Organizational Behavior CH 04
- 1. © 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione C H A P T E RC H A P T E R 44 WorkplaceWorkplace values, ethicsvalues, ethics and emotionsand emotions
- 2. 2 Chapter learning objectivesChapter learning objectives 1. Identify the different types and levels of values. 2. Define the five main values that vary across cultures. 3. Describe three ethical principles and other factors influencing ethical behaviour. 4. Explain how moral intensity, ethical sensitivity and the situation influence ethical behaviour. 5. Discuss the linkages between emotions and behaviour. 6. Identify the conditions that require, and the problems with, emotional labour. 7. Outline the dimensions of emotional intelligence. 8. Discuss the effect of job satisfaction on task performance and customer service. 9. Describe five strategies to increase organisational commitment.
- 3. 3 Courtesy of The Warehouse Values and ethics at The WarehouseValues and ethics at The Warehouse The Warehouse in New Zealand is one of the world’s top discount retailers because of its social responsibility practices and ‘people first’ values.
- 4. 4 Courtesy of The Warehouse Values definedValues defined Stable, long-lasting beliefs about what is important Define right or wrong, good or bad Include cross-cultural, ethical and organisational culture values
- 5. 5 Forms of workplace valuesForms of workplace values Terminal versus instrumental terminal are desired states of existence instrumental are desirable modes of behaviour Espoused versus enacted espoused are values we want others to believe we hold enacted are values-in-use; what we actually practice
- 6. 6 Importance of values at workImportance of values at work Globalisation increasing awareness of, and sensitivity to, different values across cultures Replacing direct supervision potentially aligns employees’ decisions and actions with corporate goals Demand for ethical practices increasing pressure to engage in ethical practices
- 7. 7 Values alignment at WoodsideValues alignment at Woodside Woodside Petroleum Ltd is aligning its corporate values more closely with the personal values of its employees. Courtesy of Woodside Petroleum
- 8. 8 Collectivists tend to identify themselves by group membership give priority to group goals put more emphasis on harmonious relationships have more socially-based emotions (indebtedness) Japan NZ Australia Collectivism Individualism Indonesia IndividualismIndividualism−−collectivismcollectivism
- 9. 9 The degree to which people accept an unequal distribution of power in society Japan N.Z. Australia Hong Kong High power distance Malaysia Low power distance Power distancePower distance
- 10. 10 High UA Low UA S Africa China Singapore The degree to which people tolerate ambiguity (low UA) or feel threatened by ambiguity and uncertainty (high UA) Uncertainty avoidanceUncertainty avoidance Australia
- 11. 11 Japan S. Korea Achievement Nurturing N.Z. The degree to which people value assertiveness, competitiveness and materialism (achievement) versus relationships and well-being of others (nurturing) AchievementAchievement−−nurturingnurturing Australia
- 12. 12 Japan Indonesia Long-term orientation Short-term orientation China The degree to which people value thrift, savings and persistence (long-term) versus past and present issues (short-term) Long/short-term orientationLong/short-term orientation Australia
- 13. 13 Ethics at AMP InsuranceEthics at AMP Insurance AMP Insurance in Wellington, New Zealand is showing its ethical values and social responsibility by supporting community events, such as this shave-a- thon to raise funds for the Leukaemia and Blood Foundation. © J. Nicholson, Evening Post (Wellington)
- 14. 14 Three ethical principlesThree ethical principles Utilitarianism greatest good for greatest number Individual rights fundamental entitlements in society Distributive justice inequality with equal access to favoured positions inequality must benefit the least well off
- 15. 15 Influences on ethical conductInfluences on ethical conduct Moral intensity degree to which an issue demands ethical principles Ethical sensitivity ability to recognise the presence, and determine the relative importance, of an ethical issue Situational influences competitive pressures and other conditions affect ethical behaviour
- 16. 16 Emotions definedEmotions defined Feelings experienced towards an object, person or event that create a state of readiness emotions demand attention and interrupt our train of thought emotions are directed toward something
- 17. 17 Attitude FeelingsFeelings BeliefsBeliefs BehaviouralBehavioural intentionsintentions BehaviourBehaviour Model of attitudes and behaviourModel of attitudes and behaviour Emotional episodes
- 18. 18 Emotional labour definedEmotional labour defined The effort, planning and control needed to express organisationally desired emotions during interpersonal transactions
- 19. 19 Emotional labour issuesEmotional labour issues True emotions leak out − especially with low emotional adaptability Emotional dissonance causes stress Display norms vary across cultures
- 20. 20 EmotionalEmotional intelligenceintelligence Self-Self- awarenessawareness Self-Self- regulationregulation Self-Self- motivationmotivation SocialSocial skillskill EmpathyEmpathy Emotional intelligence dimensionsEmotional intelligence dimensions
- 21. 21 Job satisfaction and behaviourJob satisfaction and behaviour Job satisfaction reduces turnover, absenteeism, theft Weak association with job performance because general attitude is a poor predictor of specific behaviours performance affects satisfaction through rewards
- 22. 22 Employee-customer-profit chainEmployee-customer-profit chain OrgOrg practicespractices OrgOrg practicespractices SatisfiedSatisfied employeesemployees SatisfiedSatisfied employeesemployees •• LessLess turnoverturnover •• ConsistentConsistent serviceservice •• LessLess turnoverturnover •• ConsistentConsistent serviceservice Customer’sCustomer’s perceivedperceived valuevalue Customer’sCustomer’s perceivedperceived valuevalue •• SatisfiedSatisfied customerscustomers •• CustomerCustomer referralsreferrals •• SatisfiedSatisfied customerscustomers •• CustomerCustomer referralsreferrals HigherHigher revenuerevenue growth andgrowth and profitsprofits HigherHigher revenuerevenue growth andgrowth and profitsprofits
- 23. 23 Organisational commitmentOrganisational commitment Affective commitment emotional attachment to, identification with, and involvement in an organisation Continuance commitment belief that staying with the organisation serves your personal interests
- 24. 24 Building organisational commitmentBuilding organisational commitment Maintain fairness and satisfaction Provide some job security Support organisational comprehension Involve employees in decisions Build trust
- 25. 25 Overview of the next chapterOverview of the next chapter Four content theories of motivation Practical implications of content motivation theories Expectancy theory and its implications Equity theory Characteristics of effective goal setting
- 26. © 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione C H A P T E RC H A P T E R 44 WorkplaceWorkplace values, ethicsvalues, ethics and emotionsand emotions