Transcript Chapter 4 Attitudes, Values, and Ethics Nelson and Quick

Chapter 4
Attitudes, Values, & Ethics
Nelson & Quick
Attitude
Attitude - a psychological tendency
expressed by evaluating an entity
with some degree of favor or
disfavor
Should poor performance be
blamed on “bad attitude”?
ABC Model of an Attitude
Component
A ffect
B ehavioral
intentions
C ognition
Measured by
Example
Physiological indicators
Verbal statements
about feelings
I don’t like
my boss.
Observed behavior
Verbal statements
about intentions
Attitude scales
Verbal statements
about beliefs
I want to
transfer to
another dept.
I believe my
boss plays
favorites.
M.J. Rosenberg and C. I. Hovland, “Cognitive, Affective, and Behavioral Components
of Attitude,” in M.J. Rosenberg, C.I. Hovland, W.J. McGuire, R.P. Abelson, and J.H.
Brehm, Attitude Organization and Change, 1960
Cognitive Dissonance
Cognitive Dissonance - a state of
tension that is produced
when an individual
experiences conflict
between attitudes
attitude
and behavior
behavior
Two Influences on
Attitude Formation
Direct Experience
Social Learning - the process of
deriving attitudes from family, peer
groups, religious organizations, and
culture
Four Processes for Social
Learning through Modeling
The learner must
•
•
•
•
Focus on the model
Retain what was observed
Practice the behavior
Be motivated
Attitude-Behavior
Correspondence Requirements
Attitude specificity - a specific attitude
Attitude relevance - some self-interest
Measurement timing - measurement
close to observed behavior
Personality factors - ex. self-monitoring
Social constraints - acceptability
Work Attitudes: Job Satisfaction
Job Satisfaction - a pleasurable or
positive emotional state resulting from
the appraisal of one’s job or job
experience
Organizational Citizenship Behavior
– Behavior that is above and beyond duty
– Related to job satisfaction
Work Attitudes: Organizational
Commitment
Organizational
Commitment
The strength of an
individual’s
identification with
an organization
Affective Commitment
Continuance Commitment
Normative Commitment
Process of Persuasion
Attitude of the
Target Individual
Process of Persuasion
Source
individual
influences
Target
Attitude of the
Target Individual
Process of Persuasion
Source
individual
influences
Target
NEW Attitude of the
Target Individual
Cognitive Routes to Persuasion
High
Elaboration
Careful
processing
Attitude change
depending on
quantity of arguments
Absence of
careful
processing
Attitude change
depending on source
characteristics or
non-substantial aspects
of the message
Message
Low
Elaboration
Adapted from R.E. Petty and J.T. Cacioppo, “The Elaboration Likelihood Model of Persuasion,” in L. Berkowitz, ed.,
Advances in Experimental Social Psychology, vol. 19 (New York: Academic Press, 1986): 123-205.
Values
Values - enduring beliefs 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
Values
Instrumental - values that represent
the acceptable behaviors to be
used in achieving some end state
Terminal - values that represent the
goals to be achieved, or the end
states of existence
Work Values
• Achievement (career advancement)
• Concern for others (compassionate
behavior)
• Honesty (provision of accurate
information)
• Fairness (impartiality)
Cultural Differences in Values
Authority is a
right of
office and
rank
Group
input is
important.
Decisions
should be
challenged.
France
The Netherlands
Handling Cultural Differences
• Learn about others’ values
• Avoid prejudging
• Operate legitimately within others
ethical points of view
• Avoid rationalizing
• Refuse to violate fundamental values
• Be open and above board
Ethical Behavior
Ethical Behavior - acting in ways
consistent with one’s personal
values and the commonly held
values of the organization and
society.
Qualities Required for Ethical
Decision-making
The competence to identify ethical issues and evaluate
the consequences of alternative courses of action
The self-confidence to seek out different opinions about
the issue and decide what is right in terms of a situation
Tough-mindedness--the willingness to make decisions
when all that needs to be known cannot be known and when
the ethical issue has no established, unambiguous solution
Individual/Organizational Model
of Ethical Behavior
Individual Influences
Value systems
Locus of control
Machiavellianism
Cognitive moral development
Organizational Influences
Codes of conduct
Norms
Modeling
Rewards and punishments
Ethical
Behavior
Values, Ethics & Ethical Behavior
Value Systems - systems of beliefs
that affect what the individual
defines as right, good, and fair
Ethics - reflects the way values are
acted out
Ethical behavior - actions consistent
with one’s values
Locus of Control
Locus of Control - personality
variable that affects individual
behavior
Internal - belief in personal control and
personal responsibility
External - belief in control by outside
forces (fate, chance, other people)
Machiavellianism
Machiavellianism - A personality
characteristic indicating one’s
willingness to do whatever it takes
to get one’s own way
Cognitive Moral Development
Cognitive Moral Development - The
process of moving through stages
of maturity in terms of making
ethical decisions
Level l
Premoral
Level ll
Conventional
Level lll
Principled