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

© 2011 Cengage Learning. All rights reserved.

Chapter 4 Attitudes, Values, and Ethics

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a psychological tendency expressed by

evaluating an entity with some degree

of favor or disfavor

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Attitude –

a psychological tendency expressed by evaluating an entity with some degree of favor or disfavor

Should poor performance be blamed on “bad attitude”?

Model of an Attitude



Cognitive Dissonance

a state of tension that is produced

when an individual experiences

conflict between attitudes and

behavior


Two Influences on Attitude Formation

Social Learning Direct Experience


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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?


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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.

AbsenteeismTurnover

Individual Task PerformanceOrganizational Performance


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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.


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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.

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Organizational Commitment

• The strength of an individual’s identification with an organization.

• Three kinds of organizational commitment:1. Affective

2. Continuance

3. Normative

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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.

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Affective Commitment

1. A belief in the goals and values of the organization.

2. A willingness to put forth effort on behalf of the organization.

3. A desire to remain a member of the organization.


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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

Overall Job Attitude•Satisfaction•Commitment

Individual Effectiveness (engagement)•Task performance•Extra-role performance (OCB)•Lateness•Absenteeism•Turnover

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

http://www.bretlsimmons.com/2010-04/interpersonal-citizenship-behavior-my-most-recent-research/


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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


Interdependence

Hope

Trust

Burnout

Performance

-0.64

0.39

0.64

0.21


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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. Vigor is 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. Dedication refers 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


VIGORWhen I am working, I feel mentally strong

I can continue for a very long time when I am workingWhen I work at my current job, I feel like I am bursting with energy

At my job, I feel strong and vigorousWhen I get up in the morning, I feel like going to work

DEDICATONI find my work to be full of meaning and purpose

My work inspires meI am enthusiastic about my jobI am proud of the work that I do

I find my work challengingABSORBTION

Time flies when I am workingWhen I am working, I forget everything else around me

I feel very happy when I am working intensivelyI can get carried away when I am working

I am immersed in my work


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

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TaskPerformance

Citizenship Behavior

Engagement

CoreSelf-Evaluation

Value Congruence

OrganizationalSupport

Rich, et al. 2010, AMJ


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?


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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


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?


InternalServiceQuality

EmployeeSatisfaction And Commitment

EmployeeRetention

Employee Productivity

External ServiceValue

CustomerSatisfaction

CustomerLoyalty

RevenueGrowth(effectiveness)

Profitability(efficiency)

RetentionRepeat businessReferral

Service designed and deliveredto meet targeted customers’ needs

Results for customers

Workplace designJob designEmployee selection and developmentRewards and recognitionEnablement: Tools for serving customers

Operating Strategy and Service Delivery System

Source: James L. Heskett et al. “Putting the Service Profit Chain to Work”, Harvard Business Review, March-April 1994, p. 166

Service-Profit Chain


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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)


[Positive Emotions]

JOB (DIS)SATISFACTION

• Improve cognitive functioning

• Improve health and coping mechanisms

• Enhance creativity

[Negative Emotions]

• Lead to workplace deviance.




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.


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EmployeePositive Emotions

Supervisor Emotional Exhaustion

Employee Emotional Exhaustion

Positive ServiceClimate

Link to post on the study

http://theleaderlab.org/2010/08/want-your-employees-to-display-positive-emotions/


Ethical Behavior

acting in ways consistent with one’s

personal values and the commonly held

values of the organization and society


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Individual/Organizational Model of Ethical Behavior

Nelson Figure 4.3.CLP


Locus of Control - personality variable that affects individual behaviorInternal - 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


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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


Lynndie England and Charles Graner inAbu Ghraib prison, Iraq


Ethical decision making requires three qualities of

individuals

Ethics and the Individual

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.


Cognitive Moral DevelopmentThe process of moving through stages of maturity in terms of

making ethical decisions

Level I – Premoral LevelStage 2 – serve immediate interestStage 1 – avoid punishment

Level Il – Conventional LevelStage 4 – observe

societal lawsStage 3 – live up to

friends’ expectations

Level llI – Principled LevelStage 6 – self-selected

ethical principlesStage 5 – principles of

justice/right


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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. Chapter 4 Attitudes, Values, and Ethics Learning Outcomes.

Documents

cengage learning

behavior slide

type of commitment

normative slide

normative commitment

continuance commitment

organizational norms

organizational functioning