3-1

3-2

Chapter

Attitudes, SelfSelfConcept, Values, and Ethics

McGraw-Hill/Irwin
2008 The McGraw-Hill Companies, Inc. All rights reserved

3-3

Introduction
 Job

satisfaction is based on attitudes, which in turn are shaped by values and ethics is ones attitude about oneself

 Self-concept

 Values

do tend to influence, not necessarily affect, behavior, including whether or not behavior is ethical

3-4

Attitude
 Attitude
 They

a strong belief or feeling toward people, things, and situations

are not quick judgments we change easily but we can change our attitudes

 People

interpret our attitudes by our behavior  Employers place great emphasis on attitude  Employee attitudes affect customer attitudes
 Attitudes

are primarily developed through experiences

3-5

Management Attitudes
Theory X and Theory Y
Theory X the attitude that employees dislike work and must be closely supervised to get them to do their work  Theory Y the attitude that employees like to work and do not need to be closely supervised to get them to do their work
 

Pygmalion Effect
Supervisors attitudes and expectations of employees and how they treat them largely determine their performance

3-6

Changing Your Attitudes

1. 2. 3.

Be aware of your attitudes Do not harbor negative thoughts Keep an open mind

3-7

Shaping and Changing Employee Attitudes

Changing Your Attitudes Do not harbor negative thoughts

Be aware of Your attitudes

Keep an open mind

Shaping and Changing Employee Attitudes Accentuate positive conditions Give employees feedback Provide consequences Be a positive role model

3-8

Job Satisfaction
 Job

satisfaction a set of attitudes toward work  It is what most employees want from their jobs  Job satisfaction affects absenteeism and turnover, which affect performance  Job satisfaction survey process of determining employee attitudes about the job and work environment

3-9

mproving job satisfaction may lead to better human relations and organizational performance by creating a win-win situation.

3 - 10

Determinants of Job Satisfaction

1. The work itself 3. Growth and upward mobility 5. Coworkers 6. Attitude toward work

2. Pay

4. Supervision

3 - 11

SelfSelf-Concept
 Self-concept

your overall attitude about

yourself  Also called:

 Self-esteem  Self-image

 Self-concept

includes perceptions about several aspects of oneself  Having a positive self-concept is part of emotional intelligence

3 - 12

SelfSelf-Efficacy
 Self-efficacy

your belief in your capability to perform in a specific situation  Self-efficacy affects your effort  persistence  expressed

interest  the difficulty of goals you select

3 - 13

SelfSelf-Fulfilling Prophecy
 Your

expectations affect your performance  Self-fulfilling prophecy occurs when your expectations affect your success or failure
 If

you think you will be successful, you will be  If you think you will fail, you will, because you will fulfill your expectations
 Your

self-efficacy becomes your self-fulfilling prophecy

3 - 14

Attribution Theory
 Attribution


the perception of the cause of behavior as being internal or external

nternal behavior is within the control of the person  External behavior is out of the persons control

 We

make judgments about why people do the things they do by using: distinctiveness, consistency, and consensus  Attribution theory is how we perceive the causes of behavior, which in turn affect our subsequent choices and behaviors.

3 - 15

General Guidelines to Improve Your SelfSelf-Concept

1. 2. 3. 4.

View mistakes as learning experiences Accept failure and bounce back Control negative behavior and thoughts Use any religious or spiritual beliefs you have that can help you develop a more positive self-concept

3 - 16

Action Plan for Building a Positive SelfSelf-Concept

 Step

1. dentify your strengths and areas that need improvement  Step 2. Set short and long term goals and visualize them  Step 3. Develop a plan and implement it

3 - 17

Values (1 of 2)
 Values

are the things that have worth for or are important to the individual
 Concern

what should be  Influence the choices we make among alternative behaviors

 Value

system the set of standards by which an individual lives

3 - 18

Values (2 of 2)
 Values

direct the form that motivated behavior will take  Values help shape your attitudes  Values are developed in much the same way as attitudes  Values are more stable than attitudes

3 - 19

Spirituality (1 of 2)
 Ones

spirituality is the essence of who he or

she is  It defines the inner self separate

from the body  including the physical and intellectual self

 The

quality of being spiritual, of recognizing the intangible, life-affirming force in self and all human beings

3 - 20

Spirituality (2 of 2)
 It

is a state of intimate relationship with the inner self of higher values and morality  It is a recognition of the truth of the inner nature of people  It does not apply to particular religions, although the values of some religions may be part of a persons spiritual focus

3 - 21

Spirituality in the Workplace (1 of 2)

 It

is about people seeing their work:

 as

a spiritual path  as an opportunity to grow personally  as a way to contribute to society in a meaningful way
 It

is about learning to be more caring and compassionate with:

 fellow

employees  bosses  subordinates  customers

3 - 22

Spirituality in the Workplace (2 of 2)

 It

is about integrity

 being

true to oneself  telling the truth to others

 Can

refer to an individuals attempts to live his or her values more fully in the workplace  Can refer to the ways organizations structure themselves to support the spiritual growth of employees

3 - 23

Guidelines for Leading from a Spiritual Perspective

1. 2. 3. 4. 5.

Know thyself Act with authenticity and congruency Respect and honor the beliefs of others Be as trusting as you can be Maintain a spiritual practice

3 - 24

Ethics
 Ethics

the moral standard of right and wrong behavior  Ethical behavior is affected by:
 Personality

traits and attitudes  Moral development  The situation

3 - 25

Levels of Moral Development

3. Postconventional Behavior is motivated by universal principles of right and wrong, regardless of the expectations of the leader or group. One seeks to balance the concerns for self with those of others and the common good. 2. Conventional Living up to expectations of acceptable behavior defined by others motivates behavior to fulfill duties and obligations. Common for followers to copy the behavior of the leaders and group. 1. Preconventional Self-interest motivates behavior to meet ones own needs to gain rewards while following rules and obedient to authority to avoid punishment.

3 - 26

Moral justification is the process of reinterpreting immoral behavior in terms of a higher purpose.

3 - 27

Justifications for Unethical Behavior (1 of 2)

 Displacement
 The

of responsibility

process of blaming ones unethical behavior on others

 Diffusion
 The

of responsibility

process of the group using the unethical behavior with no one person being held responsible

 Advantageous
 The

comparison

process of comparing oneself to others who are worst

3 - 28

Justifications for Unethical Behavior (2 of 2)

 Disregard
 The

or distortion of consequences

process of minimizing the harm caused by the unethical behavior

 Attribution
 The

of blame

process of claiming the unethical behavior was caused by someone elses behavior

 Euphemistic
 The

labeling

process of using cosmetic words to make the behavior sound acceptable

3 - 29

Human Relations Guides to Ethical Decisions

 When

making decisions, try to meet the goal of human relations by creating a win-win situation for all stakeholders

3 - 30

Global Ethics
 Different

countries have different levels of ethical standards  Managers typically have two choices:
 Universalism

make the same ethical decisions across countries  Relativism decisions to be made based on the ethical standard of the country
 MNCs

can choose their level of global corporate social responsibility (GCSR)

3 - 31

Levels of Global Corporate Social Responsibility (GCSR) and Action