Course Code: BG II – G2 Course Name: Organizational Behavior

Section Code: BU3113-G2 Course Instructor: Gus Lazopoulos

Due Date: June 24th, 2023, Total Marks /15

Name: Jobanpreet Singh Student ID: 202107462

Name: Navpreet Kaur
Name: Nikhil Saini
Name: Prabhjot Kaur
Name: Sehajdeep Singh
Name: Sufiyan Patel
Name: Swarjot Kaur
Student ID: 202105903
Student ID: 202107594
Student ID: 202107770
Student ID: 202106630
Student ID: 202106380
Student ID: 202107400
 1. Explain the difference between “values,” “attitudes,” and “job satisfaction.” How does
each pertain to Patagonia and its employees? Give examples. (3 Marks)
Values refer to the beliefs and principles that guide an individual's behavior and decision-
making. At Patagonia, the value of protecting and preserving the environment is of utmost
importance, and the company seeks employees who share this value and are passionate about
environmental activism. For example, the Patagonia Employee Internship Program, which allows
employees to work with environmental groups, reinforces this value.
Attitudes refer to an individual's feelings or emotions towards a person, object, or situation. At
Patagonia, attitudes toward environmental activism are highly valued and praised. Employees
who leave the company to focus all their efforts on preserving the environment are viewed as
organizational successes. Additionally, the Common Threads Initiative Video urges customers to
adopt an attitude of sustainability and to buy only what they deeply need.
Job satisfaction refers to the level of contentment an individual has with their job and the
organization they work for. With an annual turnover rate of only 4 percent, Patagonia
employees have high job satisfaction. This may be due to the company's focus on values and
attitudes, which creates a sense of purpose and passion in its employees.
Overall, Patagonia's organizational culture places a strong emphasis on values, attitudes, and job
satisfaction, all of which are aligned with the company's mission to protect and preserve the
environment.
2. What is the difference between terminal and instrumental values? Which of the terminal and
instrumental values apply to Patagonia’s employees? (3 Marks)
Terminal values are the ultimate goals that an organization wants to achieve, while instrumental
values are how those goals are achieved. In the case of Patagonia, the terminal value is the
protection and preservation of the environment, while the instrumental value is the passion and
dedication of its employees towards achieving that goal. Patagonia's employees demonstrate
instrumental values such as being fanatical about protecting the environment, collaborating
with each other, and identifying with the organization on an emotional level. They also possess
 terminal values such as promoting and encouraging a lifestyle that honours nature, wildlife, and
biodiversity, and using business to inspire and implement solutions to environmental crises.
The employees at Patagonia display instrumental values such as being committed to the
organization's philosophy and values, working collaboratively in a value-driven culture, and
developing strong relationships with others. They also have terminal values such as a passion
for protecting and preserving the environment, promoting a lifestyle that honours nature and
wildlife, and creating a sustainable business model that supports the environment. Additionally,
employees at Patagonia display corporate social responsibility by supporting environmental
activism and taking an active role in the company's initiatives to reduce its environmental
footprint.
Overall, Patagonia's employees embody both terminal and instrumental values that support the
organization's mission to protect and preserve the environment. They are passionate, purpose-
driven, and collaborative, working together to create a business model that inspires and
implements solutions to environmental crises. Their dedication and commitment serve as a
model for other organizations seeking to create a sustainable and socially responsible business
model.

3. Patagonia experiences a high level of organizational commitment from their employees,

which is demonstrated by their low annual turnover rate of 4 percent. Describe the three
types of organizational commitment and explain how each pertains to Patagonia.
Organizational commitment is the degree to which employees are committed to a
company. In the field of industrial and organizational psychology, it is frequently referred
to as the connection or attachment that employees have to their employer. There are
three types of organizational commitment: normative and affective continuity.
Affective Dedication: The first type of organizational commitment is emotional
commitment, which is characterized by a person's feelings of affection for their
workplace. Because they are enthusiastic, happy, and passionate, employees are
frequently engaged at this stage. Additionally, employees frequently desire meaningful
participation in their workplace.
 Commitment to continuity: This is also known as the "fear of loss stage." Employees
weigh the pros and cons of staying with or leaving the company. They consider things
like their pension, the effort and time it will take to find a new job, and the opportunities
for their careers if they stay in their current position. The primary benefit of continuance
commitment is lower employee turnover. Long-term commitment increases a worker's
likelihood of staying with the company.
Normative Dedication: The normative commitment phase is the final stage of
organizational commitment. The term for this is "long-term commitment." Many
workers at this stage continue to be committed to the business out of a sense of
obligation.
The fact that Patagonia has a low annual turnover rate of just 4% demonstrates the high
level of organizational dedication of its workforce. The affective commitment may be
high among Patagonia employees because they may emotionally identify with the
company's mission and core values. Because they may believe that remaining with a
company that places an emphasis on social responsibility and environmental
sustainability is the right thing to do, they may also be highly normatively committed.
4. Patagonia gives employees paid time off to pursue their environmental passions. From a
business perspective, do you think this is a good idea or not? How do you think it impacts
Patagonia as an organization? Explain. (3 Marks)
Patagonia is known as a pioneer in the field of social responsibility for its business. The
company prioritizes sustainability and employee well-being over profits. Patagonia
provides paid parental leave and donates 1% of profits to environmental organizations in
addition to being an early adopter of organic cotton. Additionally, the company offers an
environmental internship program that enables employees to take pleasure in the
outdoors while preserving it.
Yvon Chinourd, the founder of Patagonia, is donating the $3 billion outdoor gear
retailer to a trust and foundation. After investing the non-profit money, it generates,
Patagonia will distribute it annually to aid in the fight against the environmental crisis.
Offering employees who share a passion for the environment paid time off may be
 beneficial to businesses like Patagonia. Employees who are enthusiastic about
environmental issues may be more appealing to employers and more likely to stay with
them, which may ultimately lead to increased creativity and productivity. It may also
improve the company's standing with customers, who are increasingly concerned about
the environment.
Each year, employees at Patagonia receive four weeks of paid vacation. The firm is of the
firm belief that employing this strategy will result in increased employee engagement
and job satisfaction, which will ultimately be to the company's advantage.
5.) Patagonia has incorporated group interviews into their hiring process as they feel this is a
good way “to assess whether or not a candidate would be comfortable working within the
organization’s value-driven and collaborative culture.” Do you agree with this assessment?
Explain. (3 Marks)
Patagonia uses group interviews as part of its hiring process because they think they are
a good way to find out if a candidate would fit in with the collaborative, value-driven
culture of the company. In general, group interviews are a type of interviewing in which
several candidates for roles that are similar are interviewed simultaneously. To be
successful, group interviews must be carefully planned and carried out. Additionally, the
organization's objectives and justification for employing a group interviewing method
must be outlined in the strategy.
An excellent method for evaluating applicants' interpersonal skills and ability to handle
conflict is group interviews. They can also be used to find candidates who fit the culture
of the company. By revealing how an applicant compares to and interacts with the other
candidates present, group interviews may assist interviewers in determining whether an
applicant is a suitable candidate for the position. If you are aware of how their
candidates interact with one another in a group setting, you can then compare them to
their rivals, which could make or break your decision. They can also help find people
who will be leaders in the future and who are more comfortable working alone.
 One of its best features is that every applicant will go through the same process in a
group interview. Every applicant will be given the same opportunity to respond to
interview questions and provide their perspective on the current topic.
However, group interviews may not be the most effective method for evaluating
individual abilities or qualifications and may be unpleasant for some applicants. The
time-saving group interview method has one drawback: you do not get as much time
with each applicant. If you have a good number of candidates and enough time to meet
them all, traditional interviews may still be the best option.
In conclusion, group interviews might be a good way to find out how well candidates fit
into an organization's culture and values. It is essential to consider any potential drawbacks of
group interviews and combine them with other evaluation methods in order to make well-
informed hiring decisions.