1. Chapter 4 Attitudes, Values, and Ethics
Explain the ABC model of an attitude.
Describe how attitudes are formed.
Identify sources of job satisfaction and commitment.
Distinguish between organizational citizenship and workplace deviance behaviors.
Identify the characteristics of the source, target, and message that affect persuasion.
Discuss the definition and importance of emotions at work.
Contrast the effects of individual and organizational influences on ethical behavior.
Identify the factors that affect ethical behavior.
Learning Outcomes
© 2011 Cengage Learning. All rights reserved.

2. © 2011 Cengage Learning. All rights reserved.
Attitude
a psychological tendency expressed by evaluating an entity with some degree of favor or disfavor
Should poor performance be blamed on “bad attitude”?
© 2011 Cengage Learning. All rights reserved. 2

3. Model of an Attitude B A C
© 2011 Cengage Learning. All rights reserved. 3

4. © 2011 Cengage Learning. All rights reserved.
Cognitive Dissonance
a state of tension that is produced when an individual experiences conflict between attitudes and behavior
© 2011 Cengage Learning. All rights reserved. 4

5. Two Influences on Attitude Formation
Direct Experience
Social Learning
© 2011 Cengage Learning. All rights reserved. 5

6. Learning by Observing a Model
The learner must:
Focus on the model
Retain what was observed
Reproduce the behavior through practice
Be motivated
© 2011 Cengage Learning. All rights reserved.
© 2011 Cengage Learning. All rights reserved. 6

7. Attitude–Behavior Correspondence Requirements
Attitude Specificity
Attitude Relevance
Measurement Timing
Personality Factors
Social Constraints
© 2011 Cengage Learning. All rights reserved. 7

8. © 2011 Cengage Learning. All rights reserved.
Job Satisfaction
a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience
© 2011 Cengage Learning. All rights reserved. 8

9. JOB (DIS)SATISFACTION
Most believe that happy or satisfied employees are more productive at work…
…but the relationship between job satisfaction and performance is more complex.
© 2011 Cengage Learning. All rights reserved.

10. Work Attitudes Organizational Citizenship Behavior Job satisfaction
Workplace deviance behavior
Job dissatisfaction
© 2011 Cengage Learning. All rights reserved.

11. © 2011 Cengage Learning. All rights reserved.
Process of Persuasion
Source
New Attitude
Persuasion
Target
© 2011 Cengage Learning. All rights reserved. 12

12. JOB (DIS)SATISFACTION
[Positive Emotions]
[Negative Emotions]
Improve cognitive functioning
Improve health and coping mechanisms
Enhance creativity
Lead to workplace deviance.
© 2011 Cengage Learning. All rights reserved.

13. © 2011 Cengage Learning. All rights reserved.
EMOTIONAL CONTAGION
Emotional contagion is the dynamic process through which emotions are transferred
from one person to another. It occurs primarily through nonverbal cues and
tendency for mimicry.
© 2011 Cengage Learning. All rights reserved.

14. © 2011 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
© 2011 Cengage Learning. All rights reserved. 19

15. Ethics and the Workplace
Violations of the public trust are costly….
…But, doing the right thing can have a positive effect on performance.
© 2011 Cengage Learning. All rights reserved. 20

16. © 2011 Cengage Learning. All rights reserved.
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.
© 2011 Cengage Learning. All rights reserved. 14

17. 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.
© 2011 Cengage Learning. All rights reserved.

18. © 2011 Cengage Learning. All rights reserved.
Values
Instrumental – values that represent the acceptable behaviors to be used in achieving some end state.
Terminal – values that represent the goals to be achieved, or the end states of existence
© 2011 Cengage Learning. All rights reserved. 15

19. © 2011 Cengage Learning. All rights reserved.
Work Values
Influence individual’s perceptions of right and wrong in the workplace.
Achievement
Concern for others
Honesty
Fairness
© 2011 Cengage Learning. All rights reserved. 16

20. Cultural Differences in Values
Doing business in a
global marketplace often
Means encountering a
clash of values among
different cultures.
© 2011 Cengage Learning. All rights reserved. 17

21. Locus of Control [Internal] [External ]
belief in personal control and personal responsibility
[External ]
belief in control by outside forces (fate, chance, other people)
Generally, internals make more ethical
decisions than externals.
© 2011 Cengage Learning. All rights reserved.

22. © 2011 Cengage Learning. All rights reserved.
Machiavellianism
a personality characteristic indicating one’s willingness to do whatever it takes to get one’s own way
© 2011 Cengage Learning. All rights reserved. 24

23. © 2011 Cengage Learning. All rights reserved.
Machiavellianism
[High-Machs]
better to be feared than loved; the ends justify the means.
[Low-Machs ]
value loyalty and relationships; concerned with other opinions.
© 2011 Cengage Learning. All rights reserved.