ORGANIZATIONAL BEHAVIORI N D R A N I L M U T S U D D I

Attitudes

Types of Attitudes

Nature of AttitudesAttitudes 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 persons 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 ones predispositions towards given aspects of the world.Attitudes can fall anywhere.Attitudes are organized & are core to an individual.

Components of AttitudeAffectiveCognitiveBehavioralTendencyAttitude

Components of AttitudeCognitive 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 RelationshipAffectiveComponentCognitiveComponentBehavioralTendencyComponentAttitudeBehavior towardsobject, situation, person

The Attitude Behavior Cognition (ABC) Model of AttitudeManagerial StyleTechnologyNoisePeersReward SystemCareer opportunitiesBeliefs & valuesFeelings & emotionsIntended BehaviorStimuliWork Related FactorsCognition

Affecting Stage

Behavior

My supervisor is unfairHaving a fair supervisorIs important to meI dont like my supervisorI am going to request for a transfer

Attitude FormationAttitudesExperience with The objectMassCommunicationEconomicStatusNeighborhoodFamily &Peer GroupsClassicalConditioningOperantConditioningSocial Learning

Functions of AttitudesAttitudesAdjustmentKnowledgeEgo DefensiveValueExpression

Difficulties in Changing AttitudesEscalation of CommitmentCognitive DissonanceInsufficient Information

Escalation of CommitmentIt 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 dissonanceImportance of elements creating dissonanceDegree of individual influence over elementsRewards involved in dissonanceThe Theory of Cognitive Dissonance

Cognitive DissonanceThe discomfort experienced by people feeling cognitive dissonance leads to efforts to reduce the tension by:Changing the attitudesChanging the behaviorRationalizing the inconsistency

Measuring the A-B RelationshipRecent research indicates that the attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account.Moderating VariablesImportance of the attitudeSpecificity of the attitudeAccessibility of the attitudeSocial pressures on the individualDirect experience with the attitude

Ways of Changing AttitudesChanging attitudes of the self:

Be aware of ones own attitudesThink for selfRealize that there are few, if any, benefits from harboring negative attitudesKeep an open mindGet into continuous education & development programsBuild a positive self-esteemStay away from negative influences.

Changing attitudes of the Employees:

Give feedback on a regular basis.Accentuate positive attitude.Be the role modelProvide new informationUse fear & coercionUse rewardsInfluence of friends/peersApplying co-opting approaches

Ways of Changing Attitudes

Work Related AttitudesJob SatisfactionOrganizational CommitmentInvolvement & Participation Psychological Ownership

Self-Perception Theory

An Application: Attitude Surveys

Sample Attitude Survey

Job SatisfactionIt refers to the general attitude of the employees towards their jobs & the organization.

Job SatisfactionMeasuring Job SatisfactionSingle global ratingSummation scoreHow Satisfied Are People in Their Jobs?Job satisfaction declined to 50.7% in 2000Decline attributed to:Pressures to increase productivityLess control over work

OrganizationalFactorsGroup FactorsIndividualFactorsOutcomesExpected/valuedOutcomesReceivedJobSatisfactionJobDissatisfactionLowTurnoverLowAbsenteeismHighTurnoverHighAbsenteeismA Model of Job Satisfaction

The Effect of Job Satisfaction on Employee PerformanceSatisfaction and ProductivitySatisfied workers arent necessarily more productive.Worker productivity is higher in organizations with more satisfied workers.Satisfaction and AbsenteeismSatisfied employees have fewer avoidable absences.Satisfaction and TurnoverSatisfied employees are less likely to quit.Organizations take actions to cultivate high performers and to weed out lower performers.

Causes of Job SatisfactionOrganizational factors:

WagesPromotionsNature of Work (work content, challenges, skill variety, task identity etc)Organizational policies & proceduresWorking Conditions

Group factors:

SizeSupervision

Individual factors:

Personality variablesExpectationsInterestsGeneral life satisfaction

Causes of Job Satisfaction

Performance & Job SatisfactionPerformanceExtrinsic RewardsIntrinsicRewardsJob SatisfactionPerceived Equity of rewardsLawler-Porter Model of Performance & Job Satisfaction

Responses to Job Dissatisfaction

How Employees Can Express Dissatisfaction

Organizational CommitmentIt is the relative strength of an individuals identification with and involvement in a particular organization.ComponentsAffective ComponentNormativeComponentContinuanceComponentEmotional Attachment to theorganizationIt is based on theBelief that Commitment is the right thing to doIt is based on theCosts an employeeAssociates withLeaving the orgn.

PersonalTraitsJob/RoleExpectationsJob ChoicefactorsOrganizationalCommitmentPropensityInitial WorkExperiencePsychologicalOwnershipExperiencedresponsibilityExperiencedmeaningfulnessOrganizationalCommitmentEmployabilityCauses of Organizational Commitment

Psychological OwnershipIt 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 OCBSatisfaction 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 OwnershipInvolvementOpportunitiesInformation(intimate Knowledge)

Influence

Investing of OneselfAntecedent ConditionsPsychologicalOwnershipOrganizationalCitizenshipBehavior

Assumption ofResponsibility

Satisfaction

OrganizationalCommitment

Assumption ofPersonal Risk forThe target of OwnershipConsequent Conditions

Management of Employee AttitudesOrganizational StructureOrganizational ClimateOrganizational CultureWorking ConditionsJob DesignImpact of TechnologySecurityOrganizational PoliciesPay & RewardsCo-workersEmployee attitudes, beliefs, feelings & intentions

Financial Impact of Attitudes (tools)HR AccountingBehavioral Accounting

Procedure for assessing Financial Impact of AttitudesIdentifying & measuring relevant attitudesIdentifying & measuring relevant Cost ItemsPricing behavioral Cost ItemsIdentifying the relationship b/w Attitudes & Behavioral cost itemsEstimating the Financial Impact of Attitude Changes

Values

Types of Values - Rokeach Value Survey

Values in the Rokeach Survey

Values in the Rokeach Survey(contd)

Mean Value Rankings of Executives, Union Members, and Activists

Dominant Work Values in Todays Workforce

Values, Loyalty, and Ethical BehaviorEthical Climate in the OrganizationEthical Values and Behaviors of Leaders

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