Organizational Behavior: Attitudes, Emotions, and Ethics

Introduction to Organizational Behavior Insights

• Key Takeaway: Understanding individuals in a work setting extends beyond merely their abilities and personalities; it necessitates comprehending their attitudes, emotions, and ethical foundations.

• Impact on Performance: These internal states are intrinsically linked to an individual's behavior, their job performance, and the overarching health of the organization.

• Key Focus: This chapter delves into the crucial connection between these internal states and observable external behaviors.

Understanding Attitudes

• Definition of an Attitude: An attitude represents a psychological response to a specific person, object, situation, or issue, manifested on an affective (feeling), cognitive (thinking), or behavioral (action) basis.

The ABC Model of an Attitude

• Affective (Feeling):

  • Description: This segment captures the emotional or feeling component of an attitude.

  • Example: "I feel angry about the new attendance policy."

• Behavioral (Action):

  • Description: This segment reflects an intention or predisposition to behave in a particular way toward someone or something.

  • Example: "I will not follow the new attendance policy."

• Cognitive (Thinking):

  • Description: This segment encompasses the beliefs or knowledge an individual holds regarding the attitude object.

  • Example: "I believe the new attendance policy is unfair."

Cognitive Dissonance

• Definition: Cognitive dissonance is the psychological tension experienced when there is a conflict or inconsistency between an individual's attitudes and their behavior. People inherently prefer consistency.

• Motivation: This tension serves as a powerful motivator, prompting individuals to either modify their attitudes or change their behavior in order to restore psychological consistency.

• Example: Consider someone who strongly believes in environmental sustainability (attitude) but regularly drives a large, gas-guzzling car (behavior). This inconsistency creates dissonance. To resolve this, the individual might:

  • Change Behavior: Purchase a more fuel-efficient or electric car.

  • Change Attitude/Rationalize: Convince themselves that their old car is still serviceable, or that their individual impact on the environment is negligible.

How Attitudes Are Formed

• Dynamic Nature: Attitudes about work are not static; they continuously evolve based on personal experiences, interactions with others, and the information consumed.

• Sources of Attitude Formation:

  • Direct Experience: Attitudes are shaped by personal encounters and observations.

  • Social Learning: Attitudes can be acquired by observing and imitating the attitudes and behaviors of others, particularly those held in high regard.

  • Cultural Influences: Societal norms, values, and traditions play a significant role in molding attitudes.

• Workplace Impact: A positive psychological work climate tends to foster positive attitudes and strong performance. Conversely, jobs characterized by high demands and low employee control can negatively impact work attitudes.

• Discussion Point: Managers can leverage the principles of direct experience and social learning. For instance, to foster positive attitudes towards a new, challenging project, a manager could ensure employees have positive direct experiences early on (e.g., small successes, clear resources) and showcase positive role models (social learning) who enthusiastically adopt and contribute to the project.

Job Satisfaction and Organizational Commitment

• Job Satisfaction: This is defined as a positive emotional state that arises from an individual's appraisal of their job or job experiences.

• Sources of Job Satisfaction: Key elements contributing to job satisfaction include:

  • Pay

  • The work itself (i.e., the tasks and responsibilities)

  • Promotion opportunities

  • Supervision quality

  • Relationships with coworkers

• Organizational Commitment: This refers to the emotional attachment and identification an individual feels towards their organization, as well as their involvement in its goals and values.

Workplace Behaviors: Beyond Job Requirements

Organizational Citizenship Behavior (OCB)

• Definition: OCB encompasses voluntary behaviors that extend beyond an employee's formal job requirements and responsibilities, yet significantly contribute to the overall effectiveness of the organization.

• Examples:

  • Actively helping colleagues with heavy workloads or specific tasks.

  • Volunteering for extra tasks or responsibilities that are not mandatory.

  • Making constructive suggestions to improve processes or work quality.

  • Supporting organizational goals and initiatives even when not directly benefiting.

• Factors Promoting OCB: Several factors encourage OCB, including high job satisfaction, strong organizational commitment, and a generally positive work environment.

• Person-Organization Fit: Individuals whose personal values and goals align strongly with those of the organization are more inclined to exhibit OCB. A mismatch in this fit, however, can lead to dissatisfaction and a reduced likelihood of engaging in OCB.

Work Deviance Behavior (WDB)

• Definition: WDB refers to voluntary behaviors that intentionally violate significant organizational norms and, as a result, cause harm to the organization itself or its members.

• Examples:

  • Theft of company property or resources.

  • Sabotage of equipment, products, or processes.

  • Absenteeism (unjustified or excessive lack of attendance).

  • Gossiping or spreading rumors that harm morale or reputations.

  • Harassment, bullying, or aggressive behavior towards colleagues.

• Causes of WDB: These negative behaviors often stem from negative attitudes, perceptions of injustice, or a lack of organizational support.

• Connection to Satisfaction: Dissatisfied workers are demonstrably more prone to exhibiting WDB, as well as engaging in other detrimental behaviors such as frequently skipping work or resigning from their jobs.

• Discussion Point: A manager's actions regarding supervision, for example, can significantly influence employee behavior. A supportive supervisor who offers fair feedback (a source of job satisfaction) is likely to foster OCB, as employees feel valued and committed. Conversely, a supervisor who is overly critical, plays favorites, or provides unclear guidance could cultivate dissatisfaction, potentially leading to WDB like increased absenteeism or gossiping among resentful employees.

Persuasion in the Workplace

• Importance: Persuasion is a critical skill for leaders and managers to effectively influence employee behavior and champion positive organizational change.

• Characteristics Affecting Persuasion:

  • Source Characteristics: The effectiveness of the persuader is influenced by their:

    • Expertise: Perceived knowledge or skill in the subject matter.

    • Trustworthiness: The belief that the source is honest and reliable.

    • Attractiveness: The appeal of the source, which can be intellectual, interpersonal, or physical.

  • Target Characteristics: The audience's attributes affect their susceptibility to persuasion:

    • Individuals with low self-esteem or those in a positive mood generally tend to be easier to persuade.

    • Conversely, individuals holding extreme attitudes or possessing high self-esteem are typically more resistant to persuasion.

  • Message Characteristics: The qualities of the message itself play a crucial role:

    • Clarity: How easily the message is understood.

    • Evidence: The quality and quantity of supporting facts or data.

    • Emotional Appeal: The extent to which the message evokes feelings and connects with the audience's emotions.

  • Audience Response Route: Persuasion effectiveness also depends on whether the audience processes the message via a central route (careful consideration of arguments) or a peripheral route (influenced by superficial cues).

The Role of Emotions at Work

• Emotion Definition: Emotions are complex mental states that involve a combination of subjective feelings, associated physiological changes (e.g., increased heart rate), and tendencies towards specific behaviors.

• Importance: Emotions are fundamental in influencing critical workplace processes such as decision-making, communication patterns, and the quality of interpersonal relationships.

• Emotions in the Workplace:

  • Positive Emotions: These can lead to enhanced cooperation among team members, increased creativity, and higher levels of productivity.

  • Negative Emotions: These can precipitate conflict, elevate stress levels, and result in reduced performance.

• Example: A project manager who addresses a minor setback with calm demeanor and a positive outlook (effectively managing their own emotions) can prevent the team from becoming frustrated, thereby maintaining morale and focus.

• Emotional Intelligence: The ability to understand and manage one's own emotions, as well as perceive and influence the emotions of others, is a key management skill due to the pervasive impact of emotions in work groups.

Ethical Behavior in Organizations

• Definition: Ethical behavior is conduct that is consistent with an individual's personal values and principles, as well as with the established norms and standards of the organization and broader society.

• Individual Influences on Ethical Behavior: Several internal factors shape an individual's ethical choices:

  • Values: Personal beliefs that guide judgment and action.

  • Locus of Control: An individual's belief about the extent to which they control events affecting them (internal locus of control means believing one controls their destiny; external locus of control means believing external forces dictate outcomes).

  • Machiavellianism: A personality trait characterized by a willingness to manipulate others for personal gain.

  • Cognitive Moral Development: The stage of moral reasoning an individual has reached, influencing their ethical decision-making.

• Organizational Influences on Ethical Behavior: The organizational environment significantly impacts ethical conduct:

  • Code of Conduct: Formal statements outlining expected ethical behavior.

  • Ethics Committees: Groups responsible for overseeing ethical policies and addressing dilemmas.

  • Training: Programs designed to educate employees on ethical principles and dilemmas.

  • Rewards and Punishments: Systems that reinforce ethical behavior and penalize unethical actions.

• Example: A firm that implements a robust code of conduct and provides an accessible ethics hotline (organizational influences) is more likely to have employees who feel empowered to report unethical behavior by a coworker (individual behavior), fostering a more ethical culture.

• Discussion Point: An individual with an external locus of control might attribute an ethical dilemma's outcome to situational pressures or external factors, potentially feeling less personal responsibility for their choices. They might be more likely to conform to unethical requests if they perceive the external power structure demands it. Conversely, an individual with an internal locus of control would take greater personal responsibility for their ethical choices, believing their actions directly determine consequences, and would thus be more likely to stand firm on their moral principles. For example, in a situation where a manager asks an employee to falsify data, an employee with an external locus of control might comply, blaming the manager's pressure, while one with an internal locus of control would be more likely to resist, believing it's their choice to do the right thing.

• Discussion Point: Consider a real-world ethical dilemma, such as a pharmaceutical company facing pressure to fast-track a drug approval despite marginal safety concerns. An individual with high Machiavellianism within the company might be more inclined to suppress negative data or manipulate findings to ensure the drug's release, prioritizing profit and personal advancement over patient safety. If the organization lacks a clear code of conduct, an ethics committee, or strong whistleblower protections, these organizational factors create an environment where unethical individual choices are less likely to be challenged or reported, compounding the risk and obscuring accountability. Conversely, a strong ethical culture with clear guidelines and consequences would discourage such behavior and empower employees to speak up.