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Nature of Attitudes
Attitudes are understood as the beliefs, feelings and action tendencies of an individual or group of individuals towards objects, ideas and people.
Attitudes can be described as mental states of readiness, learned and organized through experience, exerting a specific influence on a person’s response to people, objects and situations with which it is related.
About Attitudes….
Attitudes are learned. Attitudes refer to feelings & beliefs of
individuals or group of people. These feelings & beliefs define one’s
predispositions towards given aspects of the world.
Attitudes can fall anywhere. Attitudes are organized & are core to an
individual.
Components of Attitude
Cognitive Component: It refers to what we know or we think that we know about an object, situation or an individual.
Affective Component: It consists of the feelings a person has towards an object, situation or an individual.
Behavioral Tendency Component: It is the way an individual is inclined towards an object, situation or an individual.
Attitude & Behavior Relationship
AffectiveComponent
CognitiveComponent
BehavioralTendency
Component
AttitudeBehavior towardsobject, situation,
person
The Attitude Behavior Cognition (ABC) Model of Attitude
Managerial StyleTechnologyNoisePeersReward SystemCareer opportunities
Beliefs & values
Feelings & emotions
Intended Behavior
StimuliWork Related Factors
Cognition
Affecting Stage
Behavior
My supervisor is unfair
Having a fair supervisorIs important to me
I don’t like my supervisor
I am going to request for a transfer
Attitude Formation
Attitudes
Experience with The object
MassCommunication
EconomicStatus
Neighborhood Family &Peer Groups
ClassicalConditioning
OperantConditioning
Social Learning
Difficulties in Changing Attitudes
Escalation of Commitment Cognitive Dissonance Insufficient Information
Escalation of Commitment
It refers to the prior commitment of people to a particular cause & their unwillingness to change.
Extension of groupthink could lead to escalation of commitment.
Desire to reduce dissonance
• Importance of elements creating dissonance
• Degree of individual influence over elements
• Rewards involved in dissonance
The Theory of Cognitive Dissonance
Cognitive Dissonance
The discomfort experienced by people feeling cognitive dissonance leads to efforts to reduce the tension by: Changing the attitudes Changing the behavior Rationalizing the inconsistency
Measuring the A-B Relationship
Recent research indicates that the attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account.
Moderating Variables
• Importance of the attitude
• Specificity of the attitude
• Accessibility of the attitude
• Social pressures on the individual
• Direct experience with the attitude
Ways of Changing Attitudes
Changing attitudes of the self:
Be aware of one’s own attitudes Think for self Realize that there are few, if any, benefits from
harboring negative attitudes Keep an open mind Get into continuous education & development
programs Build a positive self-esteem Stay away from negative influences.
Changing attitudes of the Employees:
Give feedback on a regular basis. Accentuate positive attitude. Be the role model Provide new information Use fear & coercion Use rewards Influence of friends/peers Applying co-opting approaches
Ways of Changing Attitudes
Work Related Attitudes
Job Satisfaction Organizational Commitment Involvement & Participation Psychological Ownership
Job Satisfaction
It refers to the general attitude of the employees towards their jobs & the organization.
Job Satisfaction
Measuring Job Satisfaction Single global rating Summation score
How Satisfied Are People in Their Jobs? Job satisfaction declined to 50.7% in 2000 Decline attributed to:
Pressures to increase productivity Less control over work
OrganizationalFactors
Group Factors
IndividualFactors
OutcomesExpected/valued
OutcomesReceived
JobSatisfaction
JobDissatisfaction
LowTurnover
LowAbsenteeism
HighTurnover
HighAbsenteeism
A Model of Job Satisfaction
The Effect of Job Satisfaction on Employee Performance
Satisfaction and Productivity Satisfied workers aren’t necessarily more
productive. Worker productivity is higher in organizations
with more satisfied workers. Satisfaction and Absenteeism
Satisfied employees have fewer avoidable absences.
Satisfaction and Turnover Satisfied employees are less likely to quit. Organizations take actions to cultivate high
performers and to weed out lower performers.
Causes of Job Satisfaction
Organizational factors:
Wages Promotions Nature of Work (work content, challenges,
skill variety, task identity etc) Organizational policies & procedures Working Conditions
Group factors:
Size Supervision
Individual factors:
Personality variables Expectations Interests General life satisfaction
Causes of Job Satisfaction
Performance & Job Satisfaction
Performance
Extrinsic Rewards
IntrinsicRewards
Job Satisfaction
Perceived Equity of rewards
Lawler-Porter Model of Performance & Job Satisfaction
Organizational Commitment
It is the relative strength of an individual’s identification with and involvement in a particular organization.
Components
Affective Component
NormativeComponent
ContinuanceComponent
Emotional Attachment to theorganization
It is based on theBelief that Commitment is “the right” thing “to do”
It is based on theCosts an employeeAssociates withLeaving the orgn.
PersonalTraits
Job/RoleExpectations
Job Choicefactors
OrganizationalCommitmentPropensity
Initial WorkExperience
PsychologicalOwnership
Experiencedresponsibility
Experiencedmeaningfulness
OrganizationalCommitment
Employability
Causes of Organizational Commitment
Psychological Ownership
It is the state in which an individual feels as though the target of ownership (or a piece of ownership) is their own.
It develops through empowerment, self-management opportunities, expanded roles, and participation in organizational problem solving.
Job Satisfaction and OCB
Satisfaction and Organizational Citizenship Behavior (OCB) Satisfied employees who feel fairly treated by
and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectations of their job.
Causes & Consequences of Psychological Ownership
InvolvementOpportunities
Information(intimate Knowledge)
Influence
Investing of Oneself
Antecedent Conditions
PsychologicalOwnership
OrganizationalCitizenshipBehavior
Assumption ofResponsibility
Satisfaction
OrganizationalCommitment
Assumption ofPersonal Risk forThe target of Ownership
Consequent Conditions
Management of Employee Attitudes
Organizational Structure Organizational Climate Organizational Culture Working Conditions Job Design Impact of Technology Security Organizational Policies Pay & Rewards Co-workers
Employee attitudes, beliefs, feelings &
intentions
Procedure for assessing Financial Impact of Attitudes
Identifying & measuring relevant attitudes Identifying & measuring relevant “Cost
Items” Pricing behavioral “Cost Items” Identifying the relationship b/w Attitudes &
Behavioral “cost items” Estimating the Financial Impact of Attitude
Changes