Chapter 4 Attitudes, Emotions, and Ethics Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Attitude – a psychological tendency expressed by evaluating an entity with some degree of favor or disfavor a psychological tendency expressed by evaluating an entity with some degree of favor or disfavor Should poor performance be blamed on “bad attitude”? 2

4.1 The ABC Model of an Attitude

Should be understood by the managers Cognitive Dissonance A state of tension produced when an individual experiences conflict between attitudes and behavior Should be understood by the managers Employees often find themselves in situations in which their attitudes conflict with their behavior

Influences on Attitude Formation Stronger attitudes which are held more confidently and are resistant to change Active in one’s cognitive processes Direct experience Deriving attitudes from one’s environment Modeling - Acquiring attitudes by observing others Social learning

Job Satisfaction A pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences. What are the facets of job satisfaction?

Consequences of Job Satisfaction Employee Withdrawal: Actions such as chronic absenteeism and voluntary turnover (i.e., quitting one’s job) that enable employees to escape from adverse organization situations. Absenteeism Turnover Individual Task Performance Organizational Performance

Task Performance The relationship between satisfaction and task performance is positive, but it is not very strong. Explanations: In many work settings, there is little room for large changes in performance. Job satisfaction and performance may not be directly linked. Any direct relationship between them may stem from the fact that both are related to other factors – receipt of various rewards and organizational commitment.

OCB and WDB Organizational Citizenship Behavior (OCB) Behavior that is above and beyond the call of duty. Things that affect OCB may be: Job Satisfaction Procedural justice Helps explain why individual level job satisfaction is related to organizational performance. Workplace Deviance Behavior (WDB) Any voluntary counterproductive behavior that violates organizational norms and causes some degree of harm to organizational functioning.

Organizational Commitment Strength of an individual’s identification with an organization Affective commitment: Based on an individual’s desire to remain in an organization Continuance commitment: Happens when an individual cannot afford to leave Normative commitment: Based on perceived obligation to remain with an organization

Affective Commitment Conditions that enhance: Advantages: Job satisfaction (strong, positive relationship) Participation Job security Job characteristics (autonomy, responsibility, interesting work) Advantages: Lower absenteeism, lower turnover, higher quality, higher productivity, higher performance

Individual Effectiveness (engagement) Task performance Overall Job Attitude Satisfaction Commitment Individual Effectiveness (engagement) Task performance Extra-role performance (OCB) Lateness Absenteeism Turnover Conclusion: A sound measurement of overall job attitude is one of the most useful pieces of information an organization can have about its employees Harrison, D.A., Newman, D.A., Roth, P.L. 2006. How important are job attitudes? SHOW STUDY

Interpersonal Trust A willingness to be vulnerable to the actions of another in situations involving a degree of risk I am comfortable discussing with my supervisor concerns I have about our working relationship. I am comfortable discussing with my supervisor concerns I have about my ability to do my job

Hope Trust Burnout 0.64 0.39 0.21 Interdependence Performance -0.64

Engagement Engagement is a positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption. Rather than a momentary and specific state, engagement refers to a more persistent and pervasive affective-cognitive state that is not focused on any particular object, event, individual, or behavior. Vigor is characterized by high levels of energy and mental resilience while working, the willingness to invest effort in one’s work, and persistence even in the face of difficulties. Dedication refers to being strongly involved in one's work and experiencing a sense of significance, enthusiasm, inspiration, pride, and challenge. Absorption is characterized by being fully concentrated and happily engrossed in one’s work, whereby time passes quickly and one has difficulties with detaching oneself from work

When I am working, I feel mentally strong VIGOR When I am working, I feel mentally strong I can continue for a very long time when I am working When I work at my current job, I feel like I am bursting with energy At my job, I feel strong and vigorous When I get up in the morning, I feel like going to work DEDICATON I find my work to be full of meaning and purpose My work inspires me I am enthusiastic about my job I am proud of the work that I do I find my work challenging ABSORBTION Time flies when I am working When I am working, I forget everything else around me I feel very happy when I am working intensively I can get carried away when I am working I am immersed in my work

Engagement Simultaneous investment of an individual’s physical, cognitive, and emotional energy in active, full work performance Investing the head, hands and heart in full work performance

Core Self-Evaluation Task Value Congruence Performance Organizational Support Task Performance Citizenship Behavior Engagement Rich, et al. 2010, AMJ

Gallup Q-12 Engagement – cause or effect? I know what is expected of me at work. I have the materials and equipment I need to do my work right. At work, I have the opportunity to do what I do best everyday. In the last seven days, I have received recognition or praise for doing good work. My supervisor, or someone at work, seems to care about me as a person. There is someone at work who encourages my development. At work, my opinions seem to count. The mission or purpose of my company makes me feel my job is important My associates or fellow employees are committed to doing quality work. I have a best friend at work. In the last six months, someone at work has talked to me about my progress. This last year, I have had opportunities at work to learn and grow. #13: How satisfied are you with ________ as a place to work?

Engagement Cause (examples: Q12) Effect (examples) I have a best friend at work I know what is expected of me at work My opinions seem to count My supervisor seems to care about me Effect (examples) My work inspires me I am immersed in my work When I get up in the morning, I feel like going to work I feel very happy when I am working intensively

What is the one thing that should probably be the top priority of most businesses? Put another way, what matters the most to a business? How do you get or accomplish what matters most? Put another way, if you are the owner or manager of a business, what is the most important thing you should be doing on a daily basis to accomplish your top priority?

Service-Profit Chain Operating Strategy and Service Delivery System Internal Service Quality Employee Satisfaction And Commitment Retention Productivity External Value Customer Loyalty Revenue Growth (effectiveness) Profitability (efficiency) Repeat business Referral Service designed and delivered to meet targeted customers’ needs Results for customers Workplace design Job design Employee selection and development Rewards and recognition Enablement: Tools for serving customers Operating Strategy and Service Delivery System Source: James L. Heskett et al. “Putting the Service Profit Chain to Work”, Harvard Business Review, March-April 1994, p. 166 Service-Profit Chain

Emotions and Moods Emotions Moods Mental states that include feelings, physiological changes, and the inclination to act Short-lived and intense reactions to an event Have a specific and known cause Impact both work attitudes and behaviors Moods Classified as positive or negative and made up of various emotions Last longer than emotions Do not have a specific cause Affects work behavior and attitude

Emotions at Work Emotional contagion Emotional intelligence (EI) One’s emotions are transferred to another, consciously or unconsciously, via nonverbal channels Emotional contagion Ability to recognize and manage emotions in oneself and in others Emotional intelligence (EI) Work that employees do to control their feelings and expression of emotions in their workplace Is a type of emotion regulation Emotional labor

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4.3 Individual/Organizational Model of Ethical Behavior

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) Internals: Take responsibility for consequences Make more ethical decisions Resist social pressure Less willing to hurt another, even if ordered to do so by an authority figure

Machiavellianism a personality characteristic indicating one’s willingness to do whatever it takes to get one’s own way High Machs: Better to be feared than loved Use deceit in relationships Justify manipulative behavior as ethical Low Machs: Value loyalty and relationships Concerned with others’ opinions

Lynndie England and Charles Graner in Abu Ghraib prison, Iraq

Ethics and the Individual Ethical decision making requires three qualities of individuals 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.

Cognitive Moral Development The process of moving through stages of maturity in terms of making ethical decisions Level I – Premoral Level Stage 1 – avoid punishment Stage 2 – serve immediate interest Level Il – Conventional Level Stage 3 – live up to friends’ expectations Stage 4 – observe societal laws Level llI – Principled Level Stage 5 – principles of justice/right Stage 6 – self-selected ethical principles 25

WSJ Article UA Pilot How do you explain Capt. Denny Flanagan’s behavior – why does he strive to provide an exceptional customer experience? What are the results? What do you think of the United executive’s “hopes” that more pilots and airport workers will adopt some of Flanagan’s techniques?