2. Attitudes, Self-Concept, Values, and Ethics3
Attitudes, Self-Concept, Values, and Ethics

3. Introduction
Job satisfaction is based on attitudes, which in turn are shaped by values and ethics
Self-concept is one’s attitude about oneself
Values do tend to influence, not necessarily affect, behavior, including whether or not behavior is ethical

4. Attitude
Attitude – a strong belief or feeling toward people, things, and situations
They are not quick judgments we change easily but we can change our attitudes
People interpret our attitudes by our behavior
Employers place great emphasis on attitude
Employee attitudes affect customer attitudes
Attitudes are primarily developed through experiences

5. Management Attitudes Theory X and Theory Y Pygmalion Effect
Theory X – the attitude that employees dislike work and must be closely supervised to get them to do their work
Theory Y – the attitude that employees like to work and do not need to be closely supervised to get them to do their work
Pygmalion Effect
Supervisors’ attitudes and expectations of employees and how they treat them largely determine their performance

6. Changing Your Attitudes
Be aware of your attitudes
Do not harbor negative thoughts
Keep an open mind

7. Shaping and Changing Employee Attitudes
Changing Your Attitudes
Do not harbor negative thoughts
Be aware of
Your attitudes
Keep an
open mind
Shaping and Changing Employee Attitudes
Accentuate
positive conditions
Be a positive
role model
Give employees
feedback
Provide consequences

8. Job Satisfaction Job satisfaction – a set of attitudes toward work
It is what most employees want from their jobs
Job satisfaction affects absenteeism and turnover, which affect performance
Job satisfaction survey – process of determining employee attitudes about the job and work environment

9. Improving job satisfaction may lead to better human relations and organizational performance by creating a win-win situation.

10. Determinants of Job Satisfaction
4. Supervision
5. Coworkers
6. Attitude
toward work
2. Pay
3. Growth and
upward
mobility
1. The work
itself

11. Self-Concept Self-concept – your overall attitude about yourself
Also called:
Self-esteem
Self-image
Self-concept includes perceptions about several aspects of oneself
Having a positive self-concept is part of emotional intelligence

12. Self-Efficacy
Self-efficacy – your belief in your capability to perform in a specific situation
Self-efficacy affects your-
effort
persistence
expressed interest
the difficulty of goals you select

13. Self-Fulfilling Prophecy
Your expectations affect your performance
Self-fulfilling prophecy – occurs when your expectations affect your success or failure
If you think you will be successful, you will be
If you think you will fail, you will, because you will fulfill your expectations
Your self-efficacy becomes your self-fulfilling prophecy

14. Attribution Theory
Attribution – the perception of the cause of behavior as being internal or external
Internal behavior – is within the control of the person
External behavior – is out of the person’s control
We make judgments about why people do the things they do by using: distinctiveness, consistency, and consensus
Attribution theory is how we perceive the causes of behavior, which in turn affect our subsequent choices and behaviors.

15. General Guidelines to Improve Your Self-Concept
View mistakes as learning experiences
Accept failure and bounce back
Control negative behavior and thoughts
Use any religious or spiritual beliefs you have that can help you develop a more positive self-concept

16. Action Plan for Building a Positive Self-Concept
Step 1. Identify your strengths and areas that need improvement
Step 2. Set short and long term goals and visualize them
Step 3. Develop a plan and implement it

17. Values (1 of 2)
Values – are the things that have worth for or are important to the individual
Concern what “should be”
Influence the choices we make among alternative behaviors
Value system – the set of standards by which an individual lives

18. Values (2 of 2)
Values direct the form that motivated behavior will take
Values help shape your attitudes
Values are developed in much the same way as attitudes
Values are more stable than attitudes

19. Spirituality (1 of 2)
One’s spirituality is the essence of who he or she is
It defines the inner self-
separate from the body
including the physical and intellectual self
The quality of being spiritual, of recognizing the intangible, life-affirming force in self and all human beings

20. Spirituality (2 of 2)
It is a state of intimate relationship with the inner self of higher values and morality
It is a recognition of the truth of the inner nature of people
It does not apply to particular religions, although the values of some religions may be part of a person’s spiritual focus

21. Spirituality in the Workplace (1 of 2)
It is about people seeing their work:
as a spiritual path
as an opportunity to grow personally
as a way to contribute to society in a meaningful way
It is about learning to be more caring and compassionate with:
fellow employees
bosses
subordinates
customers

22. Spirituality in the Workplace (2 of 2)
It is about integrity
being true to oneself
telling the truth to others
Can refer to an individual’s attempts to live his or her values more fully in the workplace
Can refer to the ways organizations structure themselves to support the spiritual growth of employees

23. Guidelines for Leading from a Spiritual Perspective
Know thyself
Act with authenticity and congruency
Respect and honor the beliefs of others
Be as trusting as you can be
Maintain a spiritual practice

24. Ethics Ethics – the moral standard of right and wrong behavior
Ethical behavior is affected by:
Personality traits and attitudes
Moral development
The situation

25. Levels of Moral Development
3. Postconventional
Behavior is motivated by universal principles of right and wrong, regardless of the expectations of the leader or group. One seeks to balance the concerns for self with those of others and the common good.
2. Conventional
Living up to expectations of acceptable behavior defined by others motivates behavior to fulfill duties and obligations. Common for followers to copy the behavior of the leaders and group.
1. Preconventional
Self-interest motivates behavior to meet one’s own needs to gain rewards while following rules and obedient to authority to avoid punishment.

26. Moral justification is the process of reinterpreting immoral behavior in terms of a higher purpose.

27. Justifications for Unethical Behavior (1 of 2)
Displacement of responsibility
The process of blaming one’s unethical behavior on others
Diffusion of responsibility
The process of the group using the unethical behavior with no one person being held responsible
Advantageous comparison
The process of comparing oneself to others who are worst

28. Justifications for Unethical Behavior (2 of 2)
Disregard or distortion of consequences
The process of minimizing the harm caused by the unethical behavior
Attribution of blame
The process of claiming the unethical behavior was caused by someone else’s behavior
Euphemistic labeling
The process of using “cosmetic” words to make the behavior sound acceptable

29. Human Relations Guides to Ethical Decisions
When making decisions, try to meet the goal of human relations by creating a win-win situation for all stakeholders

30. Global Ethics
Different countries have different levels of ethical standards
Managers typically have two choices:
Universalism – make the same ethical decisions across countries
Relativism –decisions to be made based on the ethical standard of the country
MNCs can choose their level of global corporate social responsibility (GCSR)

31. Levels of Global Corporate Social Responsibility (GCSR) and Action