OB14_05in解析.pptVIP

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2016-05-04 发布于湖北
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OB14_05in解析.ppt

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* * * * ? 2005 Prentice Hall Inc. All rights reserved. 3–* Values Values 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. Value System A hierarchy based on a ranking of an individual’s values in terms of their intensity. ? 2005 Prentice Hall Inc. All rights reserved. 3–* Importance of Values Provide understanding of the attitudes, motivation, and behaviors of individuals and cultures. Influence our perception of the world around us. Represent interpretations of “right” and “wrong.” Imply that some behaviors or outcomes are preferred over others. ? 2005 Prentice Hall Inc. All rights reserved. 3–* Types of Values –- Rokeach Value Survey Terminal Values Desirable end-states of existence; the goals that a person would like to achieve during his or her lifetime. Instrumental Values Preferable modes of behavior or means of achieving one’s terminal values. ? 2005 Prentice Hall Inc. All rights reserved. 3–* Values in the RokeachSurvey E X H I B I T 3–1 Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973). ? 2005 Prentice Hall Inc. All rights reserved. 3–* Values in the Rokeach Survey(cont’d) E X H I B I T 3–1 (cont’d) Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973). ? 2005 Prentice Hall Inc. All rights reserved. 3–* Mean Value Rankings of Executives, Union Members, and Activists E X H I B I T 3–2 Source: Based on W. C. Frederick and J. Weber, “The Values of Corporate Managers and Their Critics: An Empirical Description and Normative Implications,” in W. C. Frederick and L. E. Preston (eds.) Business Ethics: Research Issues and Empirical Studies (Greenwich, CT: JAI Press, 1990), pp. 123–44. ? 2005 Prentice Hall Inc. All rights reserved. 3–* Dominant Work Values in Today’s Workforce E X H I B I T 3–3 ? 2005 Prentice Hall Inc. All rights reserved. 3–* Values, Loyalty, and Ethical B