Workplace,

Values, Ethics,
and Emotions

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Values
Values and
and Ethics
Ethics at
at The
The Warehouse
Warehouse

The Warehouse in New Zealand is

one of the world’s top discount
retailers because of its social
responsibility practices and “people
first” values. “We have discovered
that our policies of putting team
members first … enables [them] to
put the customers first and to
provide exceptional service,” Courtesy of The Warehouse

explains founder Stephen Tindall.

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Values
Values Defined
Defined

Stable, long-lasting beliefs

about what is important
Define right or wrong, good or
bad
Include cross-cultural, ethical,
and organizational culture
values

Courtesy of The Warehouse

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Forms
Forms of
of Workplace
Workplace Values
Values

Terminal vs. Instrumental

 Terminal are desired states of
existence
 Instrumental are desirable
modes of behavior

Espoused vs.Enacted
 Espoused are values we want
others to believe we hold
 Enacted are values-in-use,
what we actually practice Courtesy of The Warehouse

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Importance
Importance of
of Values
Values at
at Work
Work
Globalization
 Increasing awareness of and
sensitivity to different values
across cultures
Replacing Direct Supervision
 Potentially aligns employees’
decisions and actions with
corporate goals

Demand for Ethical Practices

 increasing pressure to engage
Courtesy of The Warehouse
in ethical practices

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Individualism- Collectivism
Individualism
United
States Collectivists tend to:
1. Identify themselves by
group membership
Germany 2. Give priority of group goals
3. Put more emphasis on
harmonious relationships
Japan
4. Have more socially-based
emotions (indebtedness)
China

Collectivism

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Power Distance
High Power Distance

Malaysia
The degree that people
accept an unequal
France distribution of power in
Japan society
United
States
Germany

Low Power Distance

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Uncertainty Avoidance
High U. A.

Japan The degree that people

tolerate ambiguity (low
Germany U.A.) or feel threatened
by ambiguity and
United uncertainty (high U.A.).
States

Singapore

Low U. A.

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Achievement-Nurturing
Achievement
Japan

The degree that people

value assertiveness,
United competitiveness, and
States
materialism (achievement)
South versus relationships and
Korea
well-being of others
(nurturing)
Sweden

Nurturing

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Long/Short-Term Orientation
Long-Term Orientation
China

The degree that people value

Japan
thrift, savings, and
persistence (long-term)
versus past and present
Netherlands issues (short-term).
United
States

Russia

Short-Term Orientation

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Three Ethical Principles

Utilitarianism
 Greatest good for greatest number
Individual Rights
 Fundamental entitlements in society
Distributive Justice
 Inequality must have equal access
 Inequality must benefit the least well off

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Influences on Ethical Conduct

Moral intensity
 Degree that issue demands ethical principles
Ethical sensitivity
 Ability to recognize the presence and determine
the relative importance of an ethical issue

Situational influences
 Competitive pressures and other conditions
affect ethical behavior

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Emotions Defined

Feelings experienced toward an object,

person, or event that create a state of
readiness
 Emotions demand attention and interrupt
our train of thought
 Emotions are directed toward something

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Model of Attitudes and Behavior

Beliefs

Attitude Emotional
Feelings Episodes

Behavioral
Intentions

Behavior

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Emotional Labor Defined

The effort, planning and control

needed to express organizationally
desired emotions during interpersonal
transactions

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Emotional Labor Issues

True emotions leak out --

especially with low emotional
adaptability
Emotional dissonance causes
stress
Display norms vary across cultures

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Emotional Intelligence at VA Medical

Medical professionals at Jerry

L. Pettis Memorial VA Medical
Center in Loma Linda,
California attend special
classes where they receive
their personal emotional
intelligence profile and learn to Courtesy of Jerry L. Pettis Memorial VA Medical Center

improve their EQ.

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Emotional Intelligence Dimensions

Self-
Awareness

Social Self-
Skill Emotional Regulation
Intelligence

Self-
Empathy
Motivation

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Job Satisfaction and Behavior

Job satisfaction reduces turnover,

absenteeism, theft
Weak association with job
performance because:
1. General attitude is a poor predictor of
specific behaviors
2. Performance affects satisfaction through
rewards

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Job Satisfaction and Customers

Ipswitch founder and CEO

Roger Greene (center)
has taken all 130
employees on a four-day
cruise in the Bahamas.
He believes that keeping
employees happy will
keep customers happy.
J. Wilcox, Boston Globe

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Employee-Customer-Profit Chain

Org.
Org.
Practices
Practices

•• Less
Less •• Satisfied
Satisfied
turnover
turnover Customer’s
Customer’s customers
customers
Satisfied
Satisfied
Perceived
Perceived
Employees
Employees •• Consistent
Consistent •• Customer
Customer
service Value
Value referrals
service referrals

Higher
Higher
Revenue
Revenue
Growth
Growth
and
and Profits
Profits

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Organizational Commitment

Affective commitment
 Emotional attachment to, identification
with, and involvement in an organization

Continuance commitment
 Belief that staying with the organization
serves your personal interests

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Building Organizational Commitment

Maintain fairness and satisfaction

Provide some job security
Support organizational comprehension
Involve employees in decisions
Build trust

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.