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foundations of values in understanding human behaviour in an organizational setting

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Values determine attitudes and actions by helping individuals decide what is important. Value systems establish the order and weight given to ethical, moral, and ideological values. Values influence decision-making, perception, and behavior. Younger generations increasingly value independence, technology fluency, and work-life balance, while older generations emphasize rules, authority, and career paths. Understanding employee values can help organizations shape desired performance by balancing individual and cultural values to increase job satisfaction, commitment, and retention.

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Values are fundamental and basic beliefs that motivate attitude and actions. They help us to determine what is important to us. Value system: order and priority that individuals give to ethical, moral and or ideological values. We may share same set of value but we will differ in terms of preferences and weight we put on values. They affect our decision making, perception and behaviors: values ¨C attitude - behavior MAIN CATEGORIES OF VALUES Terminal values: happiness, self-respect, recognition, inner harmony, prosperous life and professional excellence. They signify the objectives of a person¡¯s life. Instrumental values: honesty, sincere, ethical and ambitions. Indicates methods to be adopted in order to achieve terminal values TODAY¡¯S WORKFORCE DOMINANT VALUES ELDERS- 60+ : resistant to change or innovation, comply with set rules, long serving employees These individuals are characterized as ¡°playing by the rules,¡± and their core values are belief in order, authority, discipline, the Judeo-Christian moral code, and the Golden Rule (do unto others as you would have others do unto you). BABY BOOMERS- 40 ¨C 60 : dislike to be told what to do, put more emphasis on the importance of a career path. rejection of authority, skepticism regarding the motives of big business and government, a strong concern for the environment, and a strong desire for equality in the workplace and society. THE XERS- 25 ¨C 40: emphasis on networks and collective efforts hence loyal to relationships common values are experience seeking, adaptability, and concern with personal image among peers. Despite these common values, Generation Xers can be divided into five tribes. Thrill- seeking materialists (25 percent) desire money and material possessions, as well as recognition, respect, and admiration. 25 - : self-wealth, independence, confident on our capabilities, self-sufficient, sustained, support¡­.consists of ¡°creators, not recipients. And they are curious, contrarian, flexible, collaborative and high in self-esteem. This generation is defined by its ease with technology, having grown up with cellphones, text messaging, and Internet access (hence the name ¡°Net¡±). They are team players and optimists with a desire for order. UNDERSTANDING THE TEAMS AND SHAPING DESIRED PERFORMANCE - What are the values of team or organization
- How do they affect your team or organizational performance - Are these the values you think the team should have - Could other values make the org be better Work life balance issues flexible schedules, volunteering, altruistic and social values aimed at increasing meaningful work are very important nowadays. This will be achieved through striking a balance fit between employee values and org culture (job satisfaction, organizational commitment and turnover) - Attributed values - Espoused values - Shared values - Aspirational values - Inherited values ATTITUDE Attitudes are positive or negative feelings about ideas, objects, people, or events/situation. When I say ¡°I like my job,¡± I am expressing my attitude to work. Attitudes are thus judgment responses to situations. Attitudes are not the same as values because values are convictions about what is important, but the two are interrelated. THREE COMPONENTS OF ATTITUDE ABC model: Affective component ¨C emotional/feeling : Behavioral component ¨C intensions for behavior : Cognitive component ¨C beliefs, opinions, knowledge/information FUNCTIONS OF ATTITUDE 1. Adjustment: Attitudes often help people adjust to their work environment. When employees are well treated, they are likely to develop a positive attitude towards management and the organization. 2. Knowledge: 3. Ego-defense: People often form and maintain certain attitudes to protect their own self- images. 4. Expressive: It helps express the individual's central values and self-identity/self-concept and adopt values of a group ORGANIZATIONAL IDENTIFICATION AND ETHICAL CLIMATE Ethical work climate: represents a set of shared formal and informal perceptions of procedures and policies which shape expectations for ethical behaviors within organizations. (Attitudes,
behaviors and work performance), touches on Professional ethics ¨C which is the study of acceptable human conduct/behaviors in a professional space. Organizations need to understand the implications (positive vs. negative) of different types of ethical climates on emotions, perceptions and behaviors of employees. Self-identity: People perceive and define themselves as unique and independent individuals Social identity: People perceive and define themselves in terms of group membership (society, work, school, church)-(people strive to belong and commit to groups and organizations that are considered moral and honest) Job Satisfaction: An individual¡¯s general attitude toward his or her job. INCREASING JOB SATISFACTION - Meaningful job that also fits with employee value and personality - Generally positive thought about the job - Psychological contracts SATISFACTION VS PRODUCTIVITY, ABSENTEEISM AND TURNOVER RESPONSES TO JOB DISSATISFACTION ? Exit: Actively attempting to leave the organization, including looking for a new position as well as resigning. This is a destructive action from the point of view of the organization. ? Voice: Actively and constructively trying to improve conditions, including suggesting improvements, discussing problems with superiors, and some forms of union activity. ? Loyalty: Passively but optimistically waiting for conditions to improve, including speaking up for the organization in the face of external criticism and trusting the organization and its management to do the right thing. ? Neglect: Passively allowing conditions to worsen, including chronic absenteeism or lateness, reduced effort, and increased error rate. Perceived organizational support: The degree to which employees believe that the employer values their contribution to the organization and cares about employee well-being. Organizational citizenship behavior (OCB): Discretionary behavior that is not part of an employee¡¯s formal job requirements, but that nevertheless promotes the effective functioning of the organization.
Organizational commitment: state in which an employee identifies with a particular organization and its goals, and wishes to maintain membership in the organization ? Affective commitment. An individual¡¯s relationship to the organization: his or her emotional attachment to, identification with, and involvement in the organization. ? Normative commitment. The obligation an individual feels to staying with the organization. ? Continuance commitment. An individual¡¯s calculation that it is in his or her best interest to stay with the organization based on the perceived costs of leaving the organization. READ ABOUT THE VARIOUS FRAMEWORK FOR ASSESING CULTURES

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foundations of values in understanding human behaviour in an organizational setting

  • 1. Values are fundamental and basic beliefs that motivate attitude and actions. They help us to determine what is important to us. Value system: order and priority that individuals give to ethical, moral and or ideological values. We may share same set of value but we will differ in terms of preferences and weight we put on values. They affect our decision making, perception and behaviors: values ¨C attitude - behavior MAIN CATEGORIES OF VALUES Terminal values: happiness, self-respect, recognition, inner harmony, prosperous life and professional excellence. They signify the objectives of a person¡¯s life. Instrumental values: honesty, sincere, ethical and ambitions. Indicates methods to be adopted in order to achieve terminal values TODAY¡¯S WORKFORCE DOMINANT VALUES ELDERS- 60+ : resistant to change or innovation, comply with set rules, long serving employees These individuals are characterized as ¡°playing by the rules,¡± and their core values are belief in order, authority, discipline, the Judeo-Christian moral code, and the Golden Rule (do unto others as you would have others do unto you). BABY BOOMERS- 40 ¨C 60 : dislike to be told what to do, put more emphasis on the importance of a career path. rejection of authority, skepticism regarding the motives of big business and government, a strong concern for the environment, and a strong desire for equality in the workplace and society. THE XERS- 25 ¨C 40: emphasis on networks and collective efforts hence loyal to relationships common values are experience seeking, adaptability, and concern with personal image among peers. Despite these common values, Generation Xers can be divided into five tribes. Thrill- seeking materialists (25 percent) desire money and material possessions, as well as recognition, respect, and admiration. 25 - : self-wealth, independence, confident on our capabilities, self-sufficient, sustained, support¡­.consists of ¡°creators, not recipients. And they are curious, contrarian, flexible, collaborative and high in self-esteem. This generation is defined by its ease with technology, having grown up with cellphones, text messaging, and Internet access (hence the name ¡°Net¡±). They are team players and optimists with a desire for order. UNDERSTANDING THE TEAMS AND SHAPING DESIRED PERFORMANCE - What are the values of team or organization
  • 2. - How do they affect your team or organizational performance - Are these the values you think the team should have - Could other values make the org be better Work life balance issues flexible schedules, volunteering, altruistic and social values aimed at increasing meaningful work are very important nowadays. This will be achieved through striking a balance fit between employee values and org culture (job satisfaction, organizational commitment and turnover) - Attributed values - Espoused values - Shared values - Aspirational values - Inherited values ATTITUDE Attitudes are positive or negative feelings about ideas, objects, people, or events/situation. When I say ¡°I like my job,¡± I am expressing my attitude to work. Attitudes are thus judgment responses to situations. Attitudes are not the same as values because values are convictions about what is important, but the two are interrelated. THREE COMPONENTS OF ATTITUDE ABC model: Affective component ¨C emotional/feeling : Behavioral component ¨C intensions for behavior : Cognitive component ¨C beliefs, opinions, knowledge/information FUNCTIONS OF ATTITUDE 1. Adjustment: Attitudes often help people adjust to their work environment. When employees are well treated, they are likely to develop a positive attitude towards management and the organization. 2. Knowledge: 3. Ego-defense: People often form and maintain certain attitudes to protect their own self- images. 4. Expressive: It helps express the individual's central values and self-identity/self-concept and adopt values of a group ORGANIZATIONAL IDENTIFICATION AND ETHICAL CLIMATE Ethical work climate: represents a set of shared formal and informal perceptions of procedures and policies which shape expectations for ethical behaviors within organizations. (Attitudes,
  • 3. behaviors and work performance), touches on Professional ethics ¨C which is the study of acceptable human conduct/behaviors in a professional space. Organizations need to understand the implications (positive vs. negative) of different types of ethical climates on emotions, perceptions and behaviors of employees. Self-identity: People perceive and define themselves as unique and independent individuals Social identity: People perceive and define themselves in terms of group membership (society, work, school, church)-(people strive to belong and commit to groups and organizations that are considered moral and honest) Job Satisfaction: An individual¡¯s general attitude toward his or her job. INCREASING JOB SATISFACTION - Meaningful job that also fits with employee value and personality - Generally positive thought about the job - Psychological contracts SATISFACTION VS PRODUCTIVITY, ABSENTEEISM AND TURNOVER RESPONSES TO JOB DISSATISFACTION ? Exit: Actively attempting to leave the organization, including looking for a new position as well as resigning. This is a destructive action from the point of view of the organization. ? Voice: Actively and constructively trying to improve conditions, including suggesting improvements, discussing problems with superiors, and some forms of union activity. ? Loyalty: Passively but optimistically waiting for conditions to improve, including speaking up for the organization in the face of external criticism and trusting the organization and its management to do the right thing. ? Neglect: Passively allowing conditions to worsen, including chronic absenteeism or lateness, reduced effort, and increased error rate. Perceived organizational support: The degree to which employees believe that the employer values their contribution to the organization and cares about employee well-being. Organizational citizenship behavior (OCB): Discretionary behavior that is not part of an employee¡¯s formal job requirements, but that nevertheless promotes the effective functioning of the organization.
  • 4. Organizational commitment: state in which an employee identifies with a particular organization and its goals, and wishes to maintain membership in the organization ? Affective commitment. An individual¡¯s relationship to the organization: his or her emotional attachment to, identification with, and involvement in the organization. ? Normative commitment. The obligation an individual feels to staying with the organization. ? Continuance commitment. An individual¡¯s calculation that it is in his or her best interest to stay with the organization based on the perceived costs of leaving the organization. READ ABOUT THE VARIOUS FRAMEWORK FOR ASSESING CULTURES