© 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