Chapter 3values Attitudes Job Satisfaction

Chapter 3
Values, Attitudes,
and Their Effects in
the Workplace
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright 2004 Pearson Education Canada Inc.
Values, Attitudes, and

Their Effects in the
Workplace
Questions for Consi
derat ion
What are values?

How can we understand values across
cultures?
Are there unique Canadian values?
Why are differences in values important?
What are attitudes and how are they
formed?
What is job satisfaction?
Values
Values
Basic convictions about what is important
to the individual
They contain a judgmental element of what
is right, good, or desirable.
Values
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.
Values vs. Ethics

Ethics
The science of morals in human conduct
Moral principles; rules of conduct
Ethical Values are related to moral

judgments about right and wrong
A Framework for
Assessing Cultural
Values
Hofstedes Dimensions
Power Distance
Individualism Versus Collectivism
Quantity of Life Versus Quality of Life
Uncertainty Avoidance
Long-term versus Short-term Orientation
Exhibit 3-2 Examples of

National Cultural Values
Canadian Social Values

The Elders
The Boomers
Generation X
The Ne(x)t Generation
Francophone and
Anglophone Values
Francophone Values
More collectivist or
group-oriented
Greater need for
achievement
Concerned with
interpersonal
aspects of workplace
Value affiliation
Anglophone Values
Individualist or Icentred
More task-centred
Take more risks
Value autonomy
Canadian Aboriginal
Values
More collectivist in orientation
More likely to reflect and advance the goals
of the community
Greater sense of family in the workplace
Greater affiliation and loyalty
Power distance lower than non-Aboriginal
culture of Canada and the U.S.
Greater emphasis on consensual decisionmaking
Canadian and American

Values
Canadian Values
Protectionist business
environment
Personality: more shy
and deferential, less
violent, more courteous
More rule-oriented
Peace, order, equality
Uncomfortable
celebrating success, play
it down
American Values
Greater faith in the
family, the state,
religion, and the market
More comfortable with
big business
Intense competition in
business
Individuality and
freedom
More comfortable with
the unknown and taking
risks
Canada, the US and

Mexico
Canada and the US
Mexico
Higher power distance

Managers more autocratic
More likely to tolerate
and paternalistic
abrasiveness and
Employees defer more to
insensitivity by managers
managers
Lower risk takers
Greater uncertainty
More individualistic
avoidance
Managers are greater risk
Less agreeable to
takers
teamwork
Greater reliance on
networks and relationships
Lower power distance
East and Southeast

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 and 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)
Attitudes
Positive or negative feelings concerning
objects, people, or events.
Less stable than values
Types of Attitudes
Job Involvement
Organizational Commitment
Job Satisfaction
Canadian Job
Satisfaction
In 1991, 62 per cent of employees reported they were
highly satisfied with their jobs, compared to just 45
per cent in 2001.
Almost 40 percent of employees would not
recommend their company as a good place to work.
40 percent believe they never see any of the benefits
of their company making money.
Almost 40 percent reported that red tape and
bureaucracy are among the biggest barriers to job
satisfaction.
55 percent reported that they felt the pressure of
having too much to do.
Job Satisfaction and

Employee Performance
Satisfaction Affects
Individual Productivity
Organizational Productivity
Absenteeism
Turnover
Organizational Citizenship Behaviour
Expressing
Dissatisfaction
Exit
Voice
Loyalty
Neglect
Summary and
Implications
Values strongly influence a persons attitudes.
An employees performance and satisfaction
are likely to be higher if his or her values fit
well with the organization.
Managers should be interested in their
employees attitudes because attitudes give
warning signs of potential problems and
because they influence behaviour.

Chapter 3values Attitudes Job Satisfaction

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Chapter 3

Values, Attitudes, and

What are values?

Values vs. Ethics

Ethical Values are related to moral

Exhibit 3-2 Examples of

Canadian Social Values

Canadian and American

Canada, the US and

Canada and the US

Higher power distance

Lower power distance

East and Southeast

East and Southeast Asia

Job Satisfaction and

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