1. Chapter 4 Attitudes, Emotions, and Ethics
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2. 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

3. 4.1 The ABC Model of an Attitude

4. 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

5. 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

6. 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?

7. 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

8. 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.

9. 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.

10. 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

11. 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

12. 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 How important are job attitudes?
SHOW STUDY

13. 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

14. Hope
Trust
Burnout
0.64
0.39
0.21
Interdependence
Performance
-0.64

15. 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

16. 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

17. 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

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

19. 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?

20. 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

21. 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?

22. 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

23. 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

24. 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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26. 4.3 Individual/Organizational Model of Ethical Behavior

27. 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

28. 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

29. Lynndie England and Charles Graner in
Abu Ghraib prison, Iraq

30. 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.

31. 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

32. 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?