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1、Chapter4Values,Attitudes,andWorkBehaviourCopyright©2011PearsonCanadaInc.LearningObjectivesDefinevaluesanddiscusstheimplicationsofcross-culturalvariationinvaluesfororganizationalbehaviour.Defineattitudesandexplainhowpeopledevelopandchangeattitudes.Explaintheconce
2、ptofjobsatisfactionanddiscusssomeofitskeycontributors,includingdiscrepancy,fairness,disposition,mood,andemotioninpromotingjobsatisfaction.Copyright©2011PearsonCanadaInc.LearningObjectives(continued)4.Outlinethevariousconsequencesofjobsatisfactionandexplaintherel
3、ationshipbetweenjobsatisfactionandabsenteeism,turnover,performance,organizationalcitizenshipbehaviour,andcustomersatisfaction.5.Differentiateaffective,continuance,andnormativecommitmentandexplainhoworganizationscanfosterorganizationalcommitment.Copyright©2011Pea
4、rsonCanadaInc.WhatAreValues?Abroadtendencytoprefercertainstatesofaffairsoverothers.Valueshavetodowithwhatweconsidergoodandbad.Valuesaremotivationalandverygeneral.Peopletendtoholdvaluesstructuredaroundsuchfactorsasachievement,power,autonomy,conformity,tradition,a
5、ndsocialwelfare.Copyright©2011PearsonCanadaInc.GenerationalDifferencesinValuesTherearefourdistinctivegenerationsintheworkplacetoday:Traditionalists(1922-1945)BabyBoomers(1946-1964)GenerationX(1965-1980)Millennials(GenerationY)(1981-2000)Copyright©2011PearsonCana
6、daInc.GenerationalDifferencesinValues(continued)Thesegenerationsgrewupunderratherdifferentsocializationexperiences.Thesedifferenceshaveledtonotablevaluedifferencesbetweenthegenerations.Suchvaluedifferencesmightthenunderliethedifferentialassetsandpreferencesforle
7、adershipstyle.Copyright©2011PearsonCanadaInc.FourGenerationsinToday’sWorkplaceCopyright©2011PearsonCanadaInc.GenerationalStereotypesTraditionalists:Respectfulofauthorityandahighworkethic.Boomers:Optimisticworkaholics.GenX:Cynical,confident,andpragmatic.GenY:Conf
8、ident,social,demandingoffeedback,andsomewhatunfocused.Arethesestereotypesaccurate?Copyright©2011PearsonCanadaInc.GenerationalDifferencesinValues(continued)Mostresearc
