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© 2009 Cengage Learning. All rights reserved.
Chapter 4 Attitudes, Values, and
EthicsL
earn
ing
Ou
tco
mes
1 Explain the ABC model of an attitude.
2 Describe how attitudes are formed.
3 Identify sources of job satisfaction and commitment.
4 Distinguish between organizational citizenship and workplace deviance behaviors.
5 Identify the characteristics of the source, target, and message that affect persuasion.
6 Discuss the definition and importance of emotions at work.
7 Contrast the effects of individual and organizational influences on ethical behavior.
8 Identify the factors that affect ethical behavior.
© 2009 Cengage Learning. All rights reserved.
Learning Outcome
Explain the ABC model of an attitude
1
© 2009 Cengage Learning. All rights reserved.
Definition of Attitude
a psychological tendency expressed by
evaluating an entity with some degree of
favor or disfavorShould poor performance be blamed on “bad attitude”?
© 2009 Cengage Learning. All rights reserved.
Despair, Inc.’s highly successful “demotivators” use cynical slogans to parody motivational posters
By encouraging humor through a more down-to-earth view of professional life, Despair products may ironically provide motivation to employees
Promoting bad attitudes or relieving tension through humor?
Beyond the Book:Despair, Inc.
ffect Physiological indicators I don’t like my Verbal statements boss. about feelings
ehavioral Observed behavior I want to intentions Verbal statements transfer to about intentions another dept.
Model of an Attitude
Component Measured by Example
ognition Attitude scales I believe my Verbal statements boss plays about beliefs favorites.
A
C
B
Copyright ©2006 by South-Western,
a division of Thomson Learning. All rights reserved
© 2009 Cengage Learning. All rights reserved.
Cognitive Dissonance
a state of tension that is produced when
an individual experiences conflict between
attitudes and behavior
© 2009 Cengage Learning. All rights reserved.
Learning Outcome
Describe how attitudes are formed.
2
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Two Influences on Attitude Formation
Social Learning
the process of deriving attitudes from family, peer groups, religious organizations, and culture
Direct Experience
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Four Processes for Social Learning through Modeling
• Focus on the model
• Retain what was observed
• Practice the behavior
• Be motivated
The learner must
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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
© 2009 Cengage Learning. All rights reserved.
Learning Outcomes
Identify sources of job satisfaction and commitment.
Distinguish between organizational citizenship and workplace deviance behaviors.
3 & 4
© 2009 Cengage Learning. All rights reserved.
a pleasurable or positive emotional state
resulting from the appraisal of one’s job or
job experience
Job Satisfaction
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[Dissatisfied workers]
JOB (DIS)SATISFACTION
• Skip work• Quit• Report more
psychological and medical problems
which leads to workplace deviance
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Job satisfaction leads to
Organizational Citizenship Behavior
Which is a reflection of organizational commitment
ORGANIZATIONAL COMMITMENT
WO
RK
ATTIT
UID
ES
© 2009 Cengage Learning. All rights reserved.
OrganizationalCommitment
The strength of an individual’s
identification with an organization
Continuance CommitmentCannot afford
to leave
Affective Commitment
Desireto
Remain
Normative CommitmentPerceived obligation to remain
WO
RK
ATTIT
UID
ESC
0M
MIT
MEN
T
© 2009 Cengage Learning. All rights reserved.
Learning Outcome
Identify the characteristics of the source, target, and message that affect persuasion.
5
© 2009 Cengage Learning. All rights reserved.
Process of Persuasion
Sourceindividual influences
target
Attitude of thetarget individual
NEW
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CharacteristicsPersuadable Target –**lower self esteem**moderate attitudes**good mood
Influential Source –**trustworthy**attractive**expertise
Message – **non-threatening**acknowledging
Elaboration Likelihood Model of Persuasion
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.
HighElaborationHighElaboration
LowElaborationLowElaboration
CarefulProcessingCarefulProcessing
Attitude change depending
on quantity of arguments
Attitude change depending
on quantity of arguments
Absence ofCareful processing
Absence ofCareful processing
Attitude change depending on source characteristics or non-substantial aspect of the message
Attitude change depending on source characteristics or non-substantial aspect of the message
Message
CentralRoute
PeripheralRoute
© 2009 Cengage Learning. All rights reserved.
Learning Outcome
Discuss the definition and importance of emotions at work.
6
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[Positive Emotions]
JOB (DIS)SATISFACTION
• Improve cognitive functioning
• Improve health and coping mechanisms
• Enhance creativity
lead to workplace deviance
[Negative Emotions]
© 2009 Cengage Learning. All rights reserved.
Learning Outcome
Contrast the effects of individual and organizational influences on ethical behavior.
7
© 2009 Cengage Learning. All rights reserved.
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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To Make Ethical Decisions
The competence to identify ethical issues and evaluate the consequences of alternative courses ofaction,
The self-confidence to seek out different opinions about the issue and decide what is right in terms of a situation, and
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.
© 2009 Cengage Learning. All rights reserved.
In September 2007, New England Patriots coach Bill Belichick was fined and the team penalized for using a video camera to spy on the opposing team’s defensive signals
Despite his unethical actions, Belichick minimized fallout by accepting full responsibility and apologizing for the scandal
Beyond the Book:New England Patriots Spying Scandal
© 2009 Cengage Learning. All rights reserved.
Learning Outcome
Identify the factors that affect ethical behavior.
8
© 2009 Cengage Learning. All rights reserved.
Definition of 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.
© 2009 Cengage Learning. All rights reserved.
Values
Terminal – values that represent the goals to be achieved, or the end states of existence
Examples: honesty, politeness, courage
Examples: happiness, salvation, prosperity
Instrumental – values that represent the acceptable behaviors to be used in achieving some end state
© 2009 Cengage Learning. All rights reserved.
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 Americans value an
individual’s contribution to task accomplishment
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Handling Cultural Differences
• 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 values• Be open and above board
© 2009 Cengage Learning. All rights reserved.
In 2007, PepsiCo’s marketing initiatives in India met with cultural opposition.
India’s water scarcity problems and distrust of corporate giants, plus opposition from activist Sunita Narain impeded the company’s growth.
Through humanitarian efforts and cultivating understanding of Indian culture, PepsiCo was able to counter its bad publicity and increase sales.
Beyond the Book:PepsiCo in India
Individual/Organizational Model
Organizational Influences Codes of conduct Norms Modeling Rewards and punishments
Individual InfluencesValue systemsLocus of controlMachiavellianismCognitive moral development
EthicalBehavior
of Ethical Behavior
© 2009 Cengage Learning. All rights reserved.
Values, Ethics, and 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
© 2009 Cengage Learning. All rights reserved.
Locus of Control
personality variable that affects individual
behavior
© 2009 Cengage Learning. All rights reserved.
Locus of Control
[Internal] belief in personal control and personal responsibility
[External ] belief in control by outside forces (fate, chance, other people)
© 2009 Cengage Learning. All rights reserved.
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 DevelopmentCognitive Moral Development – the process of moving
through stages of maturity in terms of making ethical decisions
Level I – Premoral LevelStage 2 – serve immediate interestStage 1 – avoid punishment
Level Il – Conventional LevelStage 4 – observe
societal lawsStage 3 – live up to
friends’ expectations
Level llI – Principled LevelStage 6 – self-selected
ethical principlesStage 5 – principles of
justice/right
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