Chapter 4 Nelson & Quick

1. Chapter 4 Nelson & Quick Attitudes, Values, & Ethics

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 my Verbal statements boss. about feelings ehavioral Observed behavior I want to transfer intentions Verbal statements to another dept. about intentions 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. 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. Affective Commitment Desire to remain Organizational Commitment The strength of an individual’s identification with an organization Continuance Commitment Cannot afford to leave Normative Commitment Perceived obligation to remain Work Attitudes: Organizational Commitment

10. Process of Persuasion Source individual influences target attitude of the target individual NEW

11. Characteristics Persuadable Target- **lower self esteem, **moderate attitudes **good mood Message – **non-threatening **acknowledging Influential Source - **trustworthy **attractive **expertise

12. Cognitive Routes to Persuasion Central Route 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 Peripheral Route 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.

13. 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

14. 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 Examples: honesty, politeness, courage Examples: happiness, salvation, prosperity

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

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

17. 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

18. Ethical Behavior Acting in ways consistent with one’s personal values and the commonly held values of the organization and society

19. 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

20. 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

21. 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

22. 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)

23. Machiavellianism a personality characteristic indicating one’s willingness to do whatever it takes to get one’s own way

24. Level lll Principled 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