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Attitudes
Attitude

Attitude is defined as “a
learned predisposition to respond
in a consistently favorable or
unfavorable manner with respect
to a given object.”
That is, attitudes affect behavior
at a different level than do
values…
Attitudes



Attitudes are positive, negative
 or neutral views of an "attitude
 object": i.e. a person, behaviour
 or event. They reflect how one
 feels about something.
The Nature and Dimensions of Attitudes

“Attitudes”
   Persistent tendency to feel and behave in a
    particular way towards some object
Characteristics of Attitudes
   They tend to persist unless something is done
    to change them.
   They can fall anywhere along a continuum
    from very favorable to very unfavorable.
   They are directed toward some object about
    which a person has feelings and beliefs.
Attitude Components

 Cognitive component
 The opinion or belief segment of an attitude.



 Affective Component
 The emotional or feeling segment of an attitude.



 Behavioral Component
 An intention to behave in a certain way toward someone or
 something.
Attitudes and Influencing Attitudes
          Attitude Components and Manifestations
My supervisor gave
promotion to my co-
worker who deserved it
less than me.
My supervisor is unfair.

                           Negative
                           attitude
I dislike my supervisor
                           towards
                           supervisor

I am looking for some
other job
Attitude Formation/ Sources of attitude

Direct experience
Social learning
  The process of deriving attitudes from
   family, peer groups, religious
   organizations, and culture.
Acquired from parents, teachers, and
 peer group members.
  There are “genetic” predispositions.
  Observations, attitudes that we imitate.
Sources of attitude cont’d
Mere exposure
Social learning/observational
 learning
Operant conditioning
Genetics
Sources of attitude
Sources of attitude
Sources of attitude
Sources of attitude
Attitude Types
Most of the research in OB has been concerned with three
attitudes…

  Job Satisfaction
   A collection of positive and/or negative feelings that an individual
   holds toward his or her job.

  Job Involvement
   Identifying with the job, actively participating in it, and
   considering performance important to self-worth.


 Organizational Commitment
   Identifying with a particular organization and its goals, and
   wishing to maintain membership in the organization.
Job satisfaction

Job satisfaction essentially reflects the
 extent to which an individual likes his or her job.
 Formally defined, job satisfaction is an affective
 or emotional response toward various facets of
 one’s job…
Determinants of Job Satisfaction
Outcomes of Job Satisfaction


• Job Performance
   – Satisfied workers are more productive AND more
     productive workers are more satisfied!
   – The causality may run both ways.
• Organizational Citizenship Behaviors
   – Satisfaction influences OCB through perceptions of
     fairness.
• Customer Satisfaction
   – Satisfied frontline employees increase customer
     satisfaction and loyalty.
• Absenteeism
   – Satisfied employees are moderately less likely to miss
     work.
Outcomes of Job Satisfaction

 Turnover
   Satisfied employees are less likely to quit.
   Many moderating variables in this relationship.
     • Economic environment and tenure.
     • Organizational actions taken to retain high performers and to
       weed out lower performers.
 Workplace Deviance
   Dissatisfied workers are more likely to
    unionize, abuse substances, steal, be tardy, and
    withdraw.
Employee Responses to Dissatisfaction

• Exit
   – Behavior directed toward leaving the
     organization
• Voice
   – Active and constructive attempts to improve
     conditions
• Neglect
   – Allowing conditions to worsen
• Loyalty
   – Passively waiting for conditions to improve
Organizational Commitment
 The strength of an individual’s
  identification with an organization.
 Three kinds of organizational
  commitment:
  1. Affective
  2. Continuance
  3. Normative
Kinds of Organizational Commitment
Affective
Commitment: The type
of organizational
commitment that is
                           Continuance
based on an individual’s
                           Commitment: The type of
desire to remain in an
                           organizational
organization.
                           commitment that is based
                           on the fact that an
Normative                  individual cannot afford to
Commitment: The type of    leave.
commitment that is based
on an individual’s
perceived obligation to
remain within an
organization.
Organizational Commitment*
 Refers to the strength of an employee’s involvement in and
  identification with the organization
 Strong organizational commitment entails:
    Strong belief in/acceptance of an organization’s goals and values
    Willingness to exert considerable effort on behalf of the organization
    Strong desire to maintain membership in the organization
 Higher commitment is negatively related to absenteeism
  and turnover, and positively related to productivity
Changes in Organizational Commitment
 Initial Commitment Over Time individual
                     is determined by
  characteristics and degree of congruence between their
  expectations and organizational realities
 Subsequent Commitment is influenced by job
  experiences, including many of the same factors which
  influence job satisfaction (such as pay, interpersonal
  relationships, working conditions, advancement
  opportunities, etc.)
Cognitive Dissonance



A state of tension that is
produced when an
individual experiences
conflict between
attitudes and behavior.
Cognitive Dissonance Theory

 Leon Festinger
Any incompatibility between two
 or more attitudes or between
 behavior and attitudes.
Internal state that results when
 individuals notice inconsistency
 between two or more of their
 attitudes   or    between     their
 attitudes and their behavior.
Cognitive Dissonance Theory
Dissonance Reduction:
 Attitude or Behavior Change
 Adding new information
 Trivialization: downplaying the importance of
  the inconsistent attitudes or behavior
Cognitive Dissonance Theory
 Desire to reduce dissonance depends
 on the following factors:
Importance of the elements creating
 the dissonance.
Degree of influence the individual
 believes he / she has over the
 elements
Rewards that may be involved in
 dissonance.
Self-Perception Theory
Self Perception Theory: Self-
perception theory is developed by
psychologist, Daryl Bem.
It asserts that we develop our
attitudes by observing our own
behavior    and    concluding  what
attitudes must have caused them.
Changing Attitudes
• Employees’ attitudes can be changed and
  sometimes it is in the best interests of
  managements to try to do so.
• For example, if employees believe that their
  employer does not look after their
  welfare, the management should try to
  change their attitude and help develop a
  more positive attitude in them.
• However, the process of changing the
  attitude is not always easy.
Changing Attitudes
Some of the possible ways of changing
attitudes :
  Providing New Information.

  Use of Fear

  Resolving Discrepancies

  Influence of friends and peer

  Co-opting
Work related attitudes
 Loyalty,                   Attitudes toward
 sense of self-efficacy,     employees,
 absenteeism,               style of leadership,
 sense of self-worth,       methods for managing
 alienation,                 burn-out,
 personality variables,     type of work,
 sense of belonging,        how work is set up,
 social behavior,           Environmental
                              conditions,
 corporate culture,
                             discipline,
                             corporate structure
LOGO

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Attitudes

  • 2. Attitude Attitude is defined as “a learned predisposition to respond in a consistently favorable or unfavorable manner with respect to a given object.” That is, attitudes affect behavior at a different level than do values…
  • 3. Attitudes Attitudes are positive, negative or neutral views of an "attitude object": i.e. a person, behaviour or event. They reflect how one feels about something.
  • 4. The Nature and Dimensions of Attitudes “Attitudes”  Persistent tendency to feel and behave in a particular way towards some object Characteristics of Attitudes  They tend to persist unless something is done to change them.  They can fall anywhere along a continuum from very favorable to very unfavorable.  They are directed toward some object about which a person has feelings and beliefs.
  • 5. Attitude Components Cognitive component The opinion or belief segment of an attitude. Affective Component The emotional or feeling segment of an attitude. Behavioral Component An intention to behave in a certain way toward someone or something.
  • 6. Attitudes and Influencing Attitudes Attitude Components and Manifestations
  • 7. My supervisor gave promotion to my co- worker who deserved it less than me. My supervisor is unfair. Negative attitude I dislike my supervisor towards supervisor I am looking for some other job
  • 8. Attitude Formation/ Sources of attitude Direct experience Social learning  The process of deriving attitudes from family, peer groups, religious organizations, and culture. Acquired from parents, teachers, and peer group members.  There are “genetic” predispositions.  Observations, attitudes that we imitate.
  • 9. Sources of attitude cont’d Mere exposure Social learning/observational learning Operant conditioning Genetics
  • 14. Attitude Types Most of the research in OB has been concerned with three attitudes… Job Satisfaction A collection of positive and/or negative feelings that an individual holds toward his or her job. Job Involvement Identifying with the job, actively participating in it, and considering performance important to self-worth. Organizational Commitment Identifying with a particular organization and its goals, and wishing to maintain membership in the organization.
  • 15. Job satisfaction Job satisfaction essentially reflects the extent to which an individual likes his or her job. Formally defined, job satisfaction is an affective or emotional response toward various facets of one’s job…
  • 16. Determinants of Job Satisfaction
  • 17. Outcomes of Job Satisfaction • Job Performance – Satisfied workers are more productive AND more productive workers are more satisfied! – The causality may run both ways. • Organizational Citizenship Behaviors – Satisfaction influences OCB through perceptions of fairness. • Customer Satisfaction – Satisfied frontline employees increase customer satisfaction and loyalty. • Absenteeism – Satisfied employees are moderately less likely to miss work.
  • 18. Outcomes of Job Satisfaction  Turnover  Satisfied employees are less likely to quit.  Many moderating variables in this relationship. • Economic environment and tenure. • Organizational actions taken to retain high performers and to weed out lower performers.  Workplace Deviance  Dissatisfied workers are more likely to unionize, abuse substances, steal, be tardy, and withdraw.
  • 19. Employee Responses to Dissatisfaction • Exit – Behavior directed toward leaving the organization • Voice – Active and constructive attempts to improve conditions • Neglect – Allowing conditions to worsen • Loyalty – Passively waiting for conditions to improve
  • 20. Organizational Commitment  The strength of an individual’s identification with an organization.  Three kinds of organizational commitment: 1. Affective 2. Continuance 3. Normative
  • 21. Kinds of Organizational Commitment Affective Commitment: The type of organizational commitment that is Continuance based on an individual’s Commitment: The type of desire to remain in an organizational organization. commitment that is based on the fact that an Normative individual cannot afford to Commitment: The type of leave. commitment that is based on an individual’s perceived obligation to remain within an organization.
  • 22. Organizational Commitment*  Refers to the strength of an employee’s involvement in and identification with the organization  Strong organizational commitment entails:  Strong belief in/acceptance of an organization’s goals and values  Willingness to exert considerable effort on behalf of the organization  Strong desire to maintain membership in the organization  Higher commitment is negatively related to absenteeism and turnover, and positively related to productivity
  • 23. Changes in Organizational Commitment  Initial Commitment Over Time individual is determined by characteristics and degree of congruence between their expectations and organizational realities  Subsequent Commitment is influenced by job experiences, including many of the same factors which influence job satisfaction (such as pay, interpersonal relationships, working conditions, advancement opportunities, etc.)
  • 24. Cognitive Dissonance A state of tension that is produced when an individual experiences conflict between attitudes and behavior.
  • 25. Cognitive Dissonance Theory Leon Festinger Any incompatibility between two or more attitudes or between behavior and attitudes. Internal state that results when individuals notice inconsistency between two or more of their attitudes or between their attitudes and their behavior.
  • 26. Cognitive Dissonance Theory Dissonance Reduction:  Attitude or Behavior Change  Adding new information  Trivialization: downplaying the importance of the inconsistent attitudes or behavior
  • 27. Cognitive Dissonance Theory Desire to reduce dissonance depends on the following factors: Importance of the elements creating the dissonance. Degree of influence the individual believes he / she has over the elements Rewards that may be involved in dissonance.
  • 28. Self-Perception Theory Self Perception Theory: Self- perception theory is developed by psychologist, Daryl Bem. It asserts that we develop our attitudes by observing our own behavior and concluding what attitudes must have caused them.
  • 29. Changing Attitudes • Employees’ attitudes can be changed and sometimes it is in the best interests of managements to try to do so. • For example, if employees believe that their employer does not look after their welfare, the management should try to change their attitude and help develop a more positive attitude in them. • However, the process of changing the attitude is not always easy.
  • 30. Changing Attitudes Some of the possible ways of changing attitudes :  Providing New Information.  Use of Fear  Resolving Discrepancies  Influence of friends and peer  Co-opting
  • 31. Work related attitudes  Loyalty,  Attitudes toward  sense of self-efficacy, employees,  absenteeism,  style of leadership,  sense of self-worth,  methods for managing  alienation, burn-out,  personality variables,  type of work,  sense of belonging,  how work is set up,  social behavior,  Environmental conditions,  corporate culture,  discipline,  corporate structure
  • 32. LOGO