Chapter 4 Attitudes, Values, & Ethics Nelson & Quick

1. Chapter 4Attitudes, Values, & EthicsNelson & Quick

2. Attitude Attitude -a psychological tendency expressed by evaluating an entity with some degree of favor or disfavor Should poor performance be blamed on “bad attitude”?

3. ffect Physiological indicators I don’t like Verbal statements my boss. about feelings ehavioral Observed behavior I want to intentions Verbal statements transfer to about intentions another dept. ABC Model of an Attitude Component Measured by Example A B C ognition Attitude scales I believe my Verbal statements boss plays about beliefs favorites. M.J. Rosenberg and C. I. Hovland, “Cognitive, Affective, and Behavioral Components of Attitude,” in M.J. Rosenberg, C.I. Hovland, W.J. McGuire, R.P. Abelson, and J.H. Brehm, Attitude Organization and Change, 1960

4. attitude behavior Cognitive Dissonance Cognitive Dissonance -a state of tension that is produced when an individual experiences conflict between attitudes and behavior

5. Two Influences on Attitude Formation Direct Experience Social Learning -the process of deriving attitudes from family, peer groups, religious organizations, and culture

6. Four Processes for Social Learning through Modeling • Focus on the model • Retain what was observed • Practice the behavior • Be motivated The learner must

7. 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

8. Work Attitudes: Job Satisfaction Job Satisfaction - a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience Organizational Citizenship Behavior • Behavior that is above and beyond duty • Related to job satisfaction

9. Work Attitudes: Organizational Commitment Affective Commitment Organizational Commitment The strength of an individual’s identification with an organization Continuance Commitment Normative Commitment

10. Process of Persuasion Attitude of the Target Individual

11. Process of Persuasion Source individual influences Target Attitude of the Target Individual

12. Process of Persuasion Source individual influences Target NEWAttitude of the Target Individual

13. Cognitive Routes to Persuasion Attitude change depending on quantity of arguments High Elaboration Careful processing Message Attitude change depending on source characteristics or non-substantial aspects of the message Absence of careful processing Low Elaboration 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.

14. Values 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

15. Values Instrumental -values that represent the acceptable behaviors to be used in achieving some end state Terminal -values that represent the goals to be achieved, or the end states of existence

16. Work Values • Achievement (career advancement) • Concern for others (compassionate behavior) • Honesty (provision of accurate information) • Fairness (impartiality)

17. Group input is important. Decisions should be challenged. Cultural Differences in Values Authority is a right of office and rank France The Netherlands

18. Handling Cultural Differences • Learn about others’ values • Avoid prejudging • Operate legitimately within others ethical points of view • Avoid rationalizing • Refuse to violate fundamental values • Be open and above board

19. Ethical Behavior Ethical Behavior -acting in ways consistent with one’s personal values and the commonly held values of the organization and society.

20. Qualities Required for Ethical Decision-making 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 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

21. Individual/Organizational Model of Ethical Behavior Individual Influences Value systems Locus of control Machiavellianism Cognitive moral development Ethical Behavior Organizational Influences Codes of conduct Norms Modeling Rewards and punishments

22. Values, Ethics & 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

23. Locus of Control 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)

24. Machiavellianism Machiavellianism -A personality characteristic indicating one’s willingness to do whatever it takes to get one’s own way

25. Level l Premoral Level ll Conventional Cognitive Moral Development Cognitive Moral Development -The process of moving through stages of maturity in terms of making ethical decisions Level lll Principled