Psychology 2990A/B Chapter Notes - Chapter 6: Dcf Interframe Space, Cultural Intelligence, Masculinity
30 Apr 2018
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Chapter 6- Values, Attitudes and Work Behaviour:
What are values?
• Values- broad tendency prefer certain states of affairs over others
• Preference aspect def means values have to do w things consider good and bad
• Motivational signal attractive aspects env seek and unattractive aspects try avoid and
signal how believe should and shouldn’t behave
• Broad tendency- general and don’t predict behav specific sits v well
• People tend hold values factors such as achievement, power, autonomy, conformity, trad
and social welfare (changes per person)- most learn through social reinforcement
Generational differences in values:
• Generations demarcated by age but also distinguished having grown up under rather dif
socialization experiences ex: traditionalists grew up in shadow 2 wars, baby boomers
faced vibrant economy (sexual revol and advent rock n’ roll), Gen X and Y exp more
dual-career fams and more divorce (value difs)
• Traditionalists portrayed respectful auth and having high work ethic, boomers optimistic
workaholics, gen X= cynical, confident and pragmatic and Gen Y= confident, social,
demanding feedback and somewhat unfocused
• Latter 2 gens seen more accepting diversity and striving good work-life balance and
comfort w tech notable
• Inherently hard tease out gen effects those simply reflect age/ work exp- all gens share
same values but express dif
• Good fit b/w person’s values and those of org (person-org fit) leads positive work
attitudes and behavs, including reduced chance of quitting- may have to tailor job
designs, leadership styles and bens gen mix workforces
Cultural differences in values:
Work centrality:
• Work itself valued dif across cults- several nations marked dif extent people perceived
work central life interest
• Japan topped list, Belgians and Americans average and British low
• More central work found cont work even if won lottery and work more hours
• Shows how cross-cult difs in work centrality can lead adjustment probs foreign
employers and managers
Hofstede’s study:
• 5 basic dimensions along which work-rel values differed across cults:
o Power distance- extent to which an unequal distribution of power is accepted by
society members
▪ Small- inequal min, supervisors accessible and power difs downplayed
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▪ Large- inequal accepted nat, superiors inaccessible and power difs
highlighted
o Uncertainty avoidance- the extent to which people are uncomf w uncertain and
ambiguous sits
▪ Strong- stress rules and regs, hard work, conf and security
▪ Weak- less concerned rules, conformity and security and hard work not
seen as virtue, risk taking valued
o Masculinity/ femininity- more masculine cults clearly differentiate gender roles,
support dom men and stress economic perf. More fem cults accept fluid gender
roles, stress sexual equality and stress quality of life (how assertive are and how
value gender equality)
o Individualism/ collectivism- individualistic societies stress independence, individ
initiative and privacy. Collective cults favour interdep and loyalty to fam/ clan
(how much collective distribution resources stressed and how much one’s group/
org elicits loyalty)
o Long-term/ short-term orientation- long-term orientation tend stress persistence,
perseverance, thrift and close attention to status difs. Short-term orientation
personal steadiness and stability, face-saving and social niceties
• Cultural maps show how countries and regions cluster together pairs cult dimensions-
cults individ downplay power difs and more collectivistic tend accentuate power difs
• Cult distance- extent to which cultures differ in values- greater cult distance impedes
comm and makes negotiations, mergers, acquisitions and joint ventures more dif and
those work abroad find more dif adjust more distant cults
• More global work experience more strategic competence, esp when posted more distant
cults
Implications of cultural variation:
Exporting OB theories:
• Organizational behav theories, research and practices NA might not translate well to
other societies, even one located just south Texas
• NA encourage participation work decisions by employees= low degree power distance,
high power may be more comf deferring boss’s decision
• Individualistic cults calling attention one’s accomplishments expected and often
rewarded in orgs, collective individ succ may be devalued and might make sense reward
groups rather than individs
• Extremely masculine cults, integrating women into management positions might require
special sensitivity
Importing OB theories:
• Success stories importing techniques from Japan to NA also examples difs and failure-
many probs stem basic value difs ex: Japan more team oriented, need select team
members carefully in NA b/c individualistic
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Appreciating global customers:
• Appreciation cross-cult difs in values ess understanding needs and tastes customers/
clients around world- understanding fund has to do w organizational behav
• Appreciating values global customers also important when customers enter own cult-
understanding of increasing ethnic diversity
Developing global employees:
• Companies need to select, train and dev employees have much better appreciation difs in
cult values and implications these difs for behav in orgs
• Cultural intelligence (CQ)- capability function and manage well in cult diverse envs
• Encompasses knowledge, motivation and behav cont good cross-cult funct and people w
high cult intelligence tend score high intercult adjustment, global leadership and perf in
intercult settings
• CQ- heightened awareness cults- including own- makes more sensitive to people from
diverse origins= broad knowledge customs and beliefs among dif nationalities, ethnic
groups and faiths
• Reflects motivation overcome cult barriers and confidence one’s ability comm w people
from dif comm
• CN rel high CQ b/c multicult cities allow plenty opportunities interact w people diverse
origins
What are attitudes?
• Attitude- fairly stable evaluative tendency to respond consistently to some specific object,
sit, person/ category people
• Involve evaluations directed toward specific targets- could value working highly but
dislike job
• Attitudes tendencies to respond to target of attitude- infl behav toward some object, sit,
person/ group
• Behav most likely correspond to attitudes when people have direct experience w target of
attitude and attitude held confidently (not always consistent w behav and useful info
actions can observe)
• Attitudes are product of related belief and value (funct think and feel)
• BELIEF+ ATTITUDE=> Attitude→ behav (attitudes dev basic beliefs and values and
can affect org behav ex: quit job)
What is job satisfaction?
• Job satisfaction- collection of attitudes that workers have about their jobs
• Facet satisfaction- tend employee more/ less sat w various facets of job (ex: love work,
hate boss)
• Most relv attitudes toward jobs cont rather small group facets: work itself, compensation,
career opp, recognition, bens, working conds, supervision, co-workers and org policy
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