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Workplace Emotions, Values, and Ethics
7 C H A P T E R S E V E N Workplace Emotions, Values, and Ethics
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Continental Airlines Continental Airlines went from “worst to first” by changing employee attitudes and emotions. The result was improved morale, customer service, and performance. Courtesy of Continental Airlines
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Emotions Defined Feelings experienced toward an object, person, or event that create a state of readiness Make us aware of events that may affect personal goals Emotions are directed toward something
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Negative Affectivity - a perpetual bad, or negative mood
Positive Affectivity - extent to which individuals experience wide shifts in their emotional states Negative Affectivity - a perpetual bad, or negative mood Not related, or ends of a continuum Attitudes - cluster of beliefs, assessed feelings, and behavioral intentions toward an object
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Job Satisfaction and Behavior
Satisfaction reduces turnover, absenteeism Weak association with job performance General attitude with specific behaviors Performance affects satisfaction through rewards Satisfaction affects org. citizenship Satisfaction increases customer satisfaction Affects moods, positive behaviors Less turnover, more consistent service
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Model of Attitudes and Behavior
Beliefs Emotional Episodes Feelings Attitude Behavioral Intentions Behavior
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Job Satisfaction Model
Outcomes/ inputs of others Amount Expected Past experience Job satisfaction Job dissatisfaction Inequity feelings Perceived amount received
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Organizational Commitment
Affective commitment Emotional attachment to, identification with, and involvement in an organization Normative Commitment Feeling of obligation or need to repay one’s organization Continuance commitment Belief that staying with the organization serves your personal interests
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Building Organizational Commitment
Maintain fairness and satisfaction Provide some job security Support organizational comprehension Involve employees in decisions Build trust - positive expectations about another party’s intentions and actions toward them in risky situations
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Emotional Labor Effort, planning and control needed to express organizationally desired emotions during interpersonal transactions Problems with emotional labor: True emotions leak out or explode Cognitive dissonance - conflict between emotions, behavior, or beliefs about a topic Varied display norms across cultures Causes Stress and Burnout Backstage Areas
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“Hiring for Attitude” at Four Seasons
Four Seasons Hotels and Resorts “hires for attitude, trains for skills.” Applicants must have emotions compatible with the job and possess the emotional intelligence needed to serve guests effectively. Courtesy of Four Seasons Hotels & Resorts.
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Emotional Intelligence
- ability to monitor your own and other’s emotions, to discriminate among them, and to use the information to guide your thinking and actions Self-awareness self-monitoring Self-regulation Self-motivation Empathy Social Skills
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Emotional Intelligence
Self- Awareness Emotional Intelligence Social Skill Self- Regulation Empathy Self- Motivation
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Values at Work Values - enduring beliefs and expectations held to be important guides to behavior by a person or group of people Generalized conceptions of the world Include cross-cultural, ethical, and organizational culture values Organizational Value Systems Functional Values
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Cultural Values Individualism - Collectivism - extent to which people value their group membership and group goals or value their individuality and personal goals Power Distance - acceptance of unequal distribution of power in a society Uncertainty avoidance - toleration of ambiguity, feeling threatened by ambiguity and uncertainty
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Collectivism-Individualism
China Japan Germany United States Individualism
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Power Distance High Power Distance Low Power Distance Mexico France
Japan United States Germany Low Power Distance
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Uncertainty Avoidance
High U. A. Japan Germany United States Hong Kong Low U. A.
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Achievement-Nurturing
Japan The degree that people value assertiveness, competitiveness, and materialism (achievement) versus relationships and well-being of others (nurturing) United States France Sweden Nurturing
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Long/Short-Term Orientation
Long-Term Orientation China The degree that people value thrift, savings, and persistence (long-term) versus past and present issues (short-term). Japan Netherlands United States Russia Short-Term Orientation
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Ethics Ethics are not laws by any means
Ethics-beliefs about what is right or wrong Moral Principles-societal rules of acceptable behavior Governed by culture, values, etc. One’s perspective Moral Principles drive the rules of ethics
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Ethics Societal Ethics-standards that govern how members of a society are to deal with each other on issues of fairness, justice, poverty, and individual rights Professional ethics-standards that govern members of a profession Individual ethics-personal standards that govern individual interaction
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Three Ethical Principles
Utilitarianism Greatest good for greatest number Individual Rights Fundamental entitlements in society Distributive Justice Inequality must have equal access Inequality must benefit the least well off
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Influences on Ethical Conduct
Moral intensity degree that issue demands ethical principles Ethical sensitivity ability to recognize the presence and determine the relative importance of an ethical issue Situational influences competitive pressures and other conditions affect ethical behavior
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Ethical Vs Unethical Decisions
Ethical decision-reasonable and acceptable because it aids stakeholders, organization, and society Unethical decision-decision that a manager would prefer to disguise or hide from other people because of individual gain is placed above others needs Rules of thumb
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Examples of Law/Ethical Difference
Students borrowing and investing money Employment-at-will - employers are free to hire and fire employees for any or NO reason, but, employees can also quit at any time as well A law that allows unethical behavior Caveat emptor-buyer beware Reputation-costs and benefits
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Kohlberg’s Stages of Moral Development
As people grow up they move through six stages of moral development Not everyone makes it through all stages Where do you fall??? Do you agree with the progression??? Are all behavior decisions made by an individual based on only one stage???
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Kohlberg’s Stages of Moral Development
6.4 Kohlberg’s Stages of Moral Development 6 5 4 3 2 1 Universal Principles Social Contact Stages of Moral Development Law and Order Interpersonal Instrumental Obedience and Punishment Low (Child) High (Adult) Individual Development Adapted from Figure 6.2 5
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Stages of development Obedience/Punishment - behaviors are performed to avoid punishment Instrumental - behaviors are performed to get what you want Interpersonal - seeking approval of friends, family, etc. is important in determining behaviors “good person”
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Stages (cont...) Law and Order - Respect for laws, authority and country, seeing individuals and society as important - legalistic Social contract - There are a few absolutes, but laws and ethics must be balanced in order to provide greatest good for the greatest number Universal Principles - people that actually have a conscious
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Utilitarian Model Greatest good for the greatest number, but may hurt a few How does this fit with the U.S. system?? Do we do the greatest good for the greatest number? Or do a few people drive society in their desired direction?
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Stakeholder Theory Any individual or group that has interests, rights, ownership, or is affected in any way by an organization A broad net that covers many individuals and groups Some groups more important or germane to the organization and its success
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Stakeholders of the Organization
6.7 Stakeholders of the Organization Customers Owners Employees Unions Suppliers Local Community Government Strategic partners Society in General Adapted from Figure 6.3
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Conflict It is difficult to impossible to balance all stakeholder concerns Owls Vs. Lumber Pollution Vs. Jobs Politics Vs. Profits Firms might not know of a stakeholder until there is a problem
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Whistle-blowing Whistle-blowing-reporting unethical or illegal behavior Has many consequences and risks When should you blow-the-whistle?
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Sexual Harassment Quid pro quo sexual harassment - asking for or forcing sexual contact with an employee in exchange for reward or to avoid punishment hostile work environment sexual harassment - lewd jokes, pornography, sexually oriented remarks about one’s appearance making that person uncomfortable
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