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johns_ob_6e_ebook_ch04 - Chapter 4 V alues Attitudes and...

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Values, Attitudes, and Work Behaviour Learning Objectives After reading Chapter 4, you should be able to: 1 Define values and discuss the implications of cross-cultural variation in values for organiza- tional behaviour. 2 Define attitudes and explain how people develop and change attitudes. 3 Explain the concept of job satisfaction and discuss some of its key contributors, including discrepancy, fairness, disposition, mood, and emotion in promoting job satisfaction. 4 Outline the various consequences of job satis- faction and explain the relationship between job satisfaction and absenteeism, turnover, performance, organizational citizenship behaviour, and customer satisfaction. 5 Differentiate affective, continuance, and nor- mative commitment and explain how organi- zations can foster organizational commitment. C h a p t e r 4 Ontario-based Husky Injection Molding Systems Ltd. manufactures injection moulding equipment high-tech beasts resembling immense waffle irons that pump out everything from yogurt con- tainers to car bumpers. More than 90 per- cent of its machinery is exported to 80 countries, with some 3,600 Husky machines now operating globally. Husky employs 2,600 people in 27 countries. Since producing their first mold for a coffee cup in 1958, Husky has become a world leader in producing machinery used to create PET (polyethelene terephthalate) molds. Over the last two decades, its sales have soared from US$72 million in 1985 to $600 million. Husky alone is credited, in large mea- sure, for Canada’s shift from a trade deficit to a surplus position in plas- tics machinery. Although the plastic molding industry has suffered a downturn recently, Husky is creating in-roads into new markets, and ana- lysts are excited about the company’s future. By now you may be wondering how Husky has achieved such a stellar record of financial success. The answer is a strong value system that it lives consistently and brings to life in its buildings, its employees, and its products. At Husky, treating people and the environment with respect is paramount, and when it comes to labour–management relations, Husky is clearly no ordinary company. H u s k y I n j e c t i o n M o l d i n g S y s t e m s L t d .
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100 Husky Injection Molding Systems Ltd. stresses values that concern health, equality, and environmental responsibility. The result is high job satisfaction and employee commitment. According to Husky president and founder Robert Schad, Husky is a company with a con- science and one that is built on values. Those values are apparent as soon as you arrive at Husky’s 21.5-hectare headquarters and manufacturing plant in Bolton, Ontario, just north of Toronto, where everything is spotlessly clean and well lit. Manufacturing areas are bright and air-conditioned, and the walls, even in washrooms, are adorned with framed nature paintings, photos, or prints. Books on wildlife greet visitors in the waiting rooms. In the cafeterias, staff dine on organic, vegetarian meals, served hot and subsidized by the com- pany. Herbal teas are free. Candy, doughnuts, and vending machines are nonexistent. The
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