Psych 338: Midterm 1, Week 4

Front 1

Culture

Back 1

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.

Front 2

Functions of Culture

Back 2

Culture offers the way people understand their world and make sense of it
o Can be learned
o Can have multiple layers – e.g., national culture, organizational culture
• Individual values can be measured collectively and be inferred as culture (i.e. “clustering” method)

Front 3

Values:

Back 3

a broad tendency to prefer certain states of affairs over others

• are motivational; they signal how we believe we should and should not behave
• are very general; they do not predict behaviour in specific situations very well

Front 4

Generational Differences in Values

Back 4

• traditionalists, the baby boomers, Generation X, Generation Y (the millenials)
• Generation X & Y are more inclined to value money, status and rapid career growth

Front 5

Work Centrality

Back 5

• Japan: high work centrality; Belgium/America: middle; British: low
• high centrality people would work after winning the lottery, and work more hours
• Japan: more people die of being overworked

Front 6

HOFSTEDE STUDY

Back 6

Four basic dimensions along which work-related values differed across culture
1. power distance
2. uncertainty avoidance
3. masculinity/femininity
4. individualism/collectivism

Front 7

Power distance:

Back 7

the extent to which an equal distribution of power is accepted by society members
• small power distance cultures: inequality is minimized, superiors are accessible, power distance is down played
• In large power distance cultures, inequality is accepted as natural, superiors are inaccessible, and power differences are highlighted

Front 8

Uncertainty avoidance:

Back 8

the extent to which people are uncomfortable with uncertain/ambiguous situations.
• strong uncertainty avoidance cultures stress rules, regulations, hard work, conformity, security
• weak uncertainty avoidance cultures: opposite as strong, but risk taking is a virtue

Front 9

Masculinity/Femininity:

Back 9

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.

Front 10

Individualism/Collectivism:

Back 10

individualistic societies stress independence, individual initiative and privacy. Collective cultures favour interdependence and loyalty to family/clan.

Front 11

Long-term/Short-term orientation:

Back 11

cultures with long term orientation stress persistence perseverance, thrift, and close attention to status differences
• short term orientation stress personal steadiness and stability, face-saving and social niceties

Front 12

Implications of Cultural Variation

Back 12

EXPORTING OB THEORIES
• OB theories may not translate well into other societies
• the basic questions, “How should I lead?” and “How should we make decision?” remains the same – the answer varies

IMPORTING OB THEORIES
• different OB systems have worked. others haven’t because of cultural differences/values

APPRECIATING GLOBAL CUSTOMERS
• essential to appreciate cross-cultural differences to understand the needs and tastes of customers or clients around the world

DEVELOPING GLOBAL EMPLOYEES
• need to select, train and develop employees

Front 13

Power Distance

- Leadership

- Voice

Back 13

Leadership
• Power is centered on the leader in high PD culture
• Low subordinate participation in decision making in high PD culture

Voice
• Subordinates in low PD culture think it is their job to voice out opinions, while those in high PD think it is their job to listen to the superior

Front 14

Individualism/Collectivism

- Handling interpersonal conflicts

- The self and team

- Relationships and Networks

- Fairness in Relationships

Back 14

Handling interpersonal conflicts
- Direct, open and honest expression of problems (IND) vs. indirect expression and avoidance (COL) to protect harmony

The self and team
- Individual preference is more highlighted and crucial in IND culture
- Management of individuals (IND) vs. groups(COL)

Relationships and Networks
-Indirect relationships are more important and informative in building trust in COL culture

Fairness in Relationships
- Ingroup members deserve better treatment (i.e. particularism) (COL) vs. every person should get the same treatment (i.e. universalism) (IDV)

Front 15

Who are going to benefit from a multicultural space?
Maddux, Bivolaru, Hafenbrack, Tadmor, & Galinsky (2013) Social Psychological and Personality Science

Back 15

• 115 Full-time MBA students in a very culturally diverse class
• 3 time points of surveys
• Time 1: Beginning of program (Sep)
o Demographics
o Baseline integrative complexity (i.e. ability to see different dimensions of a problem and integrate different dimensions)
• Time 2: End of program (June)
o Multicultural engagement (i.e. the extent a person actively engage in a multicultural environment)
o 2nd integrative complexity measure
• Time 3: 6 months after graduation (Dec)
o Job success: No. of job offers

Front 16

Attitudes:

Back 16

a fairly stable evaluative tendency to respond consistently to some specific object, situation, person or category of people
• key: evaluations directed towards specific targets
• stable, evaluative, specific
• attitude -> behaviour
o our attitudes often influence or behaviour toward some object, situation, person, group
• obviously attitude is not always consistent with behaviour

Front 17

Three Components of Attitudes

Back 17

1. Cognitive Component
- thoughts, beliefs about the object
2. Affective Component
- feeling and emotion toward the object
3. Behaviour Component
- how you behave

Front 18

BELIEF + VALUE => attitude -> behaviour

Back 18

eg. “My job is interfering wit my family life” (belief)
“I dislike anything that hurts my family” (value)
“I dislike my job” (attitude)
“I’ll search for another job” (behaviour)

(Think + Feel + Act) => attitude => behaviour

Front 19

Attitude-Behaviour Relationship

Back 19

• research suggests that the relationship is weak
• why isn’t this stronger? attitude strength, attitude ambivalence, norms/behavioural control

Front 20

Theory of Planned Behaviour (Ajzen & Fishbein)

Back 20

(subjective norms + attitudes + perceived behavioural control) => behavioural intentions => behaviour)
• positive attitudes towards something
• commonly driven by norms eg. having positive attitude toward wonder woman, but the subjective norms limit behaviour

Front 21

Job satisfaction:

Back 21

refers to a collection of attitudes that people have about their jobs.
two aspects:
1. facet satisfaction (eg. I love my work but I hate my boss)
2. overall satisfaction
• popular measures of job satisfaction: JDI, MSQ

Front 22

Discrepancy theory:

Back 22

a theory that job satisfaction stems from the discrepancy between the job outcomes wanted and the outcomes that are perceived to be obtained

Front 23

Different kinds of fairness

Back 23

1. Distributive

2. Procedural

3. Interactional

Front 24

Distributive Fairness (distributive justice):

Back 24

fairness that occurs when people receive the outcomes they think they deserve

Front 25

Equity theory:

Back 25

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
• equity will be perceived when:
my outcomes / my inputs = other’s outcomes / other’s outputs

Front 26

Inputs:

Back 26

anything that people give up, offer, or trade to their organization in exchange for outcomes.

Front 27

Outcomes:

Back 27

factors that an organization distributes to employees in exchange for their inputs

Front 28

Procedural fairness (procedural justice):

Back 28

fairness that occurs when the process used to determine work outcomes is seen as reasonable
• relevant when it comes to performance evaluations, pay raises, promotions, layoffs, work assignments

Front 29

Interactional Fairness:

Back 29

fairness that occurs when people feel they have received respectful and informative communication about an income.

Front 30

Emotions:

Back 30

intense, often short-lived feelings caused by a particular event

Front 31

Moods:

Back 31

less intense, long-lived and more diffuse feelings

Front 32

Emotional contagion:

Back 32

tendency for moods and emotions to spread between people or throughout a group

Front 33

Emotional regulation:

Back 33

requirement for people to conform to certain “display rules” in their job behaviour inspire of their true mood/emotions

Front 34

Some Key Contributors to Job Satisfaction

Back 34

(1) Mentally Challenging Work: as long as it’s not too challenging, as long as the employees want the mentally challenging work
(2) Adequate compensation: not necessarily that everyone wants a ton of cash for working – some would prefer to cut back and are okay with earning less

(3) Career opportunities: opportunities for promotion

(4) People: not necessarily that everyone is nice – nature of the job

Front 35

Value-percept theory:

Back 35

job satisfaction depends on whether you perceive that your job supplies on things that you value.

Front 36

formula for satisfaction

Back 36

Dissatisfaction = (Vwant – Vhave) X (Vimportance)
Vwant: reflects how much of a value an employee wants
Vhave: indicates how much of that value the job supplies
Vimportance: reflects how important the value is to the employee

Front 37

Job Satisfaction Facets

Back 37

• pay
• promotion
• supervision
• co-worker
• work itself

Front 38

CONSEQUENCES OF JOB SATISFACTION

Back 38

Absence from work
• costs billions of dollars/year (“sick” pay, lost productivity, chronic overstaffing)

Turnover
• employees don’t always leave when upset/dissatisfied with their job, or are dissatisfied when they leave

Performance
• difficult connection
• higher: high-tech jobs in science, engineering, computers
• less for routine labour, jobs
• issue: cause & effect (when good performance is rewarded)

Organization Citizenship Behaviour (OCB)
• voluntary, helping, conscientiousness, good sport, courtesy and co-operation

Front 39

Organization Citizenship Behaviour (OCB):

Back 39

voluntary, informal behaviour that contributes to organizational effectiveness

Front 40

Organizational commitment:

Back 40

an attitude that reflects the strength of the linkage between an employee and an organization

Front 41

affective commitment:

Back 41

commitment based on identification and involvement with an organization

Front 42

continuance commitment:

Back 42

commitment based on the costs that would be incurred in leaving an organization

Front 43

Normative commitment:

Back 43

commitment based on ideology or a feeling of obligation to an organization