Learning Outcomes
Chapter 4
Attitudes, Values, and Ethics
© 2011 Cengage Learning. All rights reserved.
Attitude –
a psychological tendency expressed by
a psychological tendency expressed
byevaluating
evaluating
entity
with
some
anan
entity
with
some
degree
degree of favor or disfavor
of favor or disfavor
Should poor performance be
blamed on “bad attitude”?
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4-2
Model of an Attitude
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Cognitive Dissonance
a state of tension that is produced
when an individual experiences
conflict between attitudes and
behavior
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Two Influences on Attitude
Formation
Direct Experience
Social Learning
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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?
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4-6
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
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4-7
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.
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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.
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4-9
Organizational Commitment
• The strength of an individual’s
identification with an organization.
• Three kinds of organizational
commitment:
1. Affective
2. Continuance
3. Normative
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Kinds of Organizational
Commitment
Affective Commitment:
The type of organizational
commitment that is based on
an individual’s desire to
remain in an organization.
Continuance Commitment:
The type of organizational
commitment that is based on
the fact that an individual
cannot afford to leave.
Normative Commitment: The
type of commitment that is
based on an individual’s
perceived obligation to remain
within an organization.
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Affective Commitment
1. A belief in the goals and values of the
organization.
2. A willingness to put forth effort on
behalf of the organization.
3. A desire to remain a member of the
organization.
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Affective Commitment
 Conditions that enhance:
 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
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4-13
Individual Effectiveness
(engagement)
•Task performance
•Extra-role performance (OCB)
•Lateness
•Absenteeism
•Turnover
Overall Job Attitude
•Satisfaction
•Commitment
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. 2006. How important are job attitudes?
SHOW STUDY
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
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0.64
Interdependence
0.39
Hope
Trust
0.21
-0.64
Burnout
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Performance
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
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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
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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
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4-19
Core
Self-Evaluation
Task
Performance
Value Congruence
Engagement
Citizenship
Behavior
Organizational
Support
Rich, et al. 2010, AMJ
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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?
© 2011 Cengage Learning. All
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Engagement
 Cause (examples: Q12)
 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
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4-22
 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?
© 2011 Cengage Learning. All
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Service-Profit Chain
Operating Strategy and Service Delivery System
Employee
Retention
Internal
Service
Quality
Employee
Satisfaction
And Commitment
Revenue
Growth
(effectiveness)
External
Service
Value
Customer
Satisfaction
Employee
Productivity
Profitability
(efficiency)
Results
for customers
Workplace design
Job design
Employee selection
and development
Rewards and recognition
Enablement: Tools for serving customers
Customer
Loyalty
Retention
Repeat business
Referral
Service designed and delivered
to meet targeted customers’ needs
Source: James L. Heskett et al. “Putting the Service Profit Chain to Work”, Harvard Business Review, March-April 1994, p. 166
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Emotions
Mental states that typically include
feelings, physiological changes, and
the inclination to act.
Short-lived, intense reactions to an event that can affect behavior
Positive (e.g. joy and pride) and negative (e.g. fear and hostility)
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4-25
JOB (DIS)SATISFACTION
[Positive Emotions]
• Improve cognitive
functioning
• Improve health and
coping mechanisms
• Enhance creativity
[Negative Emotions]
• Lead to workplace
deviance.
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© 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.
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Supervisor
Emotional
Exhaustion
Employee
Emotional
Exhaustion
Positive Service
Climate
Employee
Positive
Emotions
Link to post on the study
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4-29
Ethical Behavior
acting in ways consistent with one’s
personal values and the commonly held
values of the organization and society
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Individual/Organizational Model
of Ethical Behavior
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4-31
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
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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
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4-33
Lynndie England and Charles Graner in
Abu Ghraib prison, Iraq
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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.
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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
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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?
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