Transcript Chapter 4

Attitudes,
Emotions, &
Ethics
Chapter 4
Organizational
Behavior
Nelson & Quick, 6th edition
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of Cengage Learning
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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”?
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Model of an Attitude
Component
Affect
Behavioral
Intentions
Cognition
Measured by
Physiological indicators
Verbal statements about
feelings
Observed behavior
Verbal statements about
intentions
Attitude scales
Verbal statements about
beliefs
SOURCE: Adapted from 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 (New Haven, Conn.: Yale
University Press, 1960). Copyright 1960 Yale University Press. Used with permission.
Example
I don’t like my
boss
I want to
transfer to
another
department
I believe my
boss plays
favorites
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Cognitive Dissonance
Cognitive Dissonance - a state of
tension that is produced when an
individual experiences conflict between
attitudes and behavior
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Two Influences on
Attitude Formation
Direct Experience contact with person
or object
Readily available; easily recalled
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Social Learning - the
process of deriving attitudes
from family, peer groups,
religious organizations, and
culture
Not readily available; not easily recalled
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Four Processes for Social
Learning through Modeling
The learner must
•
•
•
•
Focus on the model
Retain what was observed
Practice the behavior
Be motivated
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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
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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
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Work Attitudes
Affective Commitment
Organizational
Commitment
Desire to Remain
The strength of
an individual’s
identification with
an organization
Continuance Commitment
Cannot afford to leave
Normative Commitment
Perceived obligation to remain
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Process of Persuasion
Source
individual
influences
target
NEW
Attitude of the
Target Individual
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Characteristics
Persuadable Target
• lower self esteem
• moderate attitudes
• good mood
Influential Source
• trustworthy
• attractive
• expertise
Message
• non-threatening
• acknowledging
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Elaboration Likelihood
Model of Persuasion
High
Elaboration
Careful
Processing
Central
Route
Attitude change depending
on quantity of arguments
Message
Peripheral
Route
Low
Elaboration
Absence of
Careful
processing
SOURCE: 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.
Attitude change depending on
source characteristics or nonsubstantial aspect of the
message
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Emotions at Work
Emotions - mental states that include feelings,
physiological changes and the inclination to act
Examples: happiness, pride, anger, hostility
Emotion Contagion - a dynamic process through
which the emotions of one person are
transferred to another either consciously or
unconsciously through nonverbal channels
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Ethical Behavior
Acting in ways
consistent with one’s
personal values and the
commonly held values
of the organization and
society
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Individual 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
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Individual/Organizational
Model of Ethical Behavior
Ethical
Behavior
Individual Influences
Value systems
Locus of control
Machiavellianism
Cognitive moral development
Organizational Influences
Codes of conduct
Norms
Modeling
Rewards and punishments
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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
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Values
Instrumental - values that represent
the acceptable behaviors to be used in
achieving some end state
Examples: honesty, politeness, courage
Terminal - values that represent the goals to be
achieved, or the end states of existence
Examples: happiness, salvation, prosperity
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Individual Work Values
• Achievement (career advancement)
• Concern for others (compassionate
behavior)
• Honesty (provision of accurate
information)
• Fairness (impartiality)
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Cultural Differences in Values
Chinese value an
individual’s contribution
to relationships
in the work team
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Americans value
an individual’s
contribution to task
accomplishment
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Working in Diverse Cultures
• Learn about others’ values
• Avoid prejudging business customs
• Operate legitimately within others’
ethical points of view
• Avoid rationalizing “borderline” actions
with excuses
• Refuse to violate fundamental
organizational values
• Be open and above board
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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)
Will Internals or Externals make more ethical decisions?
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Machiavellianism
A personality
characteristic
indicating one’s
willingness to do
whatever it takes
to get one’s own
way
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Cognitive Moral Development
Cognitive Moral
Development - the
process of moving
through stages of
maturity in terms of
making ethical
decisions
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Cognitive Moral Development
Level I Premoral Level
Ethical decisions based on rewards,
punishments, and self-interest
Level Il Conventional Level
Ethical decisions based on
expectations of others or society
Level llI Principled Level
Ethical decisions based on what is “right”
as determined by universal values
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Chapter 4: Reflect & Discuss
The Emperor’s Club Video Clip
What to Watch for and Ask Yourself
• Does William Hundert describe a specific type of life
that one should lead? If so, what are its elements?
• Does Sedgewick Bell lead that type of life? Is he
committed to any specific ethics view or theory?
• What consequences or effects do you predict for
Sedgewick Bell because of the way he chooses to
live his life?
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