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9/17/2012
30
OBJECTIVES
1. 2. 3.
LEARNING
4. 5.
6.
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O B J E C T I V E S (contd)
7.
8.
LEARNING
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33
Values Basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence. Value System
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Provide
understanding of the attitudes, motivation, and behaviors of individuals and cultures. our perception of the world around us. interpretations of right and
Influence Represent
wrong.
Imply
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Terminal Values Desirable end-states of existence; the goals that a person would like to achieve during his or her lifetime.
Instrumental Values
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Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973).
E X H I B I T 31
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Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973).
E X H I B I T 31 (contd)
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Source: Based on W. C. Frederick and J. Weber, The Values of Corporate Managers and Their Critics: An Empirical Description and Normative Implications, in W. C. Frederick and L. E. Preston (eds.) Business Ethics: Research Issues and Empirical Studies (Greenwich, CT: JAI Press, 1990), pp. 12344.
E X H I B I T 32
39
E X H I B I T 33
310
311
Values of middle and upper management bear significantly on the entire ethical climate within an organization
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313
Ethical principles. Utilitarianism: seek the greatest good for the greatest number of people when choosing among alternatives. Individual rights. Distributive justice. Moral development & intensity:the individuals level of maturity regarding ethical decision making. Ethical Sensitivity:An individuals ability to recognise the presence and determine the importance of an ethical issue.
314
Power
distance Individualism vs. collectivism Quantity vs. quality of life Uncertainty avoidance Long-term vs. short-term orientation
315
Power Distance The extent to which a society accepts that power in institutions and organizations is distributed unequally. low distance: relatively equal distribution high distance: extremely unequal distribution
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Individualism The degree to which people prefer to act as individuals rather than a member of groups.
Collectivism A tight social framework in which people expect others in groups of which they are a part to look after them and protect them.
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Achievement The extent to which societal values are characterized by assertiveness, materialism and competition. Nurturing The extent to which societal values emphasize relationships and concern for others.
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Uncertainty Avoidance
The extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them.
319
Long-term Orientation A national culture attribute that emphasizes the future, thrift, and persistence.
Short-term Orientation A national culture attribute that emphasizes the past and present, respect for tradition, and fulfilling social obligations.
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Assertiveness Future Orientation Gender differentiation Uncertainty avoidance Power distance Individual/collectivism In-group collectivism Performance orientation Humane orientation
Source: M. Javidan and R. J. House, Cultural Acumen for the Global Manager: Lessons from Project GLOBE, Organizational Dynamics, Spring 2001, pp. 289305.
E X H I B I T 34
321
322
Attitudes
Evaluative statements or judgments concerning objects, people, or events.
Cognitive component
The opinion or belief segment of an attitude.
Affective Component
The emotional or feeling segment of an attitude.
Behavioral Component
An intention to behave in a certain way toward someone or something.
323
Job Satisfaction A collection of positive and/or negative feelings that an individual holds toward his or her job. Job Involvement Identifying with the job, actively participating in it, and considering performance important to self-worth. Organizational Commitment Identifying with a particular organization and its goals, and wishing to maintain membership in the organization.
Prof. Amie Moulik
324
Evidence indicates that the most important factors conducive to job satisfaction are Mentally challenging work Equitable rewards Supportive working conditions Supportive colleagues
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Evidence
shows that satisfactions effect on productivity is fairly small Productivity can be increased:
More by removing outside constraints than by influencing satisfaction By introducing organizational rewards for productivity, such as
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Early
on, OCB was assumed to be closely linked to satisfaction Recent evidence: Satisfaction influences OCB through perceptions of fairness Outcomes Treatment Procedures
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328
Cognitive Dissonance
Any incompatibility between two or more attitudes or between behavior and attitudes.
329
If
elements creating dissonance are relatively unimportant, pressure to correct imbalance will be low Degree of influence over the elements will impact how we react to dissonance Rewards influence the degree that we are motivated to reduce dissonance
330
Social
constraints moderate behavior Although some hold contradictory attitudes, pressures are toward consistency Other things besides attitudes influence behavior Attitudes do influence behavior
331
Recent
research indicates that attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account.
Moderating Variables
Importance of the attitude
Specificity of the attitude Accessibility of the attitude Social pressures on the individual Direct experience with the attitude
332
Attitudes are used after the fact to make sense out of an action that has already occurred.
333
Attitude Surveys Eliciting responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, and the organization.
334
335
Training
Participating in diversity training that provides for self-evaluation and group discussions. Volunteer work in community and social serve centers with individuals of diverse backgrounds. Exploring print and visual media that recount and portray diversity issues.
336
Measuring
Job Satisfaction
How
Pressures to increase productivity and meet tighter deadlines Less control over work
337
Satisfaction
and Productivity
Satisfied workers arent necessarily more productive. Worker productivity is higher in organizations with more satisfied workers.
Satisfaction
Satisfied employees have fewer avoidable absences. Satisfied employees are less likely to quit. Organizations take actions to retain high performers and to weed out lower performers.
Satisfaction
338
Exit
Behavior directed toward leaving the organization.
Voice
Active and constructive attempts to improve conditions.
Loyalty
Passively waiting for conditions to improve.
Neglect
Allowing conditions to worsen.
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Source: C. Rusbult and D. Lowery, When Bureaucrats Get the Blues, Journal of Applied Social Psychology. 15, no. 1, 1985:83. Reprinted with permission.
E X H I B I T 35
340
Satisfaction
341
Satisfied
Dissatisfied
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