Values in the

z Workplace
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Values
Types zof Values

Schwartz’s Values CircumpIex

 Shalom Schwartz

 This model organizes 57 values

into 10 clusters in the circular
model.

 Studies around the world have

consistently found that the 57
values cluster into these 10
categories.
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Schwartz’s Values CircumpIex
Four Quadrants

 Openness to change. This quadrant refers to a person's

motivation to pursue innovative ways. It includes the value
categories of self-direction (creativity, independent thought),
stimulation (excitement and challenge), and hedonism (pursuit
of pleasure enjoyment, gratification of desires).
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Schwartz’s Values CircumpIex
Four Quadrants

 Conservation. This quadrant is opposite to openness to

change. It represents person's motivation to preserve the status
quo. It includes the value categories Of conformity (adherence
to social norms and expectations), security (safety and stability),
and tradition (moderation and preservation of the status quo).
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Schwartz’s Values CircumpIex
Four Quadrants

 Self-enhancement. This quadrant refers to how much a person

is motivated by self-interest, It includes the value categories of
achievement (pursuit of personal success). power (dominance
over others), and hedonism (a value category shared with
openness to change).
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Schwartz’s Values CircumpIex
Four Quadrants

 Self-transcendence. This quadrant is opposite self-

enhancement, represents a person's motivation to promote the
welfare of others and nature. It includes the value categories of
benevolence (concern for others in one's life) and universalism
(concern for the welfare of all people and nature).
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Values and Individual Behavior

What are the three conditions that strengthens the linkage between
personal values and behavior?

 We tend to apply our values only when we can think of specific reasons
for doing so.

 We tend to apply values when the situation allows or encourages us to

do so.

 We are more likely to apply values when we actively think about them.
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VALUES CONGRUENCE

 Refers to how similar a person's values hierarchy the values

hierarchy of the organization, a coworker, or another source of
comparison.

 Person-organization values congruence occurs when a person's

values are similar to the organization's dominant values.

 Espoused-enacted values congruence - A second type of values

congruence involves how consistent the values apparent in our
actions (enacted values) are with what we say we believe in
(espoused values).
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THREE ETHICAL PRINCIPLES

 Utilitarianism. This principle advises us to seek the greatest good

for the greatest number of people.

 Individual rights. This principle reflects the belief that everyone

has entitlements that let her or him act in a certain way.

 Distributive justice. This principle suggests that people who are

similar to one another should receive similar benefits and burdens;
those who are dissimilar should receive different benefits and
burdens in proportion to their dissimilarity.
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Four other factors influence ethical conduct in
the workplace
 Moral intensity is the degree to which an issue demands the
application of ethical principles.

 Ethical sensitivity is a personal characteristic that enables people to

recognize the presence of an ethical issue and determine its relative
importance.
 Situational influences - Situational factors do not justify unethical
conduct. Rather, we need to be aware of these factors so that
organizations can reduce their influence in the future.

 A final reason people engage in unethical conduct is that they engage

in mindless behavior.
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Individualism Vs. Collectivism

 Individualism is the extent to which we value independence and

personal uniqueness.

 Collectivism is the extent to which we value our duty to groups to

which we belong and to group harmony.
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 Power distance refers to the extent to which people accept an

unequal distribution of power in a society.

 Uncertainty avoidance is the degree to which people tolerate

ambiguity (low uncertainty avoidance) or feel threatened by
ambiguity and uncertainty (high uncertainty avoidance).

 Achievement-nurturing orientation reflects a competitive

versus cooperative view of relations with other people.