Post on 24-May-2017
Sonali Joglear 2011
VALUES VALUES
andand
ATTITUDES ATTITUDES
in Organisationsin Organisations
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VALUESVALUES
ATTITUDESATTITUDES
PersonalityPersonality
AbilityAbility
MotivationMotivation
PerceptionPerception
LearningLearning
BehaviorBehavior
Key Variables Affecting BehaviorKey Variables Affecting Behavior
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Definition: VALUESDefinition: VALUES
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Types of ValuesTypes of Values
TerminalTerminalValuesValues
InstrumentalInstrumentalValuesValues
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Dominant Work Values in Dominant Work Values in Today’s WorkforceToday’s Workforce
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Why is knowing values of employees Why is knowing values of employees is important: is important:
• Foundation to know employees’ attitudes and motivation
• Affect employees’ perception and decision making
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Hofstede’s Framework for Hofstede’s Framework for Assessing values across Assessing values across
culturescultures
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Following up with values Following up with values in an in an
organizationorganization
1. Communicate the Values Constantly
2. Enroll New Folk.
3. Revisit and Refresh the Values.
4. Confront Contradictory Behaviour.
5. Periodically Check out with Feedback.
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ATTITUDEATTITUDE
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CognitiveComponent
Attitude AffectiveComponent
BehavioralComponent
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PersonalityThe enduring ways a person has of feeling, thinking and behaving
Work situationWork situationThe work itself Coworkers, supervisors and subordinates Physical working conditions Working hours, pay and job security
Attitudes to workThe collection of feelings, beliefs and predispositions to behave in one’s job or organisation
Social influenceCoworkers Groups Culture
ValuesIntrinsic work values
Extrinsic work values
Determinants of Work Determinants of Work attitudesattitudes
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Why Might Attitudes Matter at Why Might Attitudes Matter at Work?Work?
Because attitudes to work and/or employing Because attitudes to work and/or employing organisation might affect:organisation might affect:
• Whether a person seeks a new jobWhether a person seeks a new job• How co-operative they are with others at workHow co-operative they are with others at work• Whether they present a positive image of the Whether they present a positive image of the
organisation to clients or customersorganisation to clients or customers• How they react to changeHow they react to change• How hard they work (motivation)How hard they work (motivation)• Their psychological or physical healthTheir psychological or physical health
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Attitudes: Organizational Attitudes: Organizational EffectsEffects
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The Theory of Cognitive The Theory of Cognitive DissonanceDissonance
Desire to reduce dissonance
Desire to reduce dissonance
•Importance of elements creating dissonance
Importance of elements creating dissonance
•Degree of individual influence over elements
Degree of individual influence over elements
•Rewards involved in dissonance
Rewards involved in dissonance
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• Explains the linkage between attitudes and Explains the linkage between attitudes and behavior.behavior.
• Refers to any incompatibility that an individual Refers to any incompatibility that an individual might perceive between two or more of his/ her might perceive between two or more of his/ her attitudes.attitudes.
• The individual attempts to reduce the The individual attempts to reduce the dissonance/ inconsistency of the balance dissonance/ inconsistency of the balance between attitudes.between attitudes.
• Thus seeking a state where there is minimum Thus seeking a state where there is minimum dissonance.dissonance.
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Work Values vs. Attitudes.Work Values vs. Attitudes.
ValuesNature of work itself
Stable over a long time
Determines choice of a job, career, happiness with a job, etc.
AttitudesCurrent job or
organization
Moderately stable
Determines absenteeism, turnover, organizational citizenship behaviors.