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43 Cards in this Set
- Front
- Back
Culture |
is a shared meaning system that carries symbolic representations such as norms, values, symbols, and behavioural scripts that are shared by individuals within a given ecology. |
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Functions of Culture
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Culture offers the way people understand their world and make sense of it |
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Values: |
a broad tendency to prefer certain states of affairs over others • are motivational; they signal how we believe we should and should not behave
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Generational Differences in Values |
• traditionalists, the baby boomers, Generation X, Generation Y (the millenials)
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Work Centrality |
• Japan: high work centrality; Belgium/America: middle; British: low
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HOFSTEDE STUDY |
Four basic dimensions along which work-related values differed across culture
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Power distance:
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the extent to which an equal distribution of power is accepted by society members |
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Uncertainty avoidance:
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the extent to which people are uncomfortable with uncertain/ambiguous situations. |
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Masculinity/Femininity: |
clearly differentiate gender roles, support the dominance of men, and stress economic performance; feminine: accept fluid gender roles, stress sexual equity, stress quality of life. |
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Individualism/Collectivism: |
individualistic societies stress independence, individual initiative and privacy. Collective cultures favour interdependence and loyalty to family/clan. |
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Long-term/Short-term orientation:
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cultures with long term orientation stress persistence perseverance, thrift, and close attention to status differences |
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Implications of Cultural Variation
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EXPORTING OB THEORIES
IMPORTING OB THEORIES
APPRECIATING GLOBAL CUSTOMERS DEVELOPING GLOBAL EMPLOYEES |
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Power Distance - Leadership - Voice |
Leadership
Voice |
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Individualism/Collectivism - Handling interpersonal conflicts - The self and team - Relationships and Networks - Fairness in Relationships
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Handling interpersonal conflicts
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Who are going to benefit from a multicultural space?
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Attitudes:
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a fairly stable evaluative tendency to respond consistently to some specific object, situation, person or category of people |
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Three Components of Attitudes
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1. Cognitive Component |
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BELIEF + VALUE => attitude -> behaviour |
eg. “My job is interfering wit my family life” (belief) (Think + Feel + Act) => attitude => behaviour |
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Attitude-Behaviour Relationship
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• research suggests that the relationship is weak |
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Theory of Planned Behaviour (Ajzen & Fishbein)
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(subjective norms + attitudes + perceived behavioural control) => behavioural intentions => behaviour) |
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Job satisfaction:
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refers to a collection of attitudes that people have about their jobs. |
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Discrepancy theory: |
a theory that job satisfaction stems from the discrepancy between the job outcomes wanted and the outcomes that are perceived to be obtained |
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Different kinds of fairness |
1. Distributive 2. Procedural 3. Interactional |
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Distributive Fairness (distributive justice):
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fairness that occurs when people receive the outcomes they think they deserve |
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Equity theory: |
a theory that job satisfaction stems from a comparison of the inputs one invests in a job and the outcomes one receives in comparison with inputs and outcomes of another person/groups |
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Inputs: |
anything that people give up, offer, or trade to their organization in exchange for outcomes. |
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Outcomes: |
factors that an organization distributes to employees in exchange for their inputs |
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Procedural fairness (procedural justice):
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fairness that occurs when the process used to determine work outcomes is seen as reasonable |
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Interactional Fairness: |
fairness that occurs when people feel they have received respectful and informative communication about an income. |
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Emotions: |
intense, often short-lived feelings caused by a particular event |
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Moods: |
less intense, long-lived and more diffuse feelings |
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Emotional contagion: |
tendency for moods and emotions to spread between people or throughout a group |
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Emotional regulation: |
requirement for people to conform to certain “display rules” in their job behaviour inspire of their true mood/emotions |
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Some Key Contributors to Job Satisfaction |
(1) Mentally Challenging Work: as long as it’s not too challenging, as long as the employees want the mentally challenging work (3) Career opportunities: opportunities for promotion (4) People: not necessarily that everyone is nice – nature of the job |
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Value-percept theory: |
job satisfaction depends on whether you perceive that your job supplies on things that you value. |
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formula for satisfaction |
Dissatisfaction = (Vwant – Vhave) X (Vimportance)
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Job Satisfaction Facets
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• pay |
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CONSEQUENCES OF JOB SATISFACTION |
Absence from work Turnover
Performance Organization Citizenship Behaviour (OCB) |
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Organization Citizenship Behaviour (OCB): |
voluntary, informal behaviour that contributes to organizational effectiveness |
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Organizational commitment: |
an attitude that reflects the strength of the linkage between an employee and an organization |
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affective commitment: |
commitment based on identification and involvement with an organization |
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continuance commitment: |
commitment based on the costs that would be incurred in leaving an organization |
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Normative commitment: |
commitment based on ideology or a feeling of obligation to an organization |