© 2009 Cengage Learning. All rights reserved. Chapter 4 Attitudes, Values, and Ethics Learning Outcomes 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 disfavor Should 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

© 2009 Cengage Learning. All rights reserved. Two Influences on Attitude Formation Social Learning the process of deriving attitudes from family, peer groups, religious organizations, and culture Direct Experience

© 2009 Cengage Learning. All rights reserved. Four Processes for Social Learning through Modeling Focus on the model Retain what was observed Practice the behavior Be motivated The learner must

© 2009 Cengage Learning. All rights reserved. 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

© 2009 Cengage Learning. All rights reserved. [Dissatisfied workers ] JOB (DIS)SATISFACTION Skip work Quit Report more psychological and medical problems which leads to workplace deviance

© 2009 Cengage Learning. All rights reserved. Job satisfaction leads to Organizational Citizenship Behavior Which is a reflection of organizational commitment ORGANIZATIONAL COMMITMENT WORK ATTITUIDES

© 2009 Cengage Learning. All rights reserved. Organizational Commitment The strength of an individual’s identification with an organization Continuance Commitment Cannot afford to leave Affective Commitment Desire to Remain Normative Commitment Perceived obligation to remain WORK ATTITUIDES C0MMITMENT

© 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 Source individual influences target Attitude of the target individual NEW

© 2009 Cengage Learning. All rights reserved. Characteristics Persuadable 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): High Elaboration Low Elaboration Careful Processing Attitude change depending on quantity of arguments Absence of Careful processing Attitude change depending on source characteristics or non- substantial aspect of the message Message Central Route Peripheral Route

© 2009 Cengage Learning. All rights reserved. Learning Outcome Discuss the definition and importance of emotions at work. 6

© 2009 Cengage Learning. All rights reserved. [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

© 2009 Cengage Learning. All rights reserved. To Make Ethical Decisions 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, 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)

© 2009 Cengage Learning. All rights reserved. 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

© 2009 Cengage Learning. All rights reserved. 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 Influences Value systems Locus of control Machiavellianism Cognitive moral development Ethical Behavior 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

© 2009 Cengage Learning. All rights reserved. Cognitive Moral Development Cognitive Moral Development – the process of moving through stages of maturity in terms of making ethical decisions Level I – Premoral Level Stage 2 – serve immediate interestStage 1 – avoid punishment Level Il – Conventional Level Stage 4 – observe societal laws Stage 3 – live up to friends’ expectations Level llI – Principled Level Stage 6 – self-selected ethical principles Stage 5 – principles of justice/right