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Chapter 3
Values, Attitudes, and
Their Effects in the
Workplace
Values
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Values
Basic convictions about what is important
to the individual
 They contain a judgmental element of
what is right, good, or desirable.
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Values
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Types of values
Terminal: Goals that individuals would like to
achieve during their lifetime
 Instrumental: Preferable ways of behaving
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Importance of values
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Values generally influence attitudes and
behaviour.
Values vs. Ethics
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Ethics
The science of morals in human conduct
 Moral principles; rules of conduct
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Ethical Values are related to moral
judgments about right and wrong
A Framework for Assessing
Cultural Values
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Hofstede’s Dimensions
Power Distance
 Individualism Versus Collectivism
 Quantity of Life Versus Quality of Life
 Uncertainty Avoidance
 Long-term versus Short-term Orientation
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Exhibit 3-2 Examples of National
Cultural Values
Canadian Values
The Elders – over 50
 The Boomers – born mid 1940’s to mid1960’s
 Generation X – born mid 1960’s to early
1980’s
 The Ne(x)t Generation – born between
1977-1997
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Canadian Social Values
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The Elders
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Those over 50
Core Values: Belief in order, authority, discipline,
and the Golden Rule
The Boomers
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Born mid-1940s to mid-1960s
Autonomous rebels, anxious communitarians,
connected enthusiasts, disengaged Darwinists
Canadian Social Values
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Generation X
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Born mid-1960s to early 1980s
Thrill-seeking materialists, aimless dependents,
social hedonists, new Aquarians, autonomous postmaterialists
The Ne(x)t Generation
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Born between 1977 and 1997
“Creators, not recipients”
Curious, contrarian, flexible, collaborative, high in
self-esteem
Francophone and Anglophone
Values
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Francophone Values
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More collectivist or
group-oriented
Greater need for
achievement
Concerned with
interpersonal
aspects of
workplace
Value affiliation
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Anglophone Values
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Individualist or Icentred
More task-centred
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Take more risks
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Value autonomy
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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
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Exhibit 3-3 Ground Rules for
Aboriginal Partnerships
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Modify management operations to reduce negative impact to
wildlife species
Modify operations to ensure community access to lands and
resources
Protect all those areas identified by community members as
having biological, cultural and historical significance
Recognize and protect aboriginal and treaty rights to hunting,
fishing, trapping and gathering activities
Increase forest-based economic opportunities for community
members
Increase the involvement of community members in decisionmaking
Canadian and American Values
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Canadian Values
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Protectionist business
environment
Personality: more shy
and deferential, less
violent, more courteous
More rule-oriented
Peace, order, equality
Uncomfortable
celebrating success,
play it down
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American Values
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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
East and Southeast Asian
Values
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North America
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Networked relations:
based on self-interest
Relationships viewed
with immediate gains
Enforcement relies on
institutional law
Governed by guilt
(internal pressures on
performance)
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East and Southeast
Asia
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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
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Types of Attitudes
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Job Involvement
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Organizational Commitment
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. . . measures the degree to which a person
identifies psychologically with his or her job and
considers his or her perceived performance level
important to self-worth.
. . . a state in which an employee identifies with a
particular organization and its goals, and wishes to
maintain membership in the organization.
Job Satisfaction
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. . . refers to an individual’s general attitude toward
his or her job.
Canadian Job Satisfaction
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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
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Expressing Dissatisfaction
Exit
 Voice
 Loyalty
 Neglect
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Summary and Implications
Values strongly influence a person’s attitudes.
 An employee’s 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.
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