Chapter 4
Attitudes, Values, and
Ethics
Learning Outcomes
1 Explain the ABC model of an attitude.
2 Describe how attitudes are formed.
3 Identify sources of job satisfaction and commitment.
4 Distinguish between organizational citizenship and workplace deviance
behaviors.
5 Identify the characteristics of the source, target, and message that affect
persuasion.
6 Discuss the definition and importance of emotions at work.
7 Contrast the effects of individual and organizational influences on ethical
behavior.
8 Identify the factors that affect ethical behavior.
© 2009 Cengage Learning. All rights reserved.
1
Learning Outcome
Explain the ABC model of an attitude
© 2009 Cengage Learning. All
rights reserved.
Definition of Attitude
a psychological tendency expressed by
evaluating an entity with some degree of
favor or disfavor
Should poor
performance be
blamed on “bad
attitude”?
© 2009 Cengage Learning. All
rights reserved.
Beyond the Book:
Despair, Inc.
Promoting bad attitudes or relieving tension through humor?
Despair, Inc.’s highly successful
“demotivators” use cynical slogans to
parody motivational posters
By encouraging humor through a more
down-to-earth view of professional life,
Despair products may ironically
provide motivation to employees
© 2009 Cengage Learning. All
rights reserved.
Model of an Attitude
Component
A
B
C
ffect
Measured by
Physiological indicators
Verbal statements
about feelings
ehavioral Observed behavior
intentions Verbal statements
about intentions
ognition
Attitude scales
Verbal statements
about beliefs
Copyright ©2006
by South-Western,
a division of
Thomson Learning.
All rights reserved
Example
I don’t like my
boss.
I want to
transfer to
another dept.
I believe my
boss plays
favorites.
Cognitive Dissonance
a state of tension that is produced when
an individual experiences conflict between
attitudes and behavior
© 2009 Cengage Learning. All
rights reserved.
2
Learning Outcome
Describe how attitudes are formed.
© 2009 Cengage Learning. All
rights reserved.
Two Influences on Attitude
Formation
Direct Experience
Social Learning
the process of deriving
attitudes from family,
peer groups, religious
organizations, and
culture
© 2009 Cengage Learning. All
rights reserved.
Four Processes for Social Learning
through Modeling
The learner must
• Focus on the
model
• Retain what was
observed
• Practice the
behavior
• Be motivated
© 2009 Cengage Learning. All rights reserved.
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
© 2009 Cengage Learning. All rights reserved.
3&4
Learning Outcomes
Identify sources of job satisfaction and
commitment.
Distinguish between organizational
citizenship and workplace deviance
behaviors.
© 2009 Cengage Learning. All
rights reserved.
Job Satisfaction
a pleasurable or positive emotional state
resulting from the appraisal of one’s job or
job experience
© 2009 Cengage Learning. All
rights reserved.
JOB (DIS)SATISFACTION
[Dissatisfied workers]
• Skip work
• Quit
• Report more
psychological and
medical problems
which leads to
workplace
deviance
© 2009 Cengage Learning. All
rights reserved.
Job satisfaction leads
to
Organizational
Citizenship Behavior
Which is a
reflection of
organizational
commitment
© 2009 Cengage Learning. All
rights reserved.
WORK ATTITUIDES
ORGANIZATIONAL
COMMITMENT
C0MMITMENT
Continuance
Commitment
Cannot afford
to leave
© 2009 Cengage Learning. All
rights reserved.
WORK ATTITUIDES
Affective
Normative
Commitment
Commitment
Desire
Perceived
Organizational
to
obligation
Commitment
Remain
to remain
The strength of an
individual’s
identification with
an organization
5
Learning Outcome
Identify the characteristics of the
source, target, and message that affect
persuasion.
© 2009 Cengage Learning. All
rights reserved.
Process of Persuasion
Source
individual
influences
target
NEW
Attitude of the
target individual
© 2009 Cengage Learning. All
rights reserved.
Characteristics
Persuadable Target –
**lower self esteem
**moderate attitudes
**good mood
Message –
**non-threatening
**acknowledging
Influential Source –
**trustworthy
**attractive
**expertise
© 2009 Cengage Learning. All
rights reserved.
Elaboration Likelihood Model of
Persuasion
High
Elaboration
Careful
Processing
Attitude change depending
on quantity of arguments
Central
Route
Message
Peripheral
Route
Low
Elaboration
Absence of
Careful
processing
Attitude change depending on
source characteristics or nonsubstantial aspect of the
message
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): 123-205.
6
Learning Outcome
Discuss the definition and importance of
emotions at work.
© 2009 Cengage Learning. All
rights reserved.
JOB (DIS)SATISFACTION
[Positive Emotions]
[Negative Emotions]
• Improve cognitive
functioning
• Improve health and
coping mechanisms
• Enhance creativity
lead to
workplace
deviance
© 2009 Cengage Learning. All
rights reserved.
7
Learning Outcome
Contrast the effects of individual and
organizational influences on ethical
behavior.
© 2009 Cengage Learning. All
rights reserved.
Ethical Behavior
Acting in ways consistent with one’s
personal values and the commonly held
values of the organization and society
© 2009 Cengage Learning. All
rights reserved.
To Make Ethical Decisions
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, and
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.
© 2009 Cengage Learning. All
rights reserved.
Beyond the Book:
New England Patriots Spying Scandal
In September 2007, New England Patriots coach Bill
Belichick was fined and the team penalized for using a
video camera to spy on the opposing team’s defensive
signals
Despite his unethical actions, Belichick minimized fallout
by accepting full responsibility and apologizing for the
scandal
© 2009 Cengage Learning. All
rights reserved.
8
Learning Outcome
Identify the factors that affect ethical
behavior.
© 2009 Cengage Learning. All
rights reserved.
Definition of 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.
© 2009 Cengage Learning. All
rights reserved.
Values
Instrumental – values that represent the
acceptable behaviors to be used in
achieving some end state
Examples: honesty, politeness, courage
Terminal – values that represent
the goals to be achieved, or
the end states of existence
Examples: happiness, salvation, prosperity
© 2009 Cengage Learning. All
rights reserved.
Work Values
• Achievement (career advancement)
• Concern for others (compassionate
behavior)
• Honesty (provision of accurate
information)
• Fairness (impartiality)
© 2009 Cengage Learning. All rights reserved.
Cultural Differences in Values
Chinese value an
individual’s contribution
to relationships
in the work team
Americans value an
individual’s
contribution to task
accomplishment
© 2009 Cengage Learning. All
rights reserved.
Handling Cultural Differences
• Learn about others’ values
• Avoid prejudging business customs
• Operate legitimately within others’
ethical points of view
• Avoid rationalizing “borderline” actions
with excuses
• Refuse to violate fundamental values
• Be open and above board
© 2009 Cengage Learning. All
rights reserved.
Beyond the Book:
PepsiCo in India
In 2007, PepsiCo’s marketing initiatives in
India met with cultural opposition.
India’s water scarcity problems and distrust of
corporate giants, plus opposition from activist Sunita
Narain impeded the company’s growth.
Through humanitarian efforts and cultivating
understanding of Indian culture, PepsiCo was able to
counter its bad publicity and increase sales.
© 2009 Cengage Learning. All
rights reserved.
Individual/Organizational
Model
of Ethical Behavior
Individual Influences
Value systems
Locus of control
Machiavellianism
Cognitive moral development
Organizational Influences
Codes of conduct
Norms
Modeling
Rewards and punishments
Ethical
Behavior
Values, Ethics, and
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
© 2009 Cengage Learning. All
rights reserved.
Locus of Control
personality variable that affects individual
behavior
© 2009 Cengage Learning. All
rights reserved.
Locus of Control
[Internal]
[External ]
belief in
personal control
and personal
responsibility
© 2009 Cengage Learning. All
rights reserved.
belief in control
by outside
forces (fate,
chance, other
people)
Machiavellianism
a personality characteristic indicating one’s
willingness to do whatever it takes to get
one’s own way
© 2009 Cengage Learning. All
rights reserved.
Cognitive Moral Development
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
© 2009 Cengage Learning. All
rights reserved.