Org Bus ch4
target characteristics
- Individuals who hold very extreme attitudes are more resistant to persuasion, and people who are in a good mood are easier to persuade - Individuals with low self-esteem are more likely to change their attitudes in response to persuasion than are individuals with high self-esteem
three qualities of individuals that ethical decision making requires
- 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 particular 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
message characteristics
- Undisguised deliberate attempts at changing attitudes may drive employees' attitudes in the opposite direction. This is most likely to occur when the target of the persuasive communication feels her or his freedom is threatened - The emotional tone of the message is also important. Messages framed with the same emotion as that felt by the receiver are more persuasive
Three major characteristics of the source affect persuasion
- expertise - trustworthiness - attractiveness - Endorsers of a product are effective when they are perceived as trustworthy, attractive, or similar to the consumer, or when they represent an image the consumer would like to adopt
two factors that influence ethical behavior
- individual characteristics - organizational factors
attitudes and behavior
- the more specific the attitude the stronger is its link to behavior - self monitoring affects the consistency between attitudes and behavior - low self monitors rely on their internal states when making decisions about behavior while high self monitors are more responsive to situational cues - low self monitors display greater correspondence between their attitudes and behaviors and high self monitors display little correspondence between their attitudes and behaviors because they behave according to signals from others and the environment - social constraints affect relationship between attitudes and behaviors - the social context provides information about acceptable attitudes and behaviors
ABC model
Affect - the emotional component of an attitude - "i like this" "i prefer that" Behavioral intent - often leads to a particular behavior towards an object or person - may be supportive, passive, or hostile depending on attitude cognition - reflects a persons perceptions or beliefs - evaluative beliefs measured by attitude scales or by asking thoughts - " i believe japanese workers are industrious"
cognitive moral development
The process of moving through stages of maturity with regard to making ethical decisions - premoral level: a person's ethical decisions are based on rewards, punishments, and self-interest - conventional level: people focus on the expectations of others - principled level: universal values determine what is right Individuals at higher stages of development are less likely to cheat, more likely to engage in whistle-blowing, and more likely to make ethical business decisions Experienced workers of either sex are more likely to think that lying, bribing, stealing, and colluding are unethical
work values
Work values influence individuals' perceptions of right and wrong on the job Four work values are achievement, concern for others, honesty, and fairness Achievement: is a concern for the advancement of one's career; it drives people to work hard and seek opportunities to develop new skills Concern: for others is shown in caring, compassionate behaviors such as encouraging others or helping them with difficult tasks Honesty: is providing accurate information and refusing to mislead others for personal gain Fairness: means remaining impartial while recognizing different points of view - Employees who share their supervisor's values are more satisfied with their jobs and more committed to the organization
Machiavellianism
a personality characteristic involving one's willingness to do whatever it takes to get one's own way - High-Machs tend to be deceitful, have a cynical view of human nature, and care little for conventional notions of right and wrong - Low-Machs, in contrast, value loyalty and relationships - High-Machs believe that the desired ends justify any means, so they feel it's fine to manipulate others in order to achieve a goal - High-Machs are also more likely to engage in ethically questionable behavior
job satisfaction
a pleasurable or positive emotional state resulting from the appraisal of ones job or job experiences - it has been treated as both a general attitude and as satisfaction with five specific dimensions of the job: pay, the work itself, promotion opportunities, supervision, and coworkers - dissatisfied workers report more psychological and medical problems than do satisfied employees - companies with satisfied workers have better performance than companies with dissatisfied workers - People who feel that their values don't mesh with the organization's values experience job dissatisfaction and eventually leave the organization (lack of person-organization fit) - close link between job characteristics and job satisfaction in countries with higher incomes, higher individualism, and lower power distance than in countries with lower incomes, lower individualism (higher collectivism), and higher power distance
attitude
a psychological tendency expressed when we evaluate a particular entity with some degree of favor or disfavor - recognition and praise from colleagues and supervisors can positively impact an individual's attitudes and job performance
Which of the following statements accurately describes ethical behavior at work?
a. Ethical behavior requires actions consistent with one's own values, those of society, and those of the company.
Which of the following measures the specific facets of job satisfaction?
a. Job Descriptive Index (JDI)
All of the following statements accurately describe organizational citizenship behaviors (OCBs) EXCEPT
a. OCBs must be carefully managed since each behavior significantly depletes employee energy.
Which of the following statements accurately describes emotions and moods?
a. Research has shown that emotions and cognitions are normal parts of decision making.
To affect both job satisfaction and performance, rewards must be
a. contingent on individual performance.
Sydney is a single mother with two children, one of whom has a chronic medical condition. Sydney says she stays at her job because it provides medical benefits she likely would not receive at other companies. This is an example of ________ organizational commitment.
a. continuance
All of the following influences on attitude formation are related to social learning EXCEPT
a. direct experience
Leonard is so upset following his performance appraisal, he feels like crying. Because he has several hours left in the work day, he decides to picture himself lying on a tropical beach to improve his mood. This is an example of
a. emotional labor.
Which of the following is a work value?
a. fairness
Which of the following is a terminal value?
a. pleasure
A target uses the peripheral route to persuasion when
a. she is distracted.
ethical behavior
acting in ways consistent with one's personal values and the commonly held values of the organization and society - Doing the right thing can have a positive effect on an organization's performance - Firms with better reputations attract more applicants, creating a larger hiring pool, and evidence suggests that respected firms can choose higher-quality applicants
counterproductive work behavior (CWB)
any voluntary, attitude-driven behavior that violates organizational norms and causes some degree of harm to the organization, coworkers, or supervisors - Communicating to employees that their contributions are valued and that the company cares about their well-being can help prevent CWB
Which of the following statements is an example of the cognitive component of an attitude?
b. I believe my coworkers are lazy.
Why are ethical dilemmas so prevalent in business?
b. Since few ethical issues are clear-cut, they require individual interpretation.
Attitudes are best defined as
b. psychological tendencies expressed by evaluating something with a degree of favor or disfavor.
You are a student in the College of Business at Citywide University, which recently announced that all fees for students in the College of Engineering will double beginning next semester. You believe in quality education at an affordable price and would like to attend the protest rally with your best friends on Saturday, but you decide to attend a family wedding instead. Your decision was likely based on which factor in the attitude-behavior link?
b. relevance
People are more likely to be persuaded into an attitude change when
b. the tone of the message matches their mood.
A B Corp is a company that
b. uses the power of business as a force for good.
organizational citizenship behavior (OCB)
behavior that is above and beyond the call of duty - Satisfied employees are more likely to help their coworkers, make positive comments about the company, and refrain from complaining when things at work go poorly - Employees who help others, suggest innovations, and develop their skills receive higher performance ratings - that OCBs actually enhance employee energy and vigor - It should be recognized, though, that employees who over-engage in OCBs can become exhausted because of the toll it takes on their personal energy resources - Organizations can help individuals avoid fatigue and exhaustion from OCBs by providing a supportive environment, encouraging strong teamwork, and by not pressuring employees for OCBs -
Goran secured three bids for a project at work. He was about to award the job to the lowest bidder when his boss demanded he award the job to the highest bidder—a friend of hers from college. Goran feels torn between his strong sense of fairness and his boss' demand. He is experiencing
c. cognitive dissonance.
All of the following are major characteristics of a persuasive source EXCEPT
c. intelligence
Which of the following statements accurately describes job satisfaction?
d. Job satisfaction depends upon pay, the work itself, promotion opportunities, supervision, and coworkers.
Which of the following is an example of counterproductive work behavior (CWB)?
d. Natalia discovers a shortcut that saves her hours of time on routine projects and keeps the discovery to herself.
All of the following statements accurately describe work attitudes EXCEPT
d. Positive psychological climates are not enough to generate positive attitudes or good performance.
In which of Kohlberg's stages of cognitive moral development are most adults classified?
d. Stage 4, where people try to live up to the laws and norms of society.
The best source for rating an individual's emotional intelligence is
d. a colleague.
direct experience
direct experience with something strongly influences attitude towards it
emotions
discrete and fairly short-lived feelings that have a specific, known cause - When events at work are positive and goals are being met, employees experience positive emotions. But when events at work are perceived as negative, the opposite can be true - Interest, a feeling of curiosity or fascination, may relate to satisfaction with the work itself - Positive emotions produce better cognitive functioning, physical and psychological health, and coping mechanisms - Negative emotions, on the other hand, lead to unhealthy coping behaviors and lowered cardiovascular function and physical health
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 - instrumental values: shape the acceptable behaviors that can be used to achieve some goal or end state - ambition, honesty, self-sufficiency, courage - terminal values: influence the goals to be achieved or the end states of existence - happiness, love, pleasure, self-respect, and freedom
social learning
in social learning the peer groups, family, religious organizations, and culture shape an individuals attitudes indirectly - substantial social learning occurs through modeling in which individuals acquire attitudes by observing others
central route to persuasion
involves direct cognitive processing of the messages content - individuals think carefully about issues that are personally relevant
cognitive dissonance
tension produced by a conflict between attitudes and behavior
emotional intelligence (EI)
the ability to recognize and manage emotion in oneself and in others - EI is made up of several types of abilities: perceiving, understanding, facilitating, and regulating emotion - Whereas others tend to rate us on our behavior, we tend to rate ourselves on our intentions
emotional contagion
the dynamic process through which emotions are transferred from one person to another, either consciously or unconsciously, through nonverbal channels - Positive emotions that travel through a work group due to emotional contagion produce cooperation and task performance
peripheral route to persuasion
the individual is not motivated to pay much attention to the message's content because she is distracted or perceives the message as personally irrelevant - she is persuaded by characteristics of the persuader such as expertise, trustworthiness, and attractiveness - The individual may also be persuaded by statistics, the number of arguments presented, or the method of presentation—none of which relate to the actual content of the message
organizational commitment
the strength of an individuals identification with an organization - three kinds of organizational commitment: affective, continuance, and normative - affective: an employee's intention to remain in an organization because of a strong desire to do so - three factors of affective commitment: a belief in the goals and values of the organization, a willingness to put forth effort on behalf of the organization, and a desire to remain a member of the organization - continuance: an employee's tendency to remain in an organization because he cannot afford to leave - normative: perceived obligation to remain with the organization - Individuals who experience normative commitment stay with the organization because they feel they should - job characteristics such as autonomy, responsibility, role clarity, and interesting work encourage commitment - Affective and normative commitments are related to lower rates of absenteeism, higher quality of work, increased productivity, and overall performance - Managers should encourage affective commitment in particular because committed individuals expend more task-related effort and are less likely to leave the organization - Managers can increase affective commitment by communicating their appreciation of employees' contributions and concern for employees' well-being - Affective commitment also increases when the organization and employees share the same values and when the organization emphasizes values like moral integrity, fairness, creativity, and openness - Negative experiences at work, such as perceived age discrimination, diminish affective commitment
emotional labor
the work that employees do to control their feelings and expression of emotions in the workplace and is a type of emotion regulation - deep acting: involves attempting to feel the emotion one is displaying - Deep acting, in general, seems to have positive consequences and has been related to positive mood at work as well as high-quality customer service performance and reduced burnout - surface acting: faking an emotion to meet the display rules - causes emotional dissonance: a discrepancy between one's felt emotion and one's expressed emotion - Surface acting can result in negative outcomes such as burnout, negative mood, and work withdrawal
moods
typically classified as positive or negative and are made up of various emotions. Moods typically last longer than emotions and don't have a specific cause - Individuals experiencing a negative mood at work feel distressed, hostile, or jittery, while those experiencing a less negative mood are calm and relaxed - Positive moods at work lead to better work performance and OCBs and decrease counterproductive work behavior - Positive moods at work lead to better work performance and more OCBs, whereas negative moods lead to absenteeism and turnover intentions - It takes emotional intelligence, as discussed in the next section, to become self-aware of one's moods and energy and use this awareness to improve performance
