© 2005 Prentice Hall Inc. All rights reserved.3–0 COURSE CONTENT ATTITUDE AND VALUE

© 2005 Prentice Hall Inc. All rights reserved. 3–1

COURSE CONTENT

ATTITUDE AND VALUE


Reinforcement: Positive; negative; contingencies of reinforcement; schedules of reinforcement

Behavior and its modification Transfer of learning through training INDIVIDUAL PROCESSES – ATTITUDES AND VALUES Meaning and scope; attitude and behaviour Work attitude Belief & trust Attitudes and values


AttitudesAttitudes

Attitudes

Evaluative statements or judgments concerning objects, people, or events.

Affective ComponentThe emotional or feeling segment of an attitude.

Cognitive componentThe opinion or belief segment of an attitude.

Behavioral ComponentAn intention to behave in a certain way toward someone or something.


What is AttitudeWhat is Attitude

PREDISPOSITIONS TO RESPOND CONSISTENTLY TO CERTAIN PEOPLE, IDEAS, OR SITUATIONS.

WE HAVE ATTITUDES ABOUT SPECIFIC “THINGS”

ATTITUDES ARE A RELFECTION OF AN INDIVIDUAL’S VALUES AND BELIEF SYSTEM

THE WORLD’S WINDOW INTO THAT INDIVIDUAL


ATTITUDESATTITUDES

THREE COMPONENTS– Cognitive component (opinion or belief)– Affective component (emotional feelings)– Behavioral component (intention to behave)

Example: studying negative attitudes towards group– Negative beliefs (cognitive)– Prejudice, negative feelings (affective)– Discrimination, negative actions (behavioral)


Cognitive DissonanceCognitive Dissonance

1950s Leon Festinger proposed the theory of Cognitive Dissonance

‘Any incompatibility between two ro more attitudes or between behavior and attitude.”

Complete dissonance is unavoidable. Dissonance influenced by:

– Unimportant elements– Choice/ Control over elements– Rewards

The greater the pressure to reduce it


The Theory of Cognitive DissonanceThe Theory of Cognitive Dissonance

Desire to reduce dissonance

• Importance of elements creating dissonance

• Degree of individual influence over elements

• Rewards involved in dissonance

Desire to reduce dissonance

• Importance of elements creating dissonance

• Degree of individual influence over elements

• Rewards involved in dissonance

Cognitive Dissonance

Any incompatibility between two or more attitudes or between behavior and attitudes.


COGNITIVE CONSISTENCY vs DISSONANCEFESTINGER (57)

COGNITIVE CONSISTENCY vs DISSONANCEFESTINGER (57)

EXPLAINS THE LINKAGE BETWEEN ATTITUDES AND BEHAVIOR

CONSISTENCY DISSONANCEWhen the 3 elements… Are in Harmony Conflict

We feel… At Peace and Content Uncomfortable

Attitude change is… Not Likely Possible- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - ATTITUDE CHANGE IS MOST LIKELY WHEN THE ELEMENTS ARE IMPORTANT TO YOU, THEY APPEAR

TO CONFLICT, YOU HAVE SOME CONTROL OVER THEM, AND THERE AREN’T LARGE REWARDS TO YOU FOR HOLDING THIS ATTITUDE/BEHAVIOR.

YOU CAN:Change your behavior (stop polluting the river)Conclude the dissonant behavior isn’t so important after all (I have to make decisions in the best interest of the company, besides it’s within legal limits)Change your attitude (there isn’t anything wrong with this pollution)Seek out more consonant elements (the benefits to society of our products outweigh the cost of this minor pollution)


Measuring the A-B RelationshipMeasuring the A-B Relationship

Recent research indicates that 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

Moderating Variables

• Importance of the attitude

• Specificity of the attitude

• Accessibility of the attitude

• Social pressures on the individual

• Direct experience with the attitude


THE ATTITUDE-BEHAVIOR RELATIONSHIPTHE ATTITUDE-BEHAVIOR RELATIONSHIP

DOES ATTITUDE BEHAVIOR?(Sometimes attitudes don’t seem to predict behavior very well).

DOES THE ATTITUDE REFLECT AN IMPORTANT (FUNDAMENTAL) VALUE?

SPECIFIC ATTITUDES AND SPECIFIC BEHAVIORS ARE STRONGLY LINKED. “Do you intend to stay/quit in the next six months” is clearly more specific than “…are you satisfied with your work?”

FREQUENTLY REMEMBERED (AND EXPRESSED) ATTITUDES ARE MOST LIKELY TO PREDICT BEHAVIOR. If you talk about it enough, you’ll act on it.

IF YOU’VE HAD DIRECT PERSONAL EXPERIENCE WITH THE SITUATION, YOUR ATTITUDE WILL BE STRONGLY LINKED TO YOUR SUBSEQUENT BEHAVIOR

DISCREPANCIES IN THE ATTITUDE BEHAVIOR LINK ARE MOST LIKELY WHEN:

THERE ARE STRONG SOCIAL PRESSURES APPLIED EXTERNALLY, AND/ORTHERE ARE LARGE REWARDS FOR “GOING ALONG” WITH THE CROWD.


Self-Perception TheorySelf-Perception Theory

Attitudes are used after the fact to make sense out of an action that has already occurred.


Self-Perception TheorySelf-Perception Theory

Daryl Bern (1972) – we make judgments about ourselves as we make judgments about other people.

Attitudes are used after the fact to make sense out of an action that has already occurred.

Contrary to cognitive dissonance. People tend to create attitudes after they have behaved in a

particular manner. When attitudes are vague and ambiguous Self-perception

theory works.


HOFSTEDE - VALUES ACROSS CULTURESHOFSTEDE - VALUES ACROSS CULTURES

Power distance

Acceptance of hierarchical differences

Tolerance of autocratic leadership

Individualism / collectivism

PERSONAL ACCOUNTABILITY vs GROUP COOPERATION AND COLLABORATION

To what extent is individual freedom & independence valued?

Uncertainty avoidance

Feeling threatened by ambiguous situations?

Do people want structure, stability, rules & clear performance measures?

Achievement / nurturing (masculinity / femininity)

Assertiveness, competition, the acquisition of money and material goods

Or are relationships, sensitivity and concern for others more important

Long-term / short-term orientation (cofucian dynamism)

Do you look to the future: is persistence, thrift and hard work important? Or is the past, respect for tradition, & fulfilling obligations important?


Types of AttitudesTypes of Attitudes

Job InvolvementIdentifying with the job, actively participating in it, and considering performance important to self-worth.

Organizational CommitmentIdentifying with a particular organization and its goals, and wishing to maintain membership in the organization.

Job SatisfactionA collection of positive and/or negative feelings that an individual holds toward his or her job.


Types of AttitudesTypes of Attitudes

Employee Engagement

An individual’s involvement with, satisfaction with, and enthusiasm for the organization.

Perceived Organizational Support (POS)

Degree to which employees feel the organization cares about their well-being.


An Application: Attitude SurveysAn Application: Attitude Surveys

Attitude Surveys

Eliciting responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, and the organization.


Sample Attitude SurveySample Attitude Survey


Attitudes and Workforce DiversityAttitudes and Workforce Diversity

Training activities that can reshape employee attitudes concerning diversity:

– Participating in diversity training that provides for self-evaluation and group discussions.

– Volunteer work in community and social serve centers with individuals of diverse backgrounds.

– Exploring print and visual media that recount and portray diversity issues.


Job SatisfactionJob Satisfaction

Measuring Job Satisfaction– Single global rating– Summation score

How Satisfied Are People in Their Jobs?– Job satisfaction declined to 50.4% in 2002– Decline attributed to:

• Pressures to increase productivity and meet tighter deadlines

• Less control over work


How Employees Can Express DissatisfactionHow Employees Can Express Dissatisfaction

Exit

Behavior directed toward leaving the organization.

Voice

Active and constructive attempts to improve conditions.

Neglect

Allowing conditions to worsen.

Loyalty

Passively waiting for conditions to improve.


Responses to Job DissatisfactionResponses to Job Dissatisfaction

E X H I B I T 3–5E X H I B I T 3–5Source: C. Rusbult and D. Lowery, “When Bureaucrats Get the Blues,” Journal

of Applied Social Psychology. 15, no. 1, 1985:83. Reprinted with permission.


The Effect of Job Satisfaction on Employee Performance

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 retain high

performers and to weed out lower performers.


Job Satisfaction and OCBJob 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.


Job Satisfaction and Customer SatisfactionJob Satisfaction and Customer Satisfaction

Satisfied employees increase customer satisfaction because:– They are more friendly, upbeat, and responsive.– They are less likely to turnover which helps build

long-term customer relationships.– They are experienced.

Dissatisfied customers increase employee job dissatisfaction.


VALUE SYSTEMVALUE SYSTEM

Given below is a list of values, you are required to rank them on a scale of 1-5 where 1 is the most important and 5 is the lowest important value as appear to you.

PunctualitySelf respectHonestyCleanlinessLoveAssertivenessFreedomHappinessEquality_____________________


VALUES - PREFERENCES THAT ENDUREVALUES - PREFERENCES THAT ENDURE

Judgmental element Content (important or not) and intensity attribute (how important it

is) BASIC CONVICTIONS ABOUT WHAT CONDUCT OR END-STATE IS

“GOOD” OR RIGHT FOR YOU. (JUDGMENTAL) VALUES ARE RELATIVELY STABLE AND ENDURING WE CREATE A HIERARCHY OF VALUES, BASED ON THEIR

IMPORTANCE TO US. HIGHLY INTENSE VALUES MAKE UP THE CORE OF OUR VALUE

SUSTEMVALUES GENERALLY INFLUENCE ATTITUDES AND BEHAVIOR

CONTENT What exactly is the mode of conduct or end-state being judged?

INTENSITYHow important is this value? Values can be ranked in importance to create a value hierarchy.


ALLPORT’S SIX VALUE CATEGORIESALLPORT’S SIX VALUE CATEGORIES

THEORETICAL– INTEREST IN THE DISCOVERY OF TRUTH THROUGH REASONING

& SYSTEMATIC THINKING

ECONOMIC– INTEREST IN THE ACCUMULATION AND USE OF WEALTH

AESTHETIC– INTEREST IN BEAUTY, FORM, AND ARTISTIC HARMONY

SOCIAL– INTEREST IN PEOPLE, LOVE AND HUMAN RELATIONSHIPS

POLITICAL– INTEREST IN POWER AND INFLUENCING OTHER PEOPLE

RELIGIOUS– INTEREST IN UNITY, SPIRITUALITY, AND IN UNDERSTANDING

THE COSMOS AS A WHOLE


Basic conviction that a specific mode of conduct or end-state of existence is personally or socially

preferable to an opposite or converse mode of conduct or end-state of existence

VALUE SYSTEMA HIERARCHY BASED ON A RANKING OF AN INDIVIDUAL’S VALUE IN TERMS OF THEIR INTENSITY

VALUE


VALUES INFLUENCE OUR ATTITUDES AND BEHAVIORS

DO VALUES CHANGE???

•“NO”…They are relatively permanent•They are formed in our earlier years of life•Black n white…… what about grey????

DIFFERENCE IN VALUE SYSTEM DETERMINES DIFFERENCES IN ATTITUDES AND BEHAVIOR


Types of valuesTypes of values

Milton Rokeach Value Survey– Terminal values: desirable states of existence;

the goals which a person would like to achieve in his life.

– Instrumental values: preferable modes of behavior or means of achieving one’s terminal values.


Rokeach Value SurveyRokeach Value Survey

Terminal– A comfortable life– An exciting life– A sense of

accomplishment– A world at peace– A world of beauty– Equality– Family security– Freedom– Happiness– Inner harmony– Love

Instrumental– Ambitious– Broad minded– Capable– Cheerful– Clean– Courageous– Forgiving– Helpful– Honest– Imaginative– Independent


VALUE CONFLICTVALUE CONFLICT

THREE TYPES

Intrapersonal – Experienced when highly ranked instrumental or terminal value pull the individual in different direction. Honesty can be pushed aside by ambitious an obedient in hard driving mgr

Interpersonal – When a person encounters difficulties in interpersonal relation ie. Parent, boss, employee

Individual – org conflict – Conflict that arises when individual employees find themselves at odds with their employing org value system.


Case study Suppose you work in an advertising agency as a

client service manager. You are young, energetic, willing to learn and have a success story of 2 years working with the agency. You are handling major clients and enjoy good reputation within and outside the organization. One of your clients has even offered you a job. But you have declined and are really happy and satisfied. You report directly to the CEO. One day you found out that the agency hired a new experienced marketer now you will be reporting to him. This has caused you a substantial mental and emotional set back.

Questions: What would be your immediate reaction to this

situation? Keeping the dissatisfaction model in view, what

would be your strategy?




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© 2005 Prentice Hall Inc. All rights reserved.3–0 COURSE CONTENT ATTITUDE AND VALUE