View
254
Download
4
Category
Preview:
DESCRIPTION
Citation preview
© Prentice Hall, 2005 1 - 1
© Prentice Hall, 2005 1 - 2
ObjectivesObjectivesObjectivesObjectives1.An understanding of employee workplace attitudes
2.Insights into how to change employee attitudes
3.An appreciation of the impact of employee perceptions on employee behaviors
4.Knowledge of employee perceptions of procedural justice
5.An understanding that adult learners are different from younger students
© Prentice Hall, 2005 1 - 3
What Are Attitudes?What Are Attitudes?What Are Attitudes?What Are Attitudes?Attitudes have three primary components:
1. Cognitive2. Affective3. Behavioral
How Beliefs and Values Create Attitudes
Beliefs are Accepted facts or truths about an object or personGained from either direct experience or a secondary source
Values areLevels of worthPlaced by an individual on various factors in the environment
© Prentice Hall, 2005 1 - 4
What Are Attitudes?What Are Attitudes?What Are Attitudes?What Are Attitudes?
© Prentice Hall, 2005 1 - 5
What Are Attitudes?What Are Attitudes?What Are Attitudes?What Are Attitudes?Attitude Surveys
Theory of Reasoned Action
Intention is best predicted from two factors:
1. Attitude toward performing the behavior
2. Subjective norm—perceived performance expectations
Employee Attitudes
Primary determinations of employee attitudes:
1) Focuses on the design of the job
2) Stresses social influence
3) Stresses personal characteristics (Dispositional approach)
Attitude Theory and Reasoned Action
© Prentice Hall, 2005 1 - 6
What Are Attitudes?What Are Attitudes?What Are Attitudes?What Are Attitudes?
© Prentice Hall, 2005 1 - 7
What Are Attitudes?What Are Attitudes?What Are Attitudes?What Are Attitudes?
© Prentice Hall, 2005 1 - 8
What Are Attitudes?What Are Attitudes?What Are Attitudes?What Are Attitudes?Attitude Surveys (continued)
Changing AttitudesBehaviors and attitudes can best be predicted by knowing:
1. A person’s beliefs2. The social norms that influence a person’s intentions
Human Resource ApproachWhy managers should not focus too sharply on attitudes:
1. Attitudes are internal and cannot be accurately measured or observed2. Beliefs, values, and norms that affect attitudes are complex and lifelong
Causes of behavior problems:1. Lack of Skills2. Lack of Positive Attitude3. Rule Breaking4. Personal Problems
© Prentice Hall, 2005 1 - 9
What Are Attitudes?What Are Attitudes?What Are Attitudes?What Are Attitudes?
© Prentice Hall, 2005 1 - 10
PerceptionPerceptionPerceptionPerceptionPerception and the Perceptual Process
Perception - psychological process
Perceptual process - series of actions
© Prentice Hall, 2005 1 - 11
PerceptionPerceptionPerceptionPerception
© Prentice Hall, 2005 1 - 12
PerceptionPerceptionPerceptionPerceptionAttribution Theory: Interpreting the Behavior of Others
To avoid inappropriate attributions:1. Make greater effort to see situations as perceived by others2. Guard against perceptual distortions3. Pay more attention to individual differences among subordinates
People focus on these factors when making attributions:1. Consensus2. Consistency3. Distinctiveness
Attribute behavior to external causes:1. If other employees behave the same way2. If employee has behaved the same way in similar situations3. If this behavior is highly unusual or distinctive
© Prentice Hall, 2005 1 - 13
PerceptionPerceptionPerceptionPerceptionPerceptual Distortions
Stereotypes
Halo Effect
Projection
Self-Serving Bias and Attribution Error
Selective Perception
Recency
© Prentice Hall, 2005 1 - 14
PerceptionPerceptionPerceptionPerceptionPerceptions of Procedural Justice
Procedural justice:Perceived fairness of processUsed for deciding outcomes (merit increases and promotions)
Procedures and Outcomes
Dispute Resolution
Employee Responses
Measuring Employee Attitudes
© Prentice Hall, 2005 1 - 15
LearningLearningLearningLearningOperant Learning
Operant conditioningBehavior is a function of its consequences
Cognitive LearningAssumes people have a high capacity to act in a purposeful mannerChoose behaviors that will enable them to achieve long-run goals
© Prentice Hall, 2005 1 - 16
LearningLearningLearningLearningCognitive Learning (continued)
Goal-Setting StrategiesAdvantages:
1. Directed Behavior2. Challenges3. Resource Allocation4. Structure
Goal Setting and Problem SolvingLearning StrategiesReinforcement Strategy
1. Positive Reinforcement2. Avoidance Strategy3. Escape Strategy4. Punishment Strategy
© Prentice Hall, 2005 1 - 17
QuestionsQuestions
Recommended