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

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”? 2

ABC Model of an Attitude Component Measured by Example ffect Physiological indicators I don’t like Verbal statements my boss. about feelings ehavioral Observed behavior I want to intentions Verbal statements transfer to about intentions another dept. 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 3

Cognitive Dissonance Cognitive Dissonance - a state of tension that is produced when an individual experiences conflict between attitudes and behavior attitude behavior 4

Two Influences on Attitude Formation Direct Experience Social Learning - the process of deriving attitudes from family, peer groups, religious organizations, and culture 5

Four Processes for Social Learning through Modeling The learner must Focus on the model Retain what was observed Practice the behavior Be motivated 6

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 7

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 8

Work Attitudes: Organizational Commitment Affective Commitment Organizational Commitment The strength of an individual’s identification with an organization Continuance Commitment Normative Commitment

Process of Persuasion Attitude of the Target Individual 10

Process of Persuasion Source individual influences Target Attitude of the Target Individual 11

Process of Persuasion NEW Attitude of the Source individual influences Target NEW Attitude of the Target Individual 12

Cognitive Routes to Persuasion 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 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 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 15

Work Values Achievement (career advancement) Concern for others (compassionate behavior) Honesty (provision of accurate information) Fairness (impartiality) 16

Cultural Differences in Values Group input is important. Decisions should be challenged. Authority is a right of office and rank France The Netherlands 17

Handling Cultural Differences Learn about others’ values Avoid prejudging Operate legitimately within others ethical points of view Avoid rationalizing Refuse to violate fundamental values Be open and above board 18

Ethical Behavior 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 Machiavellianism - A personality characteristic indicating one’s willingness to do whatever it takes to get one’s own way 24

Cognitive Moral Development Cognitive Moral Development - The process of moving through stages of maturity in terms of making ethical decisions Level l Premoral Level ll Conventional Level lll Principled 25