Chapter 4 Nelson & Quick Attitudes, Values, & Ethics Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved.

Chapter 4 Nelson & Quick

Attitudes, Values, & Ethics

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved.

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”?

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 about intentions department.

M.J. Rosenberg and C. I. Hovland, “Cognitive, Affective, and Behavioral Componentsof Attitude,” in M.J. Rosenberg, C.I. Hovland, W.J. McGuire, R.P. Abelson, and J.H.

Brehm, Attitude Organization and Change, 1960

ABC Model of an Attitude

Component Measured by Example

ognition Attitude scales I believe my Verbal statements boss plays about beliefs favorites.

A

C

B

Cognitive Dissonance

Cognitive Dissonance - a state of tension that is produced when an individual

experiences conflict between attitudes and behavior

Two Influences on Attitude Formation

Direct Experience

Social Learning

the process of deriving attitudes from family, peer groups, religious organizations, and culture

Four Processes for Social Learning through Modeling

Focus on the model Retain what was observed Practice the behavior Be motivated

The learner must

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

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

Work Attitudes: Organizational Commitment

Normative CommitmentPerceived obligation to remain

Continuance CommitmentCannot afford to leave

Affective CommitmentDesire to remain Organizational

Commitment The strength of an

individual’s identification with an organization

Process of Persuasion

attitude of the target individual

Sourceindividual influences

target

NEW

Characteristics

Persuadable Target - **lower self esteem,**moderate attitudes**good mood

Influential Source -**trustworthy**attractive**expertise

Message - **non-threatening**acknowledging

Cognitive Routes to Persuasion

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.

Message

HighElaboration

Carefulprocessing

Attitude changedepending onquantity of arguments

LowElaboration

Absence ofcarefulprocessing

Attitude changedepending on sourcecharacteristics ornon-substantial aspectsof the message

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

Values

Terminal - values that represent the goals to be achieved or the end states of existence

Examples: honesty, politeness, courage

Examples: happiness, salvation, prosperity

Instrumental - values that represent the acceptable behaviors to be used in achieving some end state

Work Values

Achievement (career advancement) Concern for others (compassionate behavior) Honesty (provision of accurate information) Fairness (impartiality)

Cultural Differences in Values

Authority is a right of office and rank

Decisions should be challenged

France

The Netherlands

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 aboveboard

Ethical Behavior

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

Qualities Required for Ethical Decision Making

The competence to identify ethical issues and evaluatethe consequences of alternative courses of action

The self-confidence to seek out different opinions aboutthe issue and decide what is right in terms of a situation

Tough mindedness--the willingness to make decisionswhen all that needs to be known cannot be known and when

the ethical issue has no established, unambiguous solution

Individual/Organizational Model of Ethical Behavior

Individual InfluencesValue systemsLocus of controlMachiavellianismCognitive moral development

Organizational InfluencesCodes of conductNormsModelingRewards and punishments

EthicalBehavior

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

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)

Machiavellianism

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

Cognitive Moral Development

Cognitive Moral Development - the process of moving through stages of maturity in terms of making ethical decisions

Level lPremoral

Level llConventional

Level lllPrincipled