Emotions, Attitudes & Ethics: Chapter 4

Question 1

emotions

Answer 1

• instinctive mental states resulting from one’s circumstances or mood
• ability to affect memory, attention, and reasoning

Question 2

emotional labour

Answer 2

effort needed to manage your emotions in order to perform effectively

Question 3

emotional dissonance

Answer 3

contradiction between the emotions that are experienced and the emotions that are expressed

Question 4

emotional intelligence

Answer 4

one’s ability to recognize and label one’s own feelings as well as those of others, and use that information to guide behaviour

Question 5

emotional display rules

Answer 5

Different groups of people have different expectations about what emotions are appropriate to express in specific situations

Question 6

emotion contagion

Answer 6

• process through which one person’s emotions and related behaviours elicit similar emotions in others
• need to be managed because they can spread easily
• emotional contagion for positive emotions produce increased cooperation and task performance

Question 7

attitude

Answer 7

set of emotions, beliefs and behaviours that are expressed when we evaluate a person or an object with some degree of favour or disfavour

Question 8

explicit attitude

Answer 8

consciously aware of them

Question 9

implicit attitude

Answer 9

impact go unnoticed by the one who has it

Question 10

ABC model

Answer 10

we must consider all three components to understand an attitude.

Question 11

Affect (ABC model)

Answer 11

• individual’s feelings about something or someone
• measured by physiological indicators Verbal statements about feelings

Question 12

Behavioural intentions (ABC model)

Answer 12

• intention to behave in a certain way toward an object or person
• measured by observed behaviour and verbal statements about intentions

Question 13

Cognition (ABC model)

Answer 13

• process of understanding through thought, experience, and the senses
• measured by attitude scales and verbal statements about beliefs

Question 14

attitudes and their ability to change

Answer 14

• direct experience: harder to change, stronger attitude
• indirect experience: easier to influence and change the attitude

Question 15

social learning

Answer 15

• family, peer groups, and culture act to shape an individual’s attitudes indirectly
• occurs through modelling

Question 16

general attitude

Answer 16

typically have less predictive ability on specific behaviours

Question 17

specific attitude

Answer 17

their specific attitude is able to predict their specific behaviour

Question 18

relevance (relating to attitudes)

Answer 18

• attitudes addressing an issue in which we have some self-interest are more relevant for us
• our subsequent behaviour is consistent with our expressed attitude

Question 19

timing (relating to attitudes)

Answer 19

the shorter the time between the attitude measurement and the observed behaviour, the stronger the relationship

Question 20

personality (relating to attitudes)

Answer 20

One personality disposition that affects the consistency between attitudes and behaviour is self-monitoring

Question 21

social constraints (relating to attitudes)

Answer 21

social context provides information about acceptable attitudes and behaviours

Question 22

cognitive dissonance

Answer 22

tension produced by a conflict between attitudes and behaviour

Question 23

cognitive dissonance: when does it happen?

Answer 23

• when individuals behave in a way that is contrary to their beliefs
• when they attempt to hold two or more contradictory beliefs or values at the same time
• when they receive new information that is inconsistent with existing beliefs

Question 24

response to cognitive dissonance

Answer 24

• change their behaviour
• justify their behaviour
• change their attitudes
• ignore or deny new information

Question 25

employee work attitudes

Answer 25

correlate with:
- performance
- absenteeism
- turnover
- unionization
- grievances
- drug abuse
predictive of financial performance measures such as market share,* and to be related to customer satisfaction

Question 26

job satisfaction

Answer 26

pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences

Question 27

job satisfaction validated measures

Answer 27

• Job Descriptive Index (JDI)
• Minnesota Satisfaction Questionnaire (MSQ)

Question 28

benefits of job satisfaction

Answer 28

• strong link between job satisfaction and organizational performance
• more likely to help their coworkers
• more likely to make positive comments about the company
• more likely refrain from complaining when things at work go poorly
• more likely to want to give something back to the organization because they want to reciprocate their positive experiences

Question 29

dissatisfied workers consequences

Answer 29

• are more likely to skip work and quit their jobs
• report more psychological and medical problems

Question 30

organizational citizenship behaviour

Answer 30

behaviour that is above and beyond the call of duty

Question 31

workplace deviance behaviour

Answer 31

counterproductive behaviour that violates organizational norms and harms others or the organization

Question 32

examples of workplace deviance behaviour

Answer 32

• gossiping about coworkers
• sabotaging others’ projects
• theft from the company or colleagues

Question 33

organizational commitment

Answer 33

strength of an individual’s identification with an organization

Question 34

affective commitment

Answer 34

employee’s intention to remain in an organization because of a strong desire to do so

Question 35

continuance commitment

Answer 35

employee’s tendency to remain in an organization because the person cannot afford to leave

Question 36

normative commitment

Answer 36

perceived obligation to remain with the organization

Question 37

elaboration likelihood model

Answer 37

person can change their attitude through the central route and the peripheral route

Question 38

central route

Answer 38

• when targets are motivated to pay attention, and have the ability to think critically about the message being received
• logical and convincing arguments are able to elicit lasting change in attitudes

Question 39

peripheral route

Answer 39

• individual is not motivated to pay attention to the logical quality of the message, or is unable to process the message content
• influenced heuristically by expertise, trustworthiness, and attractiveness, statistics, the number of arguments presented, or the method of presentation
• attitude change = temporary, because it is superficial + likely to be changed with the next message received

Question 40

ethical behaviour

Answer 40

acting in ways consistent with one’s personal values and the commonly held values of the organization and society

Question 41

individual differences affecting ethical behaviour

Answer 41

• value systems
• locus of control
• machiavellism
• cognitive moral development

Question 42

organizational influences on behaviour

Answer 42

• codes of conduct
• ethics committees or officers
• training programs
• norms
• ethics communications systems
• modelling
• rewards and punishments
• CSR programs

Question 43

values

Answer 43

represent a person’s judgments about what is good versus what is bad

Question 44

how people decide what is right and wrong and how the decision-making process changes through interaction with peers and the environment.