Chapter 4 Nelson

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Chapter 4 Nelson Quick

• Attitudes, Values, Ethics

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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?
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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.
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Cognitive Dissonance

• Cognitive Dissonance - a state of tension that is
  produced when an individual
• experiences conflict between
• attitudes and behavior

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Two Influences on Attitude Formation

• Direct Experience
• Social Learning

the process of deriving attitudes from family,
peer groups, religious organizations, and culture
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Attitude-Behavior Correspondence Requirements

• Attitude Specificity - a specific attitude
• Attitude favor open communication with employees
• Behavior keep office door open and instruct
  secretary not to screen phone calls.
• Attitude Relevance - some self-interest
• E.g. permanent fund
• Measurement Timing - measurement close to
  observed behavior
• Personality Factors - ex. self-monitoring
• Social Constraints acceptability (e.g. dress
  professionalism)

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Work Attitudes Job Satisfaction

• Job Satisfaction - a pleasurable or positive
  emotional state resulting from the appraisal of
  ones job or job experience
• Organizational Citizenship Behavior
• Behavior that is above and beyond duty
• Related to job satisfaction

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Consequences of Job Satisfaction

• Employee Withdrawal Actions such as chronic
  absenteeism and voluntary turnover (i.e.,
  quitting ones job) that enable employees to
  escape from adverse organization situations.
• Absenteeism
• Turnover
• Individual Task Performance
• Organizational 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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Organizational Citizenship Behavior

• 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.

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Work Attitudes Organizational Commitment
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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

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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

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Organizational Justice
Distributive Justice- fairness of the outcomes
that individuals receive in an organization
Procedural Justice- fairness of the procedures by
which the outcomes are allocated in an
organization
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• Procedural Justice perceived fairness of
  process (rules and procedures) used to make a
  decision
• Perceived fairness of procedures used to allocate
  pay raises is a better predictor of satisfaction
  than the absolute amount of the pay raise
  received.
• Affects trust in management, intention to leave,
  evaluation of supervisor, job satisfaction, and
  employee theft, layoff survivors.

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Engagement (text page 472)

• 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 ones 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 ones
  work, whereby time passes quickly and one has
  difficulties with detaching oneself from work

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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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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
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• Employee
• Engagement
• Satisfaction
• Vigor
• Dedication
• Absorbtion

Effectiveness Efficiency
(enablement)
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Process of Persuasion
attitude of the target individual
NEW
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Characteristics
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Cognitive Routes to Persuasion
e.g. tuition increase
e.g. offer a new course
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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

Why are we interested in values?
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Values
Instrumental - values that represent the
acceptable behaviors to be used in achieving some
end state
Examples honesty, politeness, courage

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

Examples happiness, salvation, prosperity
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Work Values

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

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Cultural Differences in Values
Chinese value an individuals contribution to
relationships in the work team
Americans value an individuals contribution to
task accomplishment
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Handling Cultural Differences

• Acknowledge differences learn about others
  values with the intent to understand the
  differences.
• Reserve judgment 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

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Ethical Behavior

• Acting in ways consistent with ones personal
  values and the commonly held values of the
  organization and society

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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
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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
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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 ones values

Does ethical behavior affect organizational
performance?
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• 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

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Machiavellianism

• a personality characteristic indicating ones
  willingness to do whatever it takes to get ones
  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

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Cognitive Moral Development the process of
moving through stages of maturity in terms of
making ethical decisions
Level I Premoral Level
Stage 2 serve immediate interest
Stage 1 avoid punishment
Level Il Conventional Level
Stage 4 observe societal laws
Stage 3 live up to friends expectations
Are there gender differences in moral development
and ethics?