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| CHAPTER 4: WORKPLACE VALUES, ETHICS, and EMOTIONS | ||||
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CHAPTER 4 WORKPLACE VALUES, ETHICS, and EMOTIONS
OUTLINE I. VALUES AT WORK
A. Definitions
1. Values -- dictate a person s priorities, preferences, and actions. 2. Terminal values desired states of existence that a person tries to achieve. 3. Instrumental values desirable modes of behavior that help people reach terminal values. 4. Personal values formed from a person s past experience and interaction with others. 5. Organizational values basic pattern of shared assumptions, values, and beliefs considered to be the correct way of thinking about and acting on problems and opportunities facing the organization. 6. Professional values values held within an occupational group. 7. Espoused values values that people want others to believe they abide by. 8. Enacted values represent the values-in-use.
B. The Importance of Values in the Workplace
1. Globalization raises awareness of and sensitivity to differences in values across cultures. 2. Values represent a powerful potential way to keep employees decisions and actions aligned with corporate goals. 3. Organizations are under increasing pressure to engage in ethical practices.
C. Aligning Values
1. Needed to assist employees in making decisions that conflict with organizational goals. 2. Reduces levels of stress and employee turnover. 3. Helpful to align values between the organization and society to minimize difficulties in attracting and retaining employees.
D. Cultural Differences in Values
1. Five cross-cultural values a. Individualism versus collectivism refers to the degree that people value their individual versus group goals. b. Power distance extent to which people accept unequal distribution of power in a society. c. Uncertainty avoidance degree to which people tolerate ambiguity (low uncertainty avoidance) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance). d. Achievement versus nurturing orientation Ø Achievement-orientation: values are assertive, competitive, and materialistic. Ø Nurturing orientation: emphasize relationships and the well-being of others. Focus on human interaction and caring rather than competition and personal success. e. Long versus short-term orientation Ø Long-term orientation: places more emphasis on the future than on the past and present. Focuses on thrift, savings, and persistence. Ø Short-term orientation: places more emphasis on the past and present, such as respect for tradition and fulfilling social obligations.
II. ETHICAL VALUES AND BEHAVIORS
Emphasis is placed on an organization s values, ethics, and social responsibility.
A. Three Ethical Principles
1. Utilitarianism principle that advises people to seek the greatest good for the greatest number of people. a. A.K.A. consequential principle focuses on the consequences of our actions, not on how people achieve those consequences. b. Occasionally results in unethical choices because it judges morality by the results, not the means to attaining those results.
2. Individual rights belief that everyone has entitlements that let them act in a certain way. a. Widely cited rights are freedom of movement, physical security, freedom of speech, fair trial, and freedom from torture. b. Potential problem: individual rights may conflict with others.
3. Distributive justice suggests that inequality is acceptable if: a. Everyone has equal access to the more favored positions in society, AND b. The inequalities are ultimately in the best interest of the least well off in society.
B. Moral Intensity, Ethical Sensitivity, and Situational Influences
1. Moral intensity degree to which an issue demands the application of ethical principles.
a. Factors influencing moral intensity include the extent that the issue clearly produces good or bad consequences, others in society think it is good or evil, issue quickly affects people, decision maker feels close to the issue, and the person is able to influence the issue. 2. Ethical sensitivity personal characteristic that enables people to recognize the presence and determine the relative importance of an ethical issue. 3. Situational influences the situation or circumstances dictate the choice of values.
C. Cultural Differences in Business Ethics Fundamental ethical principles are fairly similar across cultures, but people interpret the ethical implications of specific situations differently. D. Supporting Ethical Behavior
1. Ethical codes establish the organization s ethical standards. 2. Values and ethics represent an important part of organizational life.
III. EMOTIONS IN THE WORKPLACE
A. Emotions, Attitudes, and Behavior 1. Beliefs perceptions about the attitude object. 2. Feelings positive or negative evaluations of the attitude object. 3. Behavioral intentions represent one s motivation to engage in a particular behavior with respect to the attitude object. 4. Linking emotions to behavior a. Beliefs and emotions influence one s feelings toward something or someone. b. Beliefs and emotions have a direct influence on behavioral intentions. 5. Cognitive dissonance occurs when people perceive an inconsistency between their people s beliefs, feelings, and behavior. 6. Emotions and personality a. Positive affectivity (PA) tendency to experience positive emotional states. Similar to extroversion. b. Negative affectivity (NA) tendency to experience negative emotions. Employees with high NA tend to be more distressed and unhappy.
IV. MANAGING EMOTIONS
A. Conditions requiring emotional labor
1. Occurs more often when job requires frequent and long durations of voice or face-to-face contact with clients and others. 2. More challenging where the job requires employees to display a variety of emotions and intense emotions.
B. Emotional Dissonance
1. Conflict between required and true emotions. 2. Significant cause of stress and job burnout.
C. Supporting Emotional Labor
1. Involves teaching employees the subtle behaviors that express appropriate emotions. 2. Consists of hiring employees whose individual values and personalities match the job s emotional labor requirements.
D. Emotional Intelligence
1. Ability to monitor one s own and others feelings and emotions, to discriminate among them, and to use this information to guide one s thinking and actions. 2. Self-awareness: ability to recognize and understand one s moods, emotions, and needs. 3. Self-regulation: ability to control or redirect emotional outbursts or other impulse behaviors. 4. Self-motivation: includes stifling impulses, directing our emotions toward personal goals, and delaying gratification. 5. Empathy: ability to understand and be sensitive to the feelings, thoughts, and situation of others. 6. Social skill: ability to manage the emotions of other people. 7. Improving emotional intelligence
V. JOB SATISFACTION AND ORGANIZAITONAL COMMITMENT
A. Job Satisfaction
1. Job satisfaction and work behavior 2. Job satisfaction and customer satisfaction 3. Improving job satisfaction
B. Organizational Commitment
1. Refers to the employee s emotional attachment to, identification with, and involvement in a particular organization. 2. Continuance commitment: occurs when employees believe it is in their own personal interest to remain with the organization. 3. Consequences of organizational commitment a. Advantage: research indicates a loyal workforce can be a significant competitive advantage. b. Disadvantage: highly loyal workforce limits the organization s opportunity to hire new employees with new knowledge and fresh ideas. 4. Building organizational commitment a. Fairness and satisfaction most important ingredient for a loyal workforce. b. Job security needed for employees to feel permanence and mutuality in the employment relationship. c. Organizational comprehension person s identification with the company in order to fully comprehend the goals and objectives. d. Employee involvement getting employees involved in the making decisions that guide the organization s future. e. Trusting employees occurs when there are positive expectations about another party s intentions and actions toward us in risky situations.
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