Organizational Behivor

8/17/2019 Organizational Behivor

1/26

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travagline

C H A P T E RC H A P T E R

44WorkplaceWorkplace

values, ethicsvalues, ethics

and emotionsand emotions


2/26

-2

Chapter learning objectivesChapter learning objectives

1. Identify the dierent types and levels of values.

2. Dene the ve main values that vary across cultures.

3. Describe three ethical principles and other factorsinuencing ethical behaviour.

4. !plain ho" moral intensity# ethical sensitivity and the

situation inuence ethical behaviour.$. Discuss the lin%ages bet"een emotions and behaviour.

&. Identify the conditions that re'uire# and the problems"ith# emotional labour.

(. )utline the dimensions of emotional intelligence.

*. Discuss the eect of +ob satisfaction on tas%performance and customer service.

,. Describe ve strategies to increase organisationalcommitment.


3/26

-3

Courtesy of The Warehouse

alues and ethics at The Warehousealues and ethics at The Warehouse

-he arehouse in /e"

0ealand is one of the

"orlds top discount

retailers because of its

social responsibility

practices and people

rst values.


4/26

-&

Courtesy of The Warehouse

alues de!inedalues de!ined

table# longlastingbeliefs about "hat isimportant

Dene right or "rong#good or bad

Include crosscultural#

ethical andorganisational culturevalues


5/26

-'

"orms o! #orkplace values"orms o! #orkplace values

-erminal versus instrumental terminal are desired states of e!istence

instrumental are desirable modes ofbehaviour

spoused versus enactedespoused are values "e "ant others tobelieve "e hold

enacted are valuesinuse5 "hat "e

actually practice


6/26

-(

$mportance o! values at #ork$mportance o! values at #ork

6lobalisation increasing a"areness of# and sensitivity to#dierent values across cultures

7eplacing direct supervision

potentially aligns employees decisions andactions "ith corporate goals

Demand for ethical practices

increasing pressure to engage in ethicalpractices


7/26

-)

alues alignment at Woodsidealues alignment at Woodside

oodside 8etroleum 9td isaligning its corporate

values more closely "ith

the personal values of its

employees.

Courtesy of Woodside Petroleum


8/26

-*

:ollectivists tend to

identify themselves bygroup membership

give priority to group

goals

put more emphasis onharmonious relationships

have more sociallybasedemotions ;indebtedness<

!a"an

#$

Australia

Collectivism

$ndividualism

%ndnesia

$ndividualism$ndividualism

collectivismcollectivism


9/26

-+

-he degree to"hich peopleaccept an une'ual

distribution ofpo"er in society!a"an

#&$&

Australia

Hng 'ng

High po#er distance

Malaysia

%o# po#er

distance

Po#er distancePo#er distance


10/26

-,

High &A

%o# &A

S A(rica

)hina

Singa"re

-he degree to "hichpeople tolerateambiguity ;lo" =><

or feel threatened byambiguity anduncertainty ;high=><

&ncertaint' avoidance&ncertaint' avoidance

Australia


11/26

-,

!a"an

S& 'rea

Achievement

(urturing

#&$&

-he degree to "hichpeople value

assertiveness#competitiveness andmaterialism

;achievement< versusrelationships and "ell

being of others ;nurturing<

AchievementAchievement

nurturingnurturing

Australia


12/26

-,

!a"an

%ndnesia

%ong)term orientation

*hort)term orientation

)hina

-he degree to "hichpeople value thrift#savings and persistence;longterm< versus pastand present issues ;shortterm<

%ong+short)term orientation%ong+short)term orientation

Australia


13/26

-,

Ethics at AP $nsuranceEthics at AP $nsurance

>?8 Insurance in ellington# /e" 0ealand is

sho"ing its ethical values and social

responsibility by supporting community events#

such as this shaveathon to raise funds for the9eu%aemia and @lood Aoundation.

* !& #ichlsn+ Evening Post ,ellingtn.


14/26

-,

Three ethical principlesThree ethical principles

=tilitarianismgreatest good for greatest number

Individual rights

fundamental entitlements in society

Distributive +ustice

ine'uality "ith e'ual access to favouredpositions

ine'uality must benet the least "ell o


15/26 -,

$n!luences on ethical conduct$n!luences on ethical conduct

?oral intensitydegree to "hich an issue demands ethicalprinciples

thical sensitivity

ability to recognise the presence# anddetermine the relative importance# of anethical issue

ituational inuences

competitive pressures and other conditionsaect ethical behaviour


16/26 -,

Emotions de!inedEmotions de!ined

Aeelings e!perienced to"ards an ob+ect#person or event that create a state ofreadiness

emotions demand attention and interrupt ourtrain of thought

emotions are directed to"ard something


17/26 -,

Attitude eelingseelings

elie(selie(s

ehaviuralehaviural

intentinsintentins

ehaviur ehaviur

odel o! attitudes and behaviour odel o! attitudes and behaviour

1tinale"isdes


18/26 -,

Emotional labour de!inedEmotional labour de!ined

-he eort# planning and control needed toe!press organisationally desired emotions

during interpersonal transactions


19/26 -,

Emotional labour issuesEmotional labour issues

-rue emotions lea% out − especially "ith lo"emotional adaptability

motional dissonance causes stress

Display norms vary across cultures


20/26 -2

EmotionalEmotional

intelligenceintelligence

Sel(-Sel(-

awarenessawareness

Sel(-Sel(-regulatinregulatin

Sel(-Sel(-tivatintivatin

ScialScialsillsill

1"athy1"athy

Emotional intelligence dimensionsEmotional intelligence dimensions


21/26 -2

-ob satis!action and behaviour -ob satis!action and behaviour

Bob satisfaction reduces turnover#absenteeism# theft

ea% association "ith +ob performancebecause

general attitude is a poor predictor ofspecic behaviours

performance aects satisfaction throughre"ards


22/26 -2

Emplo'ee)customer)pro!it chainEmplo'ee)customer)pro!it chain

.rg.rg

practicespractices

*atis!ied*atis!ied

emplo'eesemplo'ees

// %ess%ess turnover turnover

// ConsistentConsistent serviceservice

Customer0sCustomer0s

perceivedperceived

valuevalue

// *atis!ied*atis!ied customerscustomers

// Customer Customer re!erralsre!errals

Higher Higher revenuerevenue

gro#th andgro#th andpro!itspro!its


23/26 -2

.rganisational commitment.rganisational commitment

>ective commitmentemotional attachment to# identication"ith# and involvement in anorganisation

:ontinuance commitmentbelief that staying "ith the organisationserves your personal interests


24/26 -2

1uilding organisational commitment1uilding organisational commitment

?aintain fairness and satisfaction 8rovide some +ob security

upport organisational comprehension

Involve employees in decisions

@uild trust


25/26 -2

.vervie# o! the ne2t chapter .vervie# o! the ne2t chapter

Aour content theories of motivation 8ractical implications of content motivation

theories

!pectancy theory and its implications

'uity theory

:haracteristics of eective goal setting


26/26

2003 M G Hill A t li Pt Ltd PPT t/ O i ti l B h i th P ifi Ri b M Sh d T li

C H A P T E RC H A P T E R

44

WorkplaceWorkplace

values, ethicsvalues, ethics

and emotionsand emotions

Documents

Organizational Behivor