MCSHANE
Organizational
VON GLINOW
BEHAVIOR
C H A P T E R
S E V E N
Workplace Emotions,
Values, and Ethics
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
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
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
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
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
• 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
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
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
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
Model of Attitudes and Behavior
Beliefs
Attitude
Emotional
Episodes
Feelings
Behavioral
Intentions
Behavior
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
Job Satisfaction Model
Outcomes/
inputs
of others
Amount
Expected
Past
experience
Job satisfaction
Job dissatisfaction
Inequity feelings
Perceived
amount
received
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
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
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
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
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
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
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
“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.
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
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
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
Emotional Intelligence
SelfAwareness
Social
Skill
Emotional
Intelligence
SelfMotivation
Empathy
Irwin/ McGraw-Hill
SelfRegulation
13
© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
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
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
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
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
Collectivism-Individualism
Collectivism
China
Japan
Germany
United
States
Individualism
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
Power Distance
High Power Distance
Mexico
France
Japan
United
States
Germany
Low Power Distance
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
Uncertainty Avoidance
High U. A.
Japan
Germany
United
States
Hong
Kong
Low U. A.
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
Achievement-Nurturing
Achievement
Japan
The degree that people
value assertiveness,
competitiveness, and
materialism (achievement)
versus relationships and
well-being of others
(nurturing)
United
States
France
Sweden
Nurturing
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
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
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
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
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
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
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
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
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
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
Irwin/ McGraw-Hill
24
© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
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
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
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
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
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???
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
6.4
VON GLINOW
BEHAVIOR
Kohlberg’s Stages of Moral Development
Stages of Moral
Development
6
Universal Principles
5
Social Contact
4
Law and Order
3
Interpersonal
2
Instrumental
1
Obedience and
Punishment
Low
(Child)
Individual Development
High
(Adult)
Adapted from Figure 6.2
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
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”
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
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
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
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?
Irwin/ McGraw-Hill
31
© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
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
Irwin/ McGraw-Hill
32
© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
6.7
VON GLINOW
BEHAVIOR
Stakeholders of the Organization
Customers
Employees
Owners
Unions
Suppliers
Local
Community
Government
Strategic
partners
Society in
General
Adapted from Figure 6.3
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
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
Irwin/ McGraw-Hill
34
© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
Whistle-blowing
• Whistle-blowing-reporting unethical or
illegal behavior
• Has many consequences and risks
• When should you blow-the-whistle?
Irwin/ McGraw-Hill
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© The McGraw-Hill Companies, Inc. 2000
MCSHANE
Organizational
VON GLINOW
BEHAVIOR
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
Irwin/ McGraw-Hill
36
© The McGraw-Hill Companies, Inc. 2000