MGMT2110

Organizational Behavior

Values, Attitudes, and Behavior

Kin Fai Ellick Wong Ph.D.
Department of Management
The Hong Kong University of Science & Technology

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 Where are we now?

What’s Organizational Behavior?

The Individual

Value and Perception Decision

Personality Emotion Motivation
Attitude and Learning Making

The Group

Team Communicat- Conflict and

Power Leadership
Dynamics ion Negotiation

The Organization

Structure Culture Change

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 Where are we now?

What’s Organizational Behavior?

The Individual

Value and Perception Decision

Personality Emotion Motivation
Attitude and Learning Making

The Group

Team Communicat- Conflict and

Power Leadership
Dynamics ion Negotiation

The Organization

Structure Culture Change

3
Outline

Class 4: Values, Attitudes,

and Behavior

MARS Model
Values Attitudes
of Behavior

4
MARS Model of Individual Behavior

Role
Perceptions
Values
Personality Motivation
Individual
Perceptions Behavior
Emotions and Results
Ability
Attitudes
Situational
Stress
Factors

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MARS Model of Individual Behavior

• Employee Motivation
– Internal forces that affect a person’s voluntary
choice of behavior
• direction
• intensity
• Persistence
– E.g., I want to be a good leader
R
M
BAR
A
S
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MARS Model of Individual Behavior
• Employee Ability

– Natural aptitudes and learned capabilities required to

successfully complete a task
– Competencies
• personal characteristics that lead to superior performance
– Person job matching
• select qualified people
• training
• redesign the job
– E.g., I have the ability to a good leader R
M
BAR
A
S
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MARS Model of Individual Behavior

• Employee Role Perceptions

– Beliefs about what behavior is required to achieve the
desired results
– Understanding
• what tasks to perform
• relative importance of tasks
• preferred behaviors to
accomplish tasks
R
– E.g., M
• I am assigned to be the leader BAR
A
S
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MARS Model of Individual Behavior

• Situational Factors
– Environmental conditions beyond the individual’s short-
term control that constrain or facilitate behavior
• time
• people
• budget
• work facilities
– E.g.,
• I am given sufficient resources R
M
BAR
A
S
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MARS Model of Individual Behavior

Role
Perceptions
Values
Personality Motivation
Individual
Perceptions Behavior
Emotions and Results
Ability
Attitudes
Situational
Stress
Factors

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Types of Behavior in Organizations

Task • Goal-directed behaviors under

Performance person’s control

Organizational • Performance beyond the required

Citizenship job duties

more
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Types of Behavior in Organizations

Counterproductive • Voluntary behavior that potentially

Work Behaviors harms the organization

Joining/staying
• Goal-directed behaviors under
with the
person’s control
Organization

Maintaining Work • Performance beyond the required

Attendance job duties

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MARS Model of Individual Behavior

Role
Perceptions
Values
Personality Motivation
Individual
Perceptions Behavior
Emotions and Results
Ability
Attitudes
Situational
Stress
Factors

13
Outline

Class 4: Values, Attitudes,

and Behavior

MARS Model
Values Attitudes
of Behavior

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Values
• 有仇不報非君子 vs. 大人不記小人過
– Man has to revenge vs. Man has to forgive
• 人之初 , 性本善 vs. 人之初 , 性本惡
– The very nature of human beings is good vs. bad
• 寧縱無枉 vs. 寧枉無縱
– Tolerating missing but not false-alarm vs. tolerating false-alarm but
not missing
• 偏愛 ( 儒家 ) vs. 博愛 ( 墨家 , 基督教 )
– Differential loves vs. Comprehensive loves
• Other examples in Chinese Culture
– 寧我去負天下人 , 休教天下人負我 ( 曹操 )
– 大丈夫不能流芳百世 , 亦當遺嗅萬年 ( 桓溫 )
– 攻城為下 , 攻心為上 ( 馬謖 )

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Values
• Definition
– Stable, long-lasting beliefs about what is important in
a variety of situations
• Basic convictions that a specific mode of conduct or end-
state of existence is personally or socially preferable to an
opposite or converse mode of conduct or end-state of
existence
• They contain a judgmental element in that they carry an
individual’s ideas as to what is right, good, or desirable
• Relatively (as compared with attitudes) enduring and stable

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Values
• Value system
– A hierarchy based on a ranking of an individuals’
values in terms of their intensity
• Friends > Money > Pets
• Family > Friends > Strangers
• Career > Playing > Sleeping
• Espoused vs. Enacted values
– Espoused : the values we say we use and often think we
use
– Enacted : values we actually rely on to guide our decisions
and actions

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GENERATIONAL DIFFERENCES IN
PERSONALITY/VALUES
Different generations in the workplace
•Baby boomer (born roughly 1940-1959)
•Generation X (born roughly 1960-1979)
•Gen Y / Millennial (born roughly 1980-2000)

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• Generational difference in locus of control

Note:
Note: American sample.
Respondents are of the same age
and filled out the same questionnaire
but did so at different points in
historical time (thus the difference in
personality is due to generation
instead of age).
Twenge, J. M., Zhang, L., & Im, C.
(2004). It's beyond my control: A
cross-temporal meta-analysis of
increasing externality in locus of
control, 1960-2002. Personality and
Social Psychology Review,
Review, 8(3), 308-
319.

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20
Values
• Implications for OB
– To increase the compatibility between the Employees
and the jobs, their values should be considered
– E.g. (1) : There are so many capable female employees.
Unfortunately, they often resign after a baby is born. How
can we attract them to stay?
– E.g. (2) : Union members are highly concerned with family
security. On the basis of this information, how can we
develop a compensation system that is particular attractive to
them?

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Values
• Implications for OB
– To increase the compatibility between the Employees
and the Jobs, their values should be considered
– Values congruence
• where two or more entities have similar value systems
– Consequences of too much incongruence
• Incompatible decisions
• Lower satisfaction and commitment
• Increased stress and turnover

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• Can you give me some examples in your daily life of
– consequences of too much incongruence?
• It happens in almost all couples…
– Americans vs. Japanese
– http://www.youtube.com/watch?v=d8RsgbycFRQ

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Values
• Values across cultures

– Five value dimensions of national culture:

• Power Distance
• Individualism vs. Collectivism
• Quantity of life vs. Quality of life
• Uncertainty Avoidance
• Long-term vs. Short-term Orientation

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Hofstede’s Framework for Assessing
Cultures

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Power Distance

High Power Distance

Malaysia
Venezuela The degree that people
accept an unequal
Hong Kong
distribution of power in
society
Japan

U.S.A.

Israel

Low Power Distance

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Hofstede’s Framework (cont’d)

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Individualism
High Individualism
U.S.A. (91)
United Kingdom (89)
The degree that people
accept an unequal
France (71)
distribution of power in
society
Japan (46)

Hong Kong (25)

Singapore (20)

Low Individualism
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Hofstede’s Framework (cont’d)

Achievement Oriented (Competitive) Nurturing Oriented (Cooperative)

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Achievement-Nurturing

Achievement
Japan
The degree that people
value assertiveness,
U.S.A. competitiveness, and
Hong Kong
Canada
materialism (achievement)
versus relationships and
well-being of others
Chile (nurturing)

Sweden

Nurturing
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Hofstede’s Framework (cont’d)

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Uncertainty Avoidance

High U. A.
Greece
Japan The degree that people
tolerate ambiguity (low) or
Italy
feel threatened by ambiguity
and uncertainty (high
U.S.A. uncertainty avoidance).
Hong Kong

Singapore

Low U. A.
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Hofstede’s Framework (cont’d)

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Cultural Comparison

From: https://geert-hofstede.com/hong-kong.html

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Cultural Comparison: HKSAR vs. UK

• Absolute Distance per

Dimension
• 29
• Correlation
• -.48

From: https://geert-hofstede.com/hong-kong.html

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Cultural Comparison: HKSAR vs. US

• HK vs. US
– Absolute Distance per
Dimension
• 33.67
– Correlation
• -.66

From: https://geert-hofstede.com/hong-kong.html

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Cultural Comparison: HKSAR vs. Japan

• HK vs. Japan
– Absolute Distance per
Dimension
• 31.33
– Correlation
• .42

From: https://geert-hofstede.com/hong-kong.html

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Cultural Comparison:
HKSAR vs. Republic of China (Taiwan)

• HK vs. Taiwan (Rupublic

of China)
– Absolute Distance per
Dimension
• 22.33
– Correlation
• .46

From: https://geert-hofstede.com/hong-kong.html

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Cultural Comparison:
HKSAR vs. People Republic of China

• HK vs. Mainland (PRC)

– Absolute Distance per
Dimension
• 10
– Correlation
• .97

From: https://geert-hofstede.com/hong-kong.html

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Cross-Cultural Influences on Turnover
Intention-behavior relationship

From Wong & Cheng (2019, Journal of Management Studies), 40

https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.12520
Outline

Class 4: Values, Attitudes,

and Behavior

MARS Model
Values Attitudes
of Behavior

41
Attitudes
• Definition

– Evaluative statements or judgments concerning

objects, people, or events
• I like Jay, I like playing basketball, I like Coke Zero

– Relatively (compared with values) less enduring and

stable

– Three components
• Cognitive component
• Affective component
• Behavioral component
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Attitudes

Perceived Environment
Cognitive Emotional
process process

Beliefs
Emotional
Episodes
Attitude Feelings

Behavioral
Intentions

Behavior
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Attitudes
• Types of attitudes in OB

– Job satisfaction
• An individual’s general attitude toward his or her job
– I like my job ( 我喜愛我的工作 )

– Job involvement
• The degree to which a person identifies psychologically
with his or her job, actively participates in it, and
considers his or her performance important to self-worth
– I like working without sleeping ( 我愛工作至廢寢忘餐 )

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Attitudes
• Types of attitudes in OB

– Organizational commitment

• The degree to which an employee identifies with a particular

organization and its goals and wishes to maintain
membership in the organization
– I' am proud of being a member of this organization ( 我以能成
為 XX 公司的一分子為榮 )

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