Chapter 4 Attitudes, Values, and Ethics

1. Chapter 4 Attitudes, Values, and Ethics Learning Outcomes © 2011 Cengage Learning. All rights reserved.

2. a psychological tendency expressed by evaluating an entity with some degree of favor or disfavor Attitude – a psychological tendency expressed by evaluating an entity with some degree of favor or disfavor Should poor performance be blamed on “bad attitude”? © 2011 Cengage Learning. All rights reserved.

3. A C B Model of an Attitude © 2011 Cengage Learning. All rights reserved.

4. Cognitive Dissonance a state of tension that is produced when an individual experiences conflict between attitudes and behavior © 2011 Cengage Learning. All rights reserved.

5. Two Influences on Attitude Formation Social Learning Direct Experience © 2011 Cengage Learning. All rights reserved.

6. 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? © 2011 Cengage Learning. All rights reserved.

7. 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 © 2011 Cengage Learning. All rights reserved.

8. 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. © 2011 Cengage Learning. All rights reserved.

9. 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. © 2011 Cengage Learning. All rights reserved.

10. Organizational Commitment • The strength of an individual’s identification with an organization. • Three kinds of organizational commitment: • Affective • Continuance • Normative

11. 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.

12. Affective Commitment A belief in the goals and values of the organization. A willingness to put forth effort on behalf of the organization. A desire to remain a member of the organization.

13. 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 © 2011 Cengage Learning. All rights reserved.

14. 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

15. 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 © 2011 Cengage Learning. All rights reserved.

16. Hope Trust Burnout 0.64 0.21 0.39 Interdependence Performance -0.64 © 2011 Cengage Learning. All rights reserved.

17. 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. Vigoris 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. Dedicationrefers 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 © 2011 Cengage Learning. All rights reserved.

18. 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 © 2011 Cengage Learning. All rights reserved.

19. 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 © 2011 Cengage Learning. All rights reserved.

20. Core Self-Evaluation Value Congruence Organizational Support Task Performance Citizenship Behavior Engagement Rich, et al. 2010, AMJ © 2011 Cengage Learning. All rights reserved.

21. 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 rights reserved.

22. 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 © 2011 Cengage Learning. All rights reserved.

23. 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 rights reserved.

24. Service-Profit Chain Operating Strategy and Service Delivery System Revenue Growth (effectiveness) Profitability (efficiency) Employee Retention Employee Productivity External Service Value Internal Service Quality Employee Satisfaction And Commitment Customer Satisfaction Customer Loyalty Results for customers Retention Repeat business Referral Workplace design Job design Employee selection and development Rewards and recognition Enablement: Tools for serving customers 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 © 2011 Cengage Learning. All rights reserved.

25. 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) © 2011 Cengage Learning. All rights reserved.

26. JOB (DIS)SATISFACTION [Positive Emotions] [Negative Emotions] • Improve cognitive functioning • Improve health and coping mechanisms • Enhance creativity • Lead to workplace deviance. © 2011 Cengage Learning. All rights reserved.

27. © 2011 Cengage Learning. All rights reserved. © 2011 Cengage Learning. All rights reserved.

28. EMOTIONAL CONTAGION Emotional contagion is the dynamic process through which emotions are transferred from one person to another. It occursprimarily through nonverbal cues and tendency for mimicry. © 2011 Cengage Learning. All rights reserved.

29. Positive Service Climate Supervisor Emotional Exhaustion Employee Emotional Exhaustion Employee Positive Emotions Link to post on the study © 2011 Cengage Learning. All rights reserved.

30. Ethical Behavior acting in ways consistent with one’s personal values and the commonly held values of the organization and society © 2011 Cengage Learning. All rights reserved.

31. Individual/Organizational Model of Ethical Behavior © 2011 Cengage Learning. All rights reserved.

32. 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 © 2011 Cengage Learning. All rights reserved.

33. 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 © 2011 Cengage Learning. All rights reserved.

34. Lynndie England and Charles Graner in Abu Ghraib prison, Iraq © 2011 Cengage Learning. All rights reserved.

35. 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. © 2011 Cengage Learning. All rights reserved.

36. 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 © 2011 Cengage Learning. All rights reserved.

37. 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? © 2011 Cengage Learning. All rights reserved.