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© 2013 Cengage Learning
Chapter 4 Attitudes, Emotions, and Ethics
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es 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.
© 2013 Cengage Learning
Chapter 4 Attitudes, Emotions, and Ethics
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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.
Attitude
a psychological tendency expressed by
evaluating something with a degree of
favor or disfavor
© 2013 Cengage Learning
Should poor performance be blamed on “bad attitude”?
© 2013 Cengage Learning
Larry Johnson was a highly accomplished football player for the Kansas City Chiefs – a former number one pick, a two-time Pro Bowl participant, and one of the most productive running backs in 2005 and 2006.
In 2007 and 2008, Johnson had two relatively unproductive, injury-marred seasons. And yet, it was his attitude, not his productivity, that led to his release from the Chiefs. Constant complaints about salary, personal attacks on the coach, slurs against homosexuals, mocking of fans, charges of abusing women—all of these actions ensured that Johnson would no longer be welcome with the Kansas City organization.
Beyond the Book:Bad Attitude
Cognitive Dissonance
a state of tension produced when an
individual experiences conflict between
attitudes and behavior
© 2013 Cengage Learning
Learning byObserving a Model
• Focus on the model• Retain what was observed • Reproduce the behavior through
practice• Be motivated
The learner must:
© 2013 Cengage Learning
Attitude–Behavior Correspondence Requirements
• Attitude Specificity
• Attitude Relevance
• Measurement Timing
• Personality Factors
• Social Constraints
© 2013 Cengage Learning
Learning OutcomesLearning Outcomes
Identify sources of job satisfaction and commitment.
Distinguish between organizational citizenship and workplace deviance behaviors.
© 2013 Cengage Learning
3 & 4
Job Satisfaction
a pleasurable or positive emotional
state resulting from the appraisal of
one’s job or job experiences
© 2013 Cengage Learning
© 2013 Cengage Learning
JOB (DIS)SATISFACTIONMost believe that happy or satisfied employees are more productive at work…
…but the relationship between job satisfaction and performance is more complex.
© 2013 Cengage Learning
Work Attitudes
Job satisfactionOrganizational
Citizenship Behavior
Job dissatisfaction
Workplace deviance behavior
Learning OutcomeLearning Outcome
Identify the characteristics of the source, target, and message that affect persuasion.
© 2013 Cengage Learning
5
© 2013 Cengage Learning
Characteristics
Source: expertise, trustworthiness,attractiveness
Target: high or low self-esteem?
Message: biased or balance?
Learning OutcomeLearning Outcome
Discuss the definition and importance of emotions at work.
© 2013 Cengage Learning
6
Emotions and Moods
• Emotions are discrete and fairly short lived feelings that have a specific, known cause.
• Moods, on the other hand, are typically classified as positive or negative and are made up of various emotions.
• Moods typically last longer than emotions and don’t have a specific cause.
© 2012 Cengage Learning
© 2013 Cengage Learning
[Positive Emotions]
JOB (DIS)SATISFACTION
• Improve cognitive functioning
• Improve health and coping mechanisms
• Enhance creativity
[Negative Emotions]
• Lead to workplace deviance.
EMOTIONAL CONTAGION
© 2013 Cengage Learning
Emotional contagion is a dynamic process through which the emotions of one person are transferred to another, either consciously or unconsciously, through nonverbal channels.
Emotional Intelligence (EI)
• Emotional intelligence (EI) is the ability to recognize and manage emotion in oneself and in others.
© 2013 Cengage Learning
Learning OutcomeLearning Outcome
Contrast the effects of individual and organizational influences on ethical behavior.
© 2013 Cengage Learning
7
Ethical Behavior
acting in ways consistent with one’s
personal values and the commonly held
values of the organization and society
© 2013 Cengage Learning
© 2013 Cengage Learning
Ethics and the Workplace
Violations of the public trust are costly….
…but, doing the right thing can have a positive effect on performance.
© 2013 Cengage Learning
• On October 1, 2009 David Letterman announced that he had been having sexual affairs with junior members of his staff.
• There appears, however, to be little fallout from the admission.
• There has been no sanction or warning from CBS, and Letterman’s ratings are higher than ever.
Beyond the Book:No Consequences?
Learning OutcomeLearning Outcome
Identify the factors that affect ethical behavior.
© 2013 Cengage Learning
8
© 2013 Cengage Learning
Ethical decision making requires three qualities of
individuals
Ethics and the Individual
Competence to identify ethical issues and evaluate the consequences of alternate actions.
Self-confidence to seek out different opinions and decide what is right.
Willingness to make decisions when there is no unambiguous solution.
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.
© 2013 Cengage Learning
Values
© 2013 Cengage Learning
Instrumental – values that shape the acceptable behaviors that can be used to achieve some goal or end state.
Terminal – values that influence the goals to be achieved or the end states of existence
Work Values
Influence individual’s perceptions of right and wrong in the workplace.
• Achievement • Concern for others • Honesty• Fairness
© 2013 Cengage Learning
© 2013 Cengage Learning
Cultural Differences in Values
Doing business in a global marketplace often Means encountering a clash of values among different cultures.
© 2013 Cengage Learning
Locus of Control[Internal]
belief in personal control and personal responsibility
Generally, internals make more ethical decisions than externals.
[External ] belief in control by outside forces (fate, chance, other people)
Machiavellianism
a personality characteristic involving
one’s willingness to do whatever it
takes to get one’s own way
© 2013 Cengage Learning
© 2013 Cengage Learning
Machiavellianism
[High-Machs] better to be feared than loved; the ends justify the means.
[Low-Machs ] value loyalty and relationships; concerned with other opinions.
Cognitive Moral DevelopmentThe process of moving through stages of maturity in terms of
making ethical decisions
© 2013 Cengage Learning
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
© 2013 Cengage Learning
• Kiva is an organization that promises individuals that they will be able to make micro-loans directly to entrepreneurs in emerging economies.
• As discovered by David Roodman, a fellow at the Center for Global Development, people in fact cannot make direct loans through Kiva; there is no person-to-person connection.
• Money “lent” through Kiva’s website goes to microlending organizations, and not individual lenders.
Beyond the Book:Where Does Kiva Money Go?
© 2013 Cengage Learning
The Emperor’s Club
1. Does William Hundert describe a specific type of life that oneshould lead? If so, what are its elements?
2. Does Sedgewick Bell lead that type of life? At what level of cognitive moral development do you perceive Sedgewick Bell?
3. What consequences or effects do you predict for Sedgewick Bellbecause of the way he chooses to live his life?
© 2013 Cengage Learning
Mitchell Gold + Bob Williams
1. Which component of attitudes does HR executive Dan Gauthreaux express when he says, “I think you can learn from any job you do and try to make the best of it”?
2. How did Kim Clay’s organizational citizenship behavior lead to the creation of a new computer help desk at MG+BW?
3. What role did management play in fostering Kim Clay’s organizational commitment? In what ways does this commitment benefit the organization?