Chapter 4 Attitudes, Values, & Ethics Nelson & Quick
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Transcript of Chapter 4 Attitudes, Values, & Ethics Nelson & Quick
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Chapter 4Attitudes, Values, & Ethics
Nelson & Quick
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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”?
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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.
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
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Cognitive Dissonance
Cognitive Dissonance - a state of tension that is produced
when an individual
experiences conflict
between attitudes
and behavior attitude
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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Four Processes for Social Learning through Modeling
• Focus on the model
• Retain what was observed
• Practice the behavior
• Be motivated
The learner must
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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
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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
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Work Attitudes: Organizational Commitment
Affective Commitment Affective Commitment
Continuance CommitmentContinuance Commitment
Normative CommitmentNormative Commitment
OrganizationalOrganizationalCommitment Commitment
The strength of an individual’s
identification with an organization
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Process of Persuasion
Attitude of the Target Individual
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Process of Persuasion
Attitude of the Target Individual
Sourceindividual influences
Target
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Process of Persuasion
NEWNEW Attitude of the Target Individual
Sourceindividual influences
Target
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Cognitive Routes to Persuasion
Message
HighElaboration
LowElaboration
Carefulprocessing
Absence ofcarefulprocessing
Attitude changedepending onquantity of arguments
Attitude changedepending on sourcecharacteristics ornon-substantial aspectsof the message
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.
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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
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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
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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
Authority is a right of office and rank
Group input is important. Decisionsshould bechallenged.
FranceThe Netherlands
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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
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Ethical Behavior
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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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 whenthe ethical issue has no established, unambiguous solution
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Individual/Organizational Model of Ethical Behavior
Individual InfluencesValue systemsLocus of controlMachiavellianismCognitive moral development
Organizational InfluencesCodes of conductNormsModelingRewards and punishments
EthicalBehavior
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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 one’s values
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Locus of Control
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)
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Machiavellianism
Machiavellianism - A personality characteristic indicating one’s willingness to do whatever it takes to get one’s own way
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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