Attitudes, Values, and Ethics Chapter 4 Organizational Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5th edition Attitudes, Values, and Ethics

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”? 2

Component Measured by Example Model of an Attitude A B C Component Measured by Example ffect Physiological indicators I don’t like my Verbal statements boss. about feelings A A ehavioral Observed behavior I want to intentions Verbal statements transfer to about intentions another dept. B B ognition Attitude scales I believe my Verbal statements boss plays about beliefs favorites. C C Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved 3

Cognitive Dissonance Cognitive Dissonance – a state of tension that is produced when an individual experiences conflict between attitudes and behavior 4

Two Influences on Attitude Formation Direct Experience Social Learning the process of deriving attitudes from family, peer groups, religious organizations, and culture 5

Four Processes for Social Learning through Modeling The learner must Focus on the model Retain what was observed Practice the behavior Be motivated 6

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 8

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 14

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 15

Work Values Achievement (career advancement) Concern for others (compassionate behavior) Honesty (provision of accurate information) Fairness (impartiality) 16

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 17

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 18

Ethical Behavior Acting in ways consistent with one’s personal values and the commonly held values of the organization and society 19

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 20

Individual/Organizational Model of Ethical Behavior Individual Influences Value systems Locus of control Machiavellianism Cognitive moral development Ethical Behavior Organizational Influences Codes of conduct Norms Modeling Rewards and punishments Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved 21

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 22