, and customer satisfaction. 5. Differentiate affective, continuance, and normative mitment and explain how anizations can foster anizational mitment. Copyright 169。 2023 Pearson Canada Inc. Chapter 4/ Slide 4 What 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 achievement, power, autonomy, conformity, tradition, and social welfare. Copyright 169。 2023 Pearson Canada Inc. Chapter 4/ Slide 5 Generational Differences in Values ? There are four distinctive generations in the workplace today: – Traditionalists (19221945) – Baby Boomers (19461964) – Generation X (19651980) – Millennials (Generation Y) (19812023) Copyright 169。 2023 Pearson Canada Inc. Chapter 4/ Slide 6 Generational 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 then underlie the differential assets and preferences for leadership style. Copyright 169。 2023 Pearson Canada Inc. Chapter 4/ Slide 7 Four Generations in Today’s Workplace Copyright 169。 2023 Pearson Canada Inc. Chapter 4/ Slide 8 Generational Stereotypes ? Traditionalists: Respectful of authority and a high work ethic. ? Boomers: Optimistic workaholics. ? Gen X: Cynical, confident, and pragmatic. ? Gen Y: Confident, social, demanding of feedback, and somewhat unfocused. ? Are these stereotypes accurate? Copyright 169。 2023 Pearson Canada Inc. Chapter 4/ Slide 9 Generational Differences in Values (continued) ? Most research points to more similarities 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, pared to boomers, are less loyal, more wanting of promotion, and more inclined toward worklife balance. Copyright 169。 2023 Pearson Canada Inc. Chapter 4/ Slide 10 Generational 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 good “fit” between a person’s values and those of the anization (personanization fit) leads to more positive work attitudes and behaviours. Copyright 169。 2023 Pearson Canada Inc. Chapter 4/ Slide 11 Cultural Differences in Values ? There are basic differences in workrelated values across cultures. ? A lack of understanding of crosscultural differences can cause foreign assignments to terminate early and business negotiations to fail. Copyright 169。 2023 Pearson Canada Inc. Chapter 4/ Slide 12 Work Centrality ? Work is valued differently across cultures. ? There are crossnational differences in the extent to which people perceive work as a central life interest. ? People for whom work was a central life interest work more hours. ? Crosscultural differences in work centrality can lead to adjustment problems for foreign employees and managers. Copyright 169。 2023 Pearson Canada Inc. Chapter 4/ Slide 13 Hofstede’s Study ? Geert Hofstede questioned over 116,000 IBM employees in 40 countries about their workrelated values. ? He discovered four basic dimensions along which workrelated values differed across cultures: – Power distance – Uncertainty avoidance – Masculinity/femininity – Individualism/collectivism Copyright 169。 2023 Pearson Canada Inc. Chapter 4/ Slide 14 Hofstede’s Study (continued) ? Subsequent work with Canadian Michael Bond that catered more to Eastern cultures resulted in a fifth dimension: – Longterm/shortterm orientation Copyright 169。 2023 Pearson Canada Inc. Chapter 4/ Slide 15 Power Distance ? The extent to which an unequal distribution of power is accepted by society members. ? In small power distance cultures, inequality is minimized, superiors are accessible, and power differences are downplayed. Copyright 169。 2023 Pearson Canada Inc. Chapter 4/ Slide 16 Power Distance (continued) ? In large power distance cultures, inequality is accepted as natural, 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 169。 2023 Pearson Canada Inc. Chapter 4/ Slide 17 Uncertainty Avoidance ? The extent to which people are unfortable with uncertain and ambiguous situations. ? Strong uncertainty avoidance cultures stress rules and regulations, hard work, conformity, and security. Copyright 169。 2023 Pearson Canada Inc. Chapter 4/ Slide 18 Uncertainty Avoidance