Workplace Emotions, Values, and Ethics

1. 7 C H A P T E R Workplace Emotions,Values, and Ethics S E V E N

2. 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

3. 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

4. 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

5. 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

6. Beliefs Emotional Episodes Behavioral Intentions Behavior Model of Attitudes and Behavior Feelings Attitude

7. Job Satisfaction Model Outcomes/inputsof others AmountExpected Pastexperience Job satisfaction Job dissatisfaction Inequity feelings Perceived amountreceived

8. 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

9. 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

10. 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

11. “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.

12. 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

13. Emotional Intelligence Self- Awareness Emotional Intelligence Social Skill Self- Regulation Empathy Self- Motivation

14. 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

15. 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

16. Collectivism-Individualism Collectivism China Japan Germany UnitedStates Individualism

17. Power Distance High Power Distance Mexico France Japan United States Germany Low Power Distance

18. Uncertainty Avoidance High U. A. Japan Germany United States HongKong Low U. A.

19. The degree that people value assertiveness, competitiveness, and materialism (achievement) versus relationships and well-being of others (nurturing) Achievement-Nurturing Achievement Japan United States France Sweden Nurturing

20. The degree that people value thrift, savings, and persistence (long-term) versus past and present issues (short-term). Long/Short-Term Orientation Long-Term Orientation China Japan Netherlands United States Russia Short-Term Orientation

21. 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

22. 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

23. 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

24. 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

25. 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

26. 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

27. 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???

28. 6.4 Kohlberg’s Stages of Moral Development 6 5 4 3 2 1 Universal Principles Social Contact Stages of Moral Development Law and Order Interpersonal Instrumental Obedience and Punishment Low (Child) High (Adult) Individual Development Adapted from Figure 6.2

29. 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”

30. 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

31. 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?

32. 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

33. 6.7 Stakeholders of the Organization Customers Employees Owners Unions Suppliers Local Community Government Society in General Strategic partners Adapted from Figure 6.3

34. 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

35. Whistle-blowing • Whistle-blowing-reporting unethical or illegal behavior • Has many consequences and risks • When should you blow-the-whistle?

36. 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