© 2009 Cengage Learning. All rights reserved. Chapter 4 Attitudes, Values, and Ethics Learning Outcomes 1 Explain the ABC model of an attitude. 2 Describe

© 2009 Cengage Learning. All rights reserved.

Chapter 4 Attitudes, Values, and

EthicsL

earn

ing

Ou

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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.


Learning Outcome

Explain the ABC model of an attitude

1


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”?


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


Cognitive Dissonance

a state of tension that is produced when

an individual experiences conflict between

attitudes and behavior


Learning Outcome

Describe how attitudes are formed.

2


Two Influences on Attitude Formation

Social Learning

the process of deriving attitudes from family, peer groups, religious organizations, and culture

Direct Experience


Four Processes for Social Learning through Modeling

• Focus on the model

• Retain what was observed

• Practice the behavior

• Be motivated

The learner must


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


Learning Outcomes

Identify sources of job satisfaction and commitment.

Distinguish between organizational citizenship and workplace deviance behaviors.

3 & 4


a pleasurable or positive emotional state

resulting from the appraisal of one’s job or

job experience

Job Satisfaction


[Dissatisfied workers]

JOB (DIS)SATISFACTION

• Skip work• Quit• Report more

psychological and medical problems

which leads to workplace deviance


Job satisfaction leads to

Organizational Citizenship Behavior

Which is a reflection of organizational commitment

ORGANIZATIONAL COMMITMENT

WO

RK

ATTIT

UID

ES


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


Learning Outcome

Identify the characteristics of the source, target, and message that affect persuasion.

5


Process of Persuasion

Sourceindividual influences

target

Attitude of thetarget individual

NEW


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


Learning Outcome

Discuss the definition and importance of emotions at work.

6


[Positive Emotions]

JOB (DIS)SATISFACTION

• Improve cognitive functioning

• Improve health and coping mechanisms

• Enhance creativity

lead to workplace deviance

[Negative Emotions]


Learning Outcome

Contrast the effects of individual and organizational influences on ethical behavior.

7


Ethical Behavior

Acting in ways consistent with one’s

personal values and the commonly held

values of the organization and society


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.


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


Learning Outcome

Identify the factors that affect ethical behavior.

8


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.


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


Work Values

• Achievement (career advancement)

• Concern for others (compassionate behavior)

• Honesty (provision of accurate information)

• Fairness (impartiality)


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


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


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


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


Locus of Control

personality variable that affects individual

behavior


Locus of Control

[Internal] belief in personal control and personal responsibility

[External ] belief in control by outside forces (fate, chance, other people)


Machiavellianism

a personality characteristic indicating one’s

willingness to do whatever it takes to get

one’s own way


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

Documents

© 2009 Cengage Learning. All rights reserved. Chapter 4 Attitudes, Values, and Ethics Learning Outcomes 1 Explain the ABC model of an attitude. 2 Describe