Values, Attitudes, and Diversity in The Workplace: Organizational Behaviour

Chapter 3:
Values, Attitudes,
and Diversity in
the Workplace
Organizational
Behaviour
5th Canadian Edition
Langton / Robbins / Judge
Copyright © 2010 Pearson Education

Canada
3-1
Chapter Outline
• Values
• Assessing Cultural Values
• Values in the Canadian Workplace
• Attitudes
• Managing Diversity in the Workplace
Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.

3-2
Copyright © 2010 Pearson Education Canada
Values, Attitudes, and Their Effects
in the Workplace
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?

3-3
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

3-4
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.

3-5
Exhibit 3-1 Terminal and Instrumental
Values in Rokeach Value Survey

3-6
Exhibit 3-2 Value Ranking of Executives,
Union Members, and Activists (Top Five Only)

3-7
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.

3-8
The Magnificent Seven Principles
• Kent Hodgson identified seven principles:
1. Dignity of human life

2. Autonomy
3. Honesty
4. Loyalty
5. Fairness
6. Humaneness
7. The common good

3-9
Hofstede’s Framework for Assessing
Culture
• Power Distance
• Individualism vs. Collectivism
• Masculinity vs. Femininity
• Uncertainty Avoidance
• Long Term vs. Short Term Orientation

3-10
Exhibit 3-3 Hofstede’s Cultural
Values By Nation

3-11
Values in the Canadian Workplace
• Generational Differences
• Cultural Differences

3-12
Generational Differences
• The Elders (those over 60)
– Core values: Belief in order, authority, discipline, and the Golden
Rule
• Baby Boomers (born mid-1940s to mid-1960s)

– Autonomous rebels, anxious communitarians, connected
enthusiasts, disengaged Darwinists
• Generation X (born mid-1960s to early 1980s)

– Thrill-seeking materialists, aimless dependents, social hedonists,
new Aquarians, autonomous post-materialists
• The Ne(x)t Generation (born between 1977 and 1997)

– “High expectations; seek meaning in their work
– Tend to be questioning, socially conscious and entrepreneurial.

3-13
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

3-14
Exhibit 3-4 Canadian and American
Value Differences

3-15
Francophone and Anglophone
Values
• Francophone Values • Anglophone Values
– More collectivist or – Individualist or I-

group-oriented centred
– Greater need for – More task-centred
achievement – Take more risks
– Concerned with – Value autonomy
interpersonal aspects
of workplace
– Value affiliation

3-16
Aboriginal Values
• More collectivist in orientation

• More community-oriented
• Greater sense of family in the workplace
• Greater affiliation and loyalty
• Power distance lower than non-Aboriginal culture
• Greater emphasis on consensual decision-making

3-17
Asian Values
• North America • East & Southeast Asia
– Networked relations: based – Guanxi relations: based on

on self-interest reciprocation
– Relationships viewed with – Relationships meant to be
immediate gains long-term and enduring
– Enforcement relies on – Enforcement relies on
institutional law personal power and
– Governed by guilt (internal authority
pressures on performance) – Governed by shame
(external pressures on
performance)

3-18
Attitudes
• Positive or negative feelings concerning objects,

people, or events.
• Attitudes are less stable than values.

3-19
Types of Attitudes
• Job Satisfaction
– An individual’s general attitude toward his or her job.
• Organizational Commitment
– A state in which an employee identifies with a
particular organization and its goals, and wishes to
maintain membership in the organization.

3-20
Canadian Job Satisfaction
• 40 percent of Canadians are very satisfied with their jobs.

– 47 percent of Americans are happy.
– 54 percent of Danish workers are happy.
• 40 percent of Canadians say

– They would not recommend their place of work.
– They never see any of the benefits of their company’s profitability.
– Red tape and bureaucracy are the biggest barriers to job
satisfaction.
• 55 percent of Canadians say they have too much to do.

3-21
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.

3-22
Job Satisfaction and Individual
Performance
• Satisfaction affects:
– Individual productivity
– Organizational productivity
– Organizational citizenship behaviour
– Job satisfaction and customer satisfaction

3-23
How Employees Can Express
Dissatisfaction
• Exit Exhibit 3-5 Responses to Job Dissatisfaction
• Voice
• Loyalty
• Neglect
Source: Reprinted with permission from Journal of Applied Social Psychology 15 no. 1, p. 83. V. H. Winston and Sons, 360
South Beach Boulevard, Palm Beach, FL 33480. All rights reserved.

3-24
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.

3-25
Organizational Commitment
• Three Types of Commitment

– Affective commitment
• An individual’s relationship to the organization.
– Normative commitment
• The obligation an individual feels to staying with
an organization.
– Continuance commitment
• An individual’s calculation that it is in his or her
best interest to stay with the organization based on
the perceived costs of leaving it.

3-26
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.
3-27
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.
• 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

3-28
Managing Diversity in the Workplace
• Responses to Diversity Initiatives
• Cultural Intelligence
– The ability to understand someone’s unfamiliar and
ambiguous gestures in the same way as would people
from his or her culture.

3-29
Exhibit 3-6 Major Workforce Diversity
Categories
• Gender • Disability
• National Origin • Domestic

Partners
• Age
• Religion

3-30
Exhibit 3-7 Measuring Your Cultural
Intelligence

3-31
Cultural Intelligence Profiles
• According to Earley and Masakowski most

managers fall into the following cultural
intelligence profiles:
– Provincial
– Analyst
– Natural
– Ambassador
– Mimic
– Chameleon

3-32
Summary and Implications
1. What are Values?
– Values guide how we make decisions about and evaluations of
behaviours and events.
2. 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.
3. Are there unique Canadian values?
– Canadian values are affected by both generational and cultural
factors.
4. 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.
5. How do we respond to diversity in the workplace?
– Many organizations have introduced diversity training programs
to improve cultural awareness.

3-33

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Chapter 3:

Langton / Robbins / Judge

Copyright © 2010 Pearson Education

• Assessing Cultural Values

• Values in the Canadian Workplace

• Managing Diversity in the Workplace

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.

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?

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.

• Two frameworks for understanding values

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.

• Ethical values are related to moral judgments

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.

• Kent Hodgson identified seven principles:

1. Dignity of human life

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.

• Individualism vs. Collectivism

• Masculinity vs. Femininity

• Long Term vs. Short Term Orientation

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.

• Baby Boomers (born mid-1940s to mid-1960s)

• Generation X (born mid-1960s to early 1980s)

• The Ne(x)t Generation (born between 1977 and 1997)

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.

• 2006 immigrant population

• 2006 Census findings on language

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.

– More collectivist or – Individualist or I-

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.

• More collectivist in orientation

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.

• North America • East & Southeast Asia

– Networked relations: based – Guanxi relations: based on

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.

• Positive or negative feelings concerning objects,

• Attitudes are less stable than values.

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.

• 40 percent of Canadians are very satisfied with their jobs.

• 40 percent of Canadians say

• 55 percent of Canadians say they have too much to do.

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.

• Key sources of Job Satisfaction

• Enjoying the work itself is almost always most strongly

• Once a person reaches the level of comfortable living the

• People with positive core self-evaluations , believe in their

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.

– Organizational citizenship behaviour

– Job satisfaction and customer satisfaction

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.