1. Chapter 4 Attitudes, Values, & Ethics Nelson & Quick1

2. 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

3. ABC Model of an Attitude
Component Measured by Example
ffect Physiological indicators I don’t like
Verbal statements my boss.
about feelings
ehavioral Observed behavior I want to
intentions Verbal statements transfer to
about intentions another dept. A B C
ognition Attitude scales I believe my
Verbal statements boss plays
about beliefs favorites.
M.J. Rosenberg and C. I. Hovland, “Cognitive, Affective, and Behavioral Components
of Attitude,” in M.J. Rosenberg, C.I. Hovland, W.J. McGuire, R.P. Abelson, and J.H.
Brehm, Attitude Organization and Change, 1960 3

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

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

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

7. 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 7

8. 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

9. Work Attitudes: Organizational Commitment
Affective Commitment
Organizational
Commitment
The strength of an
individual’s
identification with
an organization
Continuance Commitment
Normative Commitment

10. Process of Persuasion
Attitude of the
Target Individual 10

11. Process of Persuasion Source individual influences Target
Attitude of the
Target Individual 11

12. Process of Persuasion NEW Attitude of the Source individual influences
Target
NEW Attitude of the
Target Individual 12

13. Cognitive Routes to Persuasion
Attitude change
depending on
quantity of arguments
High
Elaboration
Careful
processing
Message
Attitude change
depending on source
characteristics or
non-substantial aspects
of the message
Absence of
careful
processing
Low
Elaboration
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): 13

14. Values
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

15. 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 15

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

17. Cultural Differences in Values
Group
input is
important.
Decisions
should be
challenged.
Authority is a
right of
office and
rank
France
The Netherlands 17

18. Handling Cultural Differences
Learn about others’ values
Avoid prejudging
Operate legitimately within others ethical points of view
Avoid rationalizing
Refuse to violate fundamental values
Be open and above board 18

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

20. 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

21. 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 21

22. Values, Ethics & 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

23. Locus of Control
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) 23

24. Machiavellianism
Machiavellianism - A personality characteristic indicating one’s willingness to do whatever it takes to get one’s own way 24

25. Cognitive Moral Development
Cognitive Moral Development - The process of moving through stages of maturity in terms of making ethical decisions
Level l
Premoral
Level ll
Conventional
Level lll
Principled 25