Ch 4 - Attitudes, Emotions, and Ethics

Emotional Contagion

A dynamic process through which the emotions of one person are transferred to another either consciously or unconsciously through nonverbal channels (mimicry).

Emotional Labor

A form of emotional regulation in which employees control their feelings and expressions of emotions at work. Usually regulated by organizations through display rules and require deep acting(feeling emotion that is required) and surface acting(faking the emotion required-may lead to cognitive dissonance).

Source Characteristics of Persuasion

A person's level of expertise, trustworthiness, and attractiveness affect their particular level of persuasiveness.

Machiavellianism

A personality characteristic indicating one's willingness to do whatever it takes to gets one's own way. High-mach individual may believe that it is better to be feared than loved and tend to use deceit in relationships, have a cynical view of human nature, and have little concern for conventional notions of right and wrong. They are skilled manipulators of others.

Locus of Control

A personality variable that affects individual behavior. Internal locus = belief in the ability to control one's life. External Locus = belief that outside forces such as fate, chance, or other people control what happens to them.

Job Satisfaction

A pleasurable or positive emotional state resulting from the appraisal of ones job or job experiences. Based off general attitude and satisfaction of pay, the work itself, promotion opportunities, supervision, and coworkers. Individuals can hold different attitudes toward different aspects of their jobs. Measured through Job Descriptive Index (JDI) or Minnesota Satisfaction Questionnaire (MSQ).

Attitude

A psychological tendency expressed by evaluating an entity with some degree of favor or disfavor. Individuals do not have an attitude till they respond to an entity (person/object/situation/issue) on an affective, cognitive, or behavioral basis. Those that are derived from direct experience are stronger, held more confidently, and are more resistant to change because they are easily accessible and are active in our cognitive processes.

Cognitive Dissonance

A state of tension produced when an individual experiences conflict between attitudes and behavior. This motivates individuals to either change their attitudes or their behavior to return to a state of consistency.

Affective Commitment

A type of organizational commitment based on an individual's desire to remain in an organization, encompassing loyalty and a deep concern for the organization's welfare. Consists of 3 factors: belief in the goals and values of the organization, willingness to put effort on behalf of the organization, and a desire to remain a member.

Normative Commitment

A type of organizational commitment based on an individual's perceived obligation to remain with an organization. Often based on a sense of loyalty or obligation to an organization (owe it to organization). Encourages commitment through participation in decision making and job security.

Continuance Commitment

A type of organizational commitment based on the fact that an individual cannot afford to leave. Believe that they will lose a great investment in time, effort, and benefits.

Ethical Behavior

Acting consistently with one's personal values and the commonly held values of the organization and society. Influenced by individual characteristics and organizational factors. Doing the right thing has a positive effect on an organization's performance.

Work Values

Affect how individuals behave on their jobs in terms of what is right and what is wrong. Important examples include: achievement, concern for others, honesty, and fairness.

Workplace Deviance behavior (WDB)

Any voluntary counter productive behavior that violates organizational norms and causes some degree of harm to organizational functioning. Usually garners attention due to negative events in the business world such as downsizing, technological insecurities, layoffs, unfairness at work and other challenges.

Moods

Are typically referred to as positive or negative and are made up of various of emotions. These typically last longer than emotions and don't have a specific cause.

ABC Model

Composed of affect, behavioral intention, and cognition- used to break down how a person forms their attitudes.

Cultural Differences In Values

Cultures differ in what they value in terms of an individual's contributions to work. Tolerating diversity in values is very important in organizations. Ex: Collectivists(relationships) vs. individualists(indiv. contributions)

Attitude-Behavior Correspondence

Depends on attitude specificity toward topic(greater=stronger link), attitude relevance(affect on you), timing of measurement(Shorter time=stronger link), personality factors(self-monitoring), and social constraints(social context).

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. This may change over the lifespan of an individual as they develop a sense of self.

Emotions

Mental states that typically include feelings, psychological changes, and the inclination to act. Are usually intense reactions to events, and in turn effect attitudes and behaviors at work. Ex: joy, pride, hostility

Cognitive Routes to Persuasion

Occurs over 2 routes: central(direct cognitive processing- to the point) and peripheral(message unimportant and focus on characteristics of persuader) routes and are differentiated by the amount of elaboration or scrutiny.

Cognition

Reflects a person's thoughts, perceptions, or beliefs. Are evaluative beliefs and are measured by attitude scales or by asking about thoughts.

Ethical Decision Making

Requires the competence to identify ethical issues and evaluate the consequences of alternative courses of action, self-confidence to seek out different opinions about the issue and decide what is right in terms of a particular situation, tough-mindedness and 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.

Target Characteristics of Persuasion

Some people are more easily persuaded than others, those people usually have low self-esteem, in good mood, and are more moderate in their beliefs.

Intentional Behavior

The intention to behave in a certain way toward an object or person. This may not actually lead to a particular behavior.

Emotional Intelligence

The ability to recognize and manage emotion in yourself and in others. Made up of several types of abilities: perceive, understand, facilitate emotions as well as emotional regulation.

Affect

The emotional component of an attitude. Refers to an individual's feelings about something or someone.

Social Learning (Socialization)

The process of deriving attitudes from family, peer groups, religious organizations, and cultures through reinforcement from these groups collectively. Much occurs through molding-acquiring attitudes by merely observing others. Ex: peer pressure, same political views as parents.

Cognitive Moral Development

The process of moving through stages of maturity in terms of making ethical decisions. 6 stages(3 levels) involve: *Pre-moral Level* (ethical decisions are based on rewards/punishment/self interests)- stage 1 follows rules to avoid punishment, stage 2 follows rules to follow immediate interests. *Conventional Level* (focuses on expectations of others or society)- stage 3 try to live up to expectations of people close to them, stage 4 broaden their perspective to include laws of larger society. *Principled Level* (sees beyond rules, laws, and expectations of others, for what is right is determined by universal values)- stage 5 aware that people have diverse value systems, stage 6 follows self'-selected ethical principles. Most adults never reach the principle stages. With each stage the individual becomes less dependent on other people's opinions of right and wrong and less self-centered.

Organizational Commitment

The strength of an individual's identification with an organization. There are 3 kinds: affective, continuance and normative.

Message Characteristics of Persuasion

The use of both sides of an argument to convey a persuading message, and making a nod to the opposing side. Should be distinguished and less threatening. Emotional framing and nonverbal cues are also important and should reflect what is given by the receiver.

Instrumental Values

Values that represent the acceptable behaviors to be used in achieving some end state. Ex: ambition, honesty, self-sufficiency, responsibility, forgiving-nature, open-mindedness and courage

Terminal Values

Values that represent the goals to be achieved or the end states of existence. Ex: happiness, love, pleasure, self-respect, world-peace, family security, wisdom, and freedom.

Organizational Citizenship Behavior

Voluntary behavior above and beyond the call of duty. Satisfied employees are more likely to make positive comments about a company , refrain from complaining, and help coworkers. Want to give back to organization.

Molding

acquiring attitudes by merely observing others. Learner must focus attention on model, must retain what was observed from model(form verbal code/symbolic rehearsal), behavioral reproduction must occur (practice), and must be motivated to learn from model.