The document discusses attitudes, values, ethics, and their relationship to job satisfaction. It covers the three components of attitudes, how cognitive dissonance arises from contradictory attitudes, and how emotions are regulated. Values are guides to action that are learned, and value fit between employees and employers leads to high performance. Ethics involves moral choices and converting values into action through focus on consequences, individual rights, or integrity. Fostering ethical behavior involves leadership, codes of conduct, mechanisms for ethics issues, and cross-cultural training.
Copyright:
Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online from Scribd
The document discusses attitudes, values, ethics, and their relationship to job satisfaction. It covers the three components of attitudes, how cognitive dissonance arises from contradictory attitudes, and how emotions are regulated. Values are guides to action that are learned, and value fit between employees and employers leads to high performance. Ethics involves moral choices and converting values into action through focus on consequences, individual rights, or integrity. Fostering ethical behavior involves leadership, codes of conduct, mechanisms for ethics issues, and cross-cultural training.
The document discusses attitudes, values, ethics, and their relationship to job satisfaction. It covers the three components of attitudes, how cognitive dissonance arises from contradictory attitudes, and how emotions are regulated. Values are guides to action that are learned, and value fit between employees and employers leads to high performance. Ethics involves moral choices and converting values into action through focus on consequences, individual rights, or integrity. Fostering ethical behavior involves leadership, codes of conduct, mechanisms for ethics issues, and cross-cultural training.
Copyright:
Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online from Scribd
The document discusses attitudes, values, ethics, and their relationship to job satisfaction. It covers the three components of attitudes, how cognitive dissonance arises from contradictory attitudes, and how emotions are regulated. Values are guides to action that are learned, and value fit between employees and employers leads to high performance. Ethics involves moral choices and converting values into action through focus on consequences, individual rights, or integrity. Fostering ethical behavior involves leadership, codes of conduct, mechanisms for ethics issues, and cross-cultural training.
Copyright:
Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online from Scribd
Download as ppt, pdf, or txt
You are on page 1/ 17
Attitudes, Values, and Ethics
Attitudes and Emotions
Attitudes have three components: cognitive, affective, and behavioral.
The cognitive component refers to the knowledge or intellectual beliefs an individual might have about an object.
The feeling or affective component refers to the emotion connected with that object. The behavioral component refers to how a person acts. All three components are interrelated.
People search for consistency among the components of an attitude.
Cognitive dissonance is the situation in which the pieces of knowledge, information, attitudes, or beliefs held by an individual are contradictory. People search for ways to reduce internal conflicts when they experience a clash between the information they receive and their actions or attitudes.
Emotions
An emotion is a feeling such as anger, fear, joy, or surprise that underlies behavior Emotions have three components: internal arousal, expressive behavior, and a cognitive appraisal.
Emotions Managing Emotion To manage emotion well, managers should create a friendly emotional climate by setting a positive example, including serving as a model of healthy emotional expression. Managers might also include a positive attitude as one factor in selecting individuals and teams
Emotional Labor
We regulate feelings and expressions to meet organizational goals. Surface acting is faked expressions. Deep acting is controlling feelings. Emotional dissonance is mismatch between felt and expressed emotions emotional exhaustion
Attitudes and Job Satisfaction
Attitudes are linked to job satisfaction, the amount of pleasure or contentment associated with a job. Workers will have high job satisfaction when they have positive attitudes toward such job factors as the work itself, recognition, and the opportunity for advancement.
Job Satisfaction
One-half of (U.S.) workers have high job satisfaction. Benefits, pay, job security rank high. Fun on the job leads to satisfaction. High job satisfaction correlates with organizational performance. High organizational performance can lead to high job satisfaction.
Consequences of Job Satisfaction
Among the consequences of high job satisfaction are:
High productivity when the work involves people contact Loyalty to the company (important because of employee retention) A stronger tendency to achieve customer loyalty Low absenteeism and turnover Less job stress and burnout Better safety performance Better life satisfaction
VALUES
A value refers to the importance a person attaches to something that serves as a guide to action.
Values
Baby boomers more conservative and respectful of authority Generation X and Generation Y more team-oriented and tech savvy Many values are learned through modeling and listening Employee-employer value fit leads to high performance Poor employee-employer value fit can lead to person-role conflict.
ETHICS
Ethics is the moral choices a person makes, and what he or she should do. Ethics can also be regarded as the vehicle that converts values into action.
Ethical Decision Making Criteria
A standard way of understanding ethical decisionmaking is to understand the philosophical basis for making these decisions. Focus on consequences. According to this criterion, if nobody gets hurt, the decision is ethical. Focusing on consequences is often referred to as utilitarian.
Ethical Decision Making
Focus on the rights of individuals. The theories underlying this approach are referred to as deontological from the Greek work deon, or duty. A fundamental idea of deontology is that equal respect must be given all individuals.
Ethical Decision Making
Focus on integrity (virtue ethics). If the person in question has good character, and genuine motivation and intentions, he or she is behaving ethically. The decision makers environment, or community, helps define what integrity means.
Ethical Decision-Making Guide
1. Gather the facts. 2. Define the ethical issues (e.g. lying, job discrimination). 3. Identify the affected parties. 4. Identify the consequences. 5. Identify the obligations. 6. Consider your character and integrity. 7. Develop creative potential actions. 8. Check your intuition.
Enhancing Ethical and Socially Responsible Behavior
Leadership by example Written codes of ethical conduct Formal mechanisms for ethics problems Accepting whistle blowers Training in ethics and social responsibility Awareness of cross-cultural influences
