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

AttitudesAttitudes

Types of AttitudesTypes 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

Affective Cognitive

BehavioralTendency

Attitude

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

NeighborhoodFamily &

Peer Groups

ClassicalConditioning

OperantConditioning

Social Learning

Functions of Attitudes

Attitudes

Adjustment

Knowledge

Ego Defensive

ValueExpression

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

Desire to reduce dissonance

• Importance of elements creating dissonance

• Degree of individual influence over elements

• Rewards involved in dissonance

The Theory of Cognitive DissonanceThe 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

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

Self-Perception TheorySelf-Perception Theory

An Application: Attitude SurveysAn Application: Attitude Surveys

Sample Attitude SurveySample 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

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

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

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

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 Climate inEthical Climate inthe Organizationthe Organization

Ethical Climate inEthical Climate inthe Organizationthe Organization

Ethical Values and Ethical Values and Behaviors of Behaviors of

LeadersLeaders