Report on Values, Attitudes, and Diversity in Canadian Workplace

This report delves into the realm of organizational behaviour, exploring the significance of values, attitudes, and diversity within the workplace. It begins by defining values and attitudes, highlighting their impact on individual behaviour and organizational culture. The report then introduces key frameworks for assessing cultural values, including Hofstede's and the GLOBE frameworks, and applies these concepts to the Canadian workplace, considering generational and cultural differences. Furthermore, it examines the attitudes that influence organizational performance, such as job satisfaction, organizational commitment, and employee engagement. The report explores the causes and consequences of job satisfaction and dissatisfaction, as well as strategies for managing diversity effectively, including the implementation of diversity programs and the cultivation of cultural intelligence. Overall, the report provides a comprehensive overview of the factors shaping organizational behaviour and offers practical insights for fostering a positive and productive work environment.

Running Head: ORGANIZATION BEHAVIOUR
Organization behaviour
Name of the student
Name of the University
Author’s note

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The paper describes about the values and attitude of an individual at a workplace. The
values are the basic convictions of human, fundamental principles that monitor or encourage
attitude or activities. While, attitudes is psychological behaviour towards any object or human
being. The objective of the paper is to state the importance of different types of value and
attitudes and how to use it in the workplace for assessing culture. The paper also includes
Hofstede’s Framework and The GLOBE Framework for assessing the culture in the
organization. The analysis is based on the Canadian workplace and also talks about the two
different diversity in the workplace- the general difference and the cultural difference. Further in
the assignment, the discussion is based on the types of attitudes that affect the performance of the
organization. The causes of job satisfaction and dissatisfaction and its consequences inside the
organisation, and what practices an organization should adopt to manage diversity at the
workplace are discussed in the paper.
Framework for understanding values
Rokeach’s terminal and instrumental values
The terminal goals are which a person achieves during his/her lifespan and are considered
of the uppermost worth in a person’s value structure. These values are shared by the group and
are often used during stress or for resolving complex matters.
Whereas, the instrumental values are the modes of behaviour of an individual in
achieving terminal values. These values are most frequently used by the individual in day to day
life. These values give rise to conflict because they create differences in a group (Tuulik, 2016).
The terminal values define the end goals and differ from person to person. For example,
recognition, recognition, wealth and many more. While, instrumental values incudes moral,

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methods or the conduct in achieving these. For example, courage, love, independence, logic and
more.
Hodgson’s general moral principles
These are the moral principles that guide the managers to follow ethics at the workplace.
These include loyalty, dignity, honesty and autonomy.
Hofstede’s Framework
Hofstede’s value dimensions for assessing cultures is a structure for evaluating cross-
cultural communication. It includes five dimensions:-
 Power distance Index: - It measures the extent for which the lesser authoritative members
of administrations and society for example family, agree and believe that supremacy is
circulated unequally". Therefore, it high rating shows that huge discriminations in control
and prosperity happen and are tolerated which symbolizes cultures that worry about
equivalence and chance to prosper.
 Individualism vs. collectivism: - This explains the extent to which individuals in a
civilization are combined into groups. The high degree reflects that people tend to live in
a society as individual rather living in as a group and stand for individual rights and a low
degree shows that people live under a tight structure where they expect others to look
after them for protection (Beugelsdijk, Kostova & Roth, 2017).
 Masculinity vs. femininity: - The extent for which the culture follows outdated masculine
characters like success, authority and control, as contrasting of seeing male and females
equivalents. Therefore, high manhood shows the society has distinct characters for male

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and female and have a male leading culture whereas low percentage shows that women
are given equal opportunities as men.
 Uncertainty avoidance: - It measures a culture's acceptance for uncertainty. High ratio
indicates that the society a high level of worry for ambiguity and uncertainty and low
ratio indicates that the culture accepts ambiguity, take risks and accept the
transformation.
 Long-term vs. short-term orientation: - The individuals who fall in long term look for
future, adaptation, and problem solving and value economy. While short term-values
indicate that people admit modification and are willingly and do not perceive promises as
disorders to modification.
 Indulgence vs. restraint: - This aspect explains the extent of liberty that social customs
give to people for satisfying their social requirements. Indulgence explains freely
satisfying needs while restrain explains society that restricts gratification.
The GLOBE framework
GLOBE stands for Global Leadership and Organizational Behaviour Effectiveness. It is a
research program that includes nine dimensions for assessing culture. It is an extension of
Hofstede’s work through investigating cross-cultural behaviour that can help manager in the
organization. The nine dimensions include power distance, uncertainty avoidance, assertiveness,
human orientation, future orientation, institutional collectivism, gender difference, in-group
collectivism and performance orientation.

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Values in Canadian workplace
The Canadian workplace includes difference unique values to be implemented in a
workplace:-
 Generational difference: - This include three categories baby boomers, generation x and
Millennial. Baby boomers emphasis on accomplishment and quantifiable achievement.
Generation X possess adaptability, and job satisfaction. Millennial also known as
generation Y have high expectations from their work. Communally responsible.
 Cultural difference: - Canada is country that has multi-culture. The vast cultural diversity
of the populace of Canada in current eras has developed a multi-culture in Canada.
 Francophone values: - These value collectivism and are group oriented. Possess
interpersonal values in workplace and are committed to work (Boyczuk, 2019).
 Anglophone value: - These are individualist in nature. Self- centred and task oriented.
Takes more risk and avoid indistinctness and uncertainty at workplace.
 Aboriginal values: - These values help Canadians to be more communal oriented.
Emphasis on judgment making and faithfulness.
Attitude
These are positive or negative feelings about an object, event or humans. Attitude have
the tendency to affect the behaviour of an individual. There are three different components of an
attitude:
 Cognitive: - This refers to principles, opinions and traits.
 Affective: - This refers to the emotions and feeling which distresses other individual.

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 Behavioral: - This reflects an individual’s propensity to behave in a proper way towards
an object or person (Botsaris & Vamvaka, 2016).
Attitude that affect organizational performance
 Job satisfaction: - This is the positive or the negative feeling of individual toward his job.
In a survey in 2011, it was found that 36% Canadians are dissatisfied with the job and
20% were not sure about staying or leaving the company.
 Organizational commitment: - This helps the employee in maintaining healthy
relationship with the company. This helps in aligning the individual’s goal with the
organization.
 Job involvement: - This includes participating actively in the work and seeing performing
vital to self-esteem and growth.
 Perceived organizational support: - This generates a feeling in an individual that the
organization care for the well-being of the employee (Tanesini, 2018).
 Employee engagement: - This is the feeling that shows that the individual is involves,
satisfied and committed towards its goal.
Causes of job satisfaction
In an organization, job satisfaction is one of the critical factor that is associated with the
employee’s psychology, the changing environment and commitment. It is the satisfaction an
individual experiences concerning about the job. This includes certain factors like feedback,
interdependency, social support and interaction with the peers inside and outside the workplace.
The key sources of job satisfaction are empowerment, opportunities to participate in decision
making, supervision, healthy work culture, a good pay scale, group dynamics and more. When
an employee enjoys his/her work it brings job satisfaction. The individual who believe in the

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positive core self-evaluation of their competencies are likely to be more satisfied with the work
(Bakotić, 2016).
Job satisfaction brings many positive aspects for the organization like- high productivity
for both employee as well as organization, reduce absenteeism, lower turnover, higher revenue,
increase customer satisfaction, employee retention, and many more. Therefore, job satisfaction
has a positive effect on individual as well as organization.
Consequences of job satisfaction
There are many factors that arises in the organization due to job satisfaction. Job
satisfaction enhances the productivity of the employee as well as the organization. The
development of organization citizenship behaviour that indicates that employees are satisfied by
the duties of the employer towards them, therefore, they get themselves engage in OCB. The
organization that has more happy employees are able to generate more international contexts and
be more effective. Job satisfaction makes the employee’s give their best in the job, therefore, this
brings customer satisfaction and loyalty. This helps in creating a strong customer base and the
customers are less prone to turnover. The job satisfaction among the employees reduces
absenteeism and they become more committed to work (Lu, 2016).
Consequences of job dissatisfaction
Job dissatisfaction indicates the negative feeling of the employees towards work as well
as the working climate. The employees has different response towards job dissatisfaction. They
are:
 Exit: - The employees try to leave or resign from the job.

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 Voice: - The employees expresses actively about the conditions and attempt to improve
it.
 Loyalty: - The employees wait that the condition will improve by being a loyal employee.
 Neglect: - The employees does not express any behavior and make the condition more
worse.
Diversity management
Diversity can bring many challenges if not properly managed by the organization.
Therefore, there are several ways through which an organization manages its diversity like: -
introducing effective diversity programs that give legal structure for fair treatment and equal
opportunity for all. Personal development programs for developing the skills and abilities of the
employees for better performance. Facilitating effective communication in the workplace,
encourage interaction, cultural intelligence, and more.
Cultural intelligence
Cultural intelligence means understanding and working with different cultures in an
organization. It is helpful in international assignments and working in new environments. There
are many benefits of cultural intelligence in an organization. Some of them are:- it inspires
diversity awareness, creates peaceful working environment, helps in retaining talent, empathy,
boosts the morale, enhances the knowledge, strengthens inclusion, enhances group activity and
many more.

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References
Bakotić, D. (2016). Relationship between job satisfaction and organisational
performance. Economic research-Ekonomska istraživanja, 29(1), 118-130.
Beugelsdijk, S., Kostova, T., & Roth, K. (2017). An overview of Hofstede-inspired country-level
culture research in international business since 2006. Journal of International Business
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Blyznyuk, T. (2017). Generational Values of Generation Y: Survey of Ukrainian Senoir School
Pupils and Students. Economics & Sociology, 10(3), 153-166.
Botsaris, C., & Vamvaka, V. (2016). Attitude toward entrepreneurship: structure, prediction from
behavioral beliefs, and relation to entrepreneurial intention. Journal of the Knowledge
Economy, 7(2), 433-460.
Boyczuk, A. M., Deloyer, J. J., Ferrigan, K. F., Muncaster, K. M., Dal Bello-Haas, V., & Miller,
P. A. (2019). Professional Values: Results of a Scoping Review and Preliminary
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Lu, L., Lu, A. C. C., Gursoy, D., & Neale, N. R. (2016). Work engagement, job satisfaction, and
turnover intentions. International Journal of Contemporary Hospitality Management.
Muqadas, F., Rehman, C. A., & Aslam, U. (2017). Organizational justice and employee’s job
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Tanesini, A. (2018). Intellectual humility as attitude. Philosophy and Phenomenological
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