Attitudes In Organizations
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ORGANIZATIONAL BEHAVIOR INDRANILMUTSUDDI
Attitudes
Types of Attitudes
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
Affective Attitude
Behavioral Tendency
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
Affective Component
Cognitive Component
Behavioral Tendency Component
Attitude
Behavior towards object, situation, person
The Attitude Behavior Cognition (ABC) Model of Attitude Stimuli Work Related Factors
Managerial Style Technology Noise Peers Reward System Career opportunities My supervisor is unfair
Cognition
Beliefs & values
Affecting Stage
Feelings & emotions
I don’t like my supervisor
Behavior
Intended Behavior
I am going to request for a transfer
Having a fair supervisor Is important to me
Attitude Formation Experience with The object Mass Communication
Classical Conditioning Attitudes
Economic Status
Neighborhood
Operant Conditioning
Family & Peer Groups
Social Learning
Functions of Attitudes
Ego Defensive
Adjustment
Attitudes
Knowledge
Value Expression
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.
The Theory of Cognitive Dissonance
Desire to reduce dissonance • Importance of elements creating dissonance • Degree of individual influence over elements • Rewards involved in 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.
Ways of Changing Attitudes 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
Work Related Attitudes
Job Satisfaction Organizational Commitment Involvement & Participation Psychological Ownership
Self-Perception Theory
An Application: Attitude Surveys
Sample Attitude Survey
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
A Model of Job Satisfaction Low Turnover
Organizational Factors
Outcomes Expected/valued
Job Satisfaction
Low Absenteeism
Group Factors
Individual Factors
Outcomes Received
Job Dissatisfaction
High Turnover
High Absenteeism
The Effect of Job Satisfaction on Employee Performance
Satisfaction and Productivity
Satisfaction and Absenteeism
Satisfied workers aren’t necessarily more productive. Worker productivity is higher in organizations with more satisfied workers. 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
Causes of Job Satisfaction Group factors:
Size Supervision
Individual factors:
Personality variables Expectations Interests General life satisfaction
Performance & Job Satisfaction Perceived Equity of rewards
Extrinsic Rewards Job Satisfaction
Performance
Intrinsic Rewards
Lawler-Porter Model of Performance & Job Satisfaction
Responses to Job Dissatisfaction
How Employees Can Express Dissatisfaction
Organizational Commitment
It is the relative strength of an individual’s identification with and involvement in a particular organization. Components
Affective Component
Normative Component
Continuance Component
Emotional Attachment to the organization
It is based on the Belief that Commitment is “the right” thing “to do”
It is based on the Costs an employee Associates with Leaving the orgn.
Causes of Organizational Commitment
Employability
Personal Traits
Job/Role Expectations
Organizational Commitment Propensity
Organizational Commitment Experienced meaningfulness
Job Choice factors
Initial Work Experience
Experienced responsibility Psychological Ownership
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, selfmanagement 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 Antecedent Conditions
Involvement Opportunities
Information (intimate Knowledge)
Consequent Conditions Organizational Citizenship Behavior Psychological Ownership
Assumption of Responsibility
Influence
Satisfaction
Investing of Oneself
Organizational Commitment Assumption of Personal Risk for The target of Ownership
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
Financial Impact of Attitudes (tools)
HR Accounting Behavioral Accounting
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
Values
Types of Values –- Rokeach Value Survey
Values in the Rokeach Survey
Values in the Rokeach Survey (cont’d)
Mean Value Rankings of Executives, Union Members, and Activists
Dominant Work Values in Today’s Workforce
Values, Loyalty, and Ethical Behavior Ethical Values and Behaviors of Leaders
Ethical Climate in the Organization
Attitudes
Types of Attitudes
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
Affective Attitude
Behavioral Tendency
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
Affective Component
Cognitive Component
Behavioral Tendency Component
Attitude
Behavior towards object, situation, person
The Attitude Behavior Cognition (ABC) Model of Attitude Stimuli Work Related Factors
Managerial Style Technology Noise Peers Reward System Career opportunities My supervisor is unfair
Cognition
Beliefs & values
Affecting Stage
Feelings & emotions
I don’t like my supervisor
Behavior
Intended Behavior
I am going to request for a transfer
Having a fair supervisor Is important to me
Attitude Formation Experience with The object Mass Communication
Classical Conditioning Attitudes
Economic Status
Neighborhood
Operant Conditioning
Family & Peer Groups
Social Learning
Functions of Attitudes
Ego Defensive
Adjustment
Attitudes
Knowledge
Value Expression
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.
The Theory of Cognitive Dissonance
Desire to reduce dissonance • Importance of elements creating dissonance • Degree of individual influence over elements • Rewards involved in 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.
Ways of Changing Attitudes 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
Work Related Attitudes
Job Satisfaction Organizational Commitment Involvement & Participation Psychological Ownership
Self-Perception Theory
An Application: Attitude Surveys
Sample Attitude Survey
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
A Model of Job Satisfaction Low Turnover
Organizational Factors
Outcomes Expected/valued
Job Satisfaction
Low Absenteeism
Group Factors
Individual Factors
Outcomes Received
Job Dissatisfaction
High Turnover
High Absenteeism
The Effect of Job Satisfaction on Employee Performance
Satisfaction and Productivity
Satisfaction and Absenteeism
Satisfied workers aren’t necessarily more productive. Worker productivity is higher in organizations with more satisfied workers. 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
Causes of Job Satisfaction Group factors:
Size Supervision
Individual factors:
Personality variables Expectations Interests General life satisfaction
Performance & Job Satisfaction Perceived Equity of rewards
Extrinsic Rewards Job Satisfaction
Performance
Intrinsic Rewards
Lawler-Porter Model of Performance & Job Satisfaction
Responses to Job Dissatisfaction
How Employees Can Express Dissatisfaction
Organizational Commitment
It is the relative strength of an individual’s identification with and involvement in a particular organization. Components
Affective Component
Normative Component
Continuance Component
Emotional Attachment to the organization
It is based on the Belief that Commitment is “the right” thing “to do”
It is based on the Costs an employee Associates with Leaving the orgn.
Causes of Organizational Commitment
Employability
Personal Traits
Job/Role Expectations
Organizational Commitment Propensity
Organizational Commitment Experienced meaningfulness
Job Choice factors
Initial Work Experience
Experienced responsibility Psychological Ownership
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, selfmanagement 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 Antecedent Conditions
Involvement Opportunities
Information (intimate Knowledge)
Consequent Conditions Organizational Citizenship Behavior Psychological Ownership
Assumption of Responsibility
Influence
Satisfaction
Investing of Oneself
Organizational Commitment Assumption of Personal Risk for The target of Ownership
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
Financial Impact of Attitudes (tools)
HR Accounting Behavioral Accounting
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
Values
Types of Values –- Rokeach Value Survey
Values in the Rokeach Survey
Values in the Rokeach Survey (cont’d)
Mean Value Rankings of Executives, Union Members, and Activists
Dominant Work Values in Today’s Workforce
Values, Loyalty, and Ethical Behavior Ethical Values and Behaviors of Leaders
Ethical Climate in the Organization
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