Attitudes

Talent vs attitude at work place

 Why do we need to understand attitude?

Employees attitude matter. Attitudes are linked to work behaviour and
factors that shape employees satisfaction.

Meaning of attitude
Position of the body or manner of carrying oneself: stood in a graceful attitude.

A state of mind or a feeling.

A person's perspective toward a specified target

Attitude
Attitude - a psychological tendency
expressed by evaluating an entity with some degree of favor or disfavor
Should poor performance be blamed on bad attitude?

Attitude can be positive or negative

Nature of attitude/characteristics of attitude

Attitudes are learned. Attitudes refer to feelings and beliefs. Attitudes changes . Attitudes are organized and are core to an individual. All people irrespective of their status or intelligence, hold attitudes.

Components Of attitude

Affective

Cognitive
Attitude

Behaviour

Components of attitude

The ABC Model

Affective

The feelings, sentiments, moods, and emotion About some idea, person, event or object

Cognitive

Beliefs, values, opinion, knowledge or information Held by the individual.

Behaviour

The inclination to get on a favorable or unfavorable evaluation of something.

Stimuli Work related factors

Managerial Style Technology Noise Peers Reward System Career opportunities

The ABC Model

My supervisor is unfair

Cognition

Beliefs and Values Having a fair supervisor Is important to me

Affect

Feelings & emotions

I Dont like my Supervisor.

Behaviour

Intended behaviour

I am going to request A transfer

Does Behavior Always Follow from Attitudes?

Cognitive Dissonance
Cognitive Dissonance - a state of tension that is produced when an individual experiences conflict between attitudes and behavior

 Example The conflict between wanting to smoke and knowing that smoking is unhealthy;

Two Influences on Attitude Formation

Direct Experience contact with person or object

Social Learning - the

process of deriving attitudes from family, peer groups, religious organizations, and culture

Readily available; easily recalled

Not readily available; not easily recalled

Attitude learning for managers?

Predicting Behavior from Attitudes

Important attitudes have a strong relationship to behavior. The closer the match between attitude and behavior, the stronger the relationship: Specific attitudes predict specific behavior General attitudes predict general behavior The more frequently expressed an attitude, the better predictor it is. High social pressures reduce the relationship and may cause dissonance. Attitudes based on personal experience are stronger predictors.

Work Attitudes: Job Satisfaction

Job Satisfaction - a pleasurable or positive
emotional state resulting from the appraisal of ones job or job experience

Organizational Citizenship Behavior Behavior that is above and beyond duty Related to job satisfaction

Work Attitudes
Affective Commitment
Organizational Commitment
The strength of an individuals identification with an organization
Desire to Remain- Wish

Continuance Commitment
Cannot afford to leave-No option

Normative Commitment
Perceived obligation to remainCompulsion

Job Satisfaction
One of the primary job attitudes measured. Broad term involving a complex individual summation of a number of discrete job elements. How to measure? Single global rating (one question/one answer) - Best Summation score (many questions/one average) - OK

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Causes of Job Satisfaction

Pay influences job satisfaction only to a point.
Money may bring happiness, but not necessarily job satisfaction. Personality can influence job satisfaction. Negative people are usually not satisfied with their jobs. Those with positive core self-evaluation are more satisfied with their jobs.

Employee Responses to Dissatisfaction

Active
Exit
Behavior directed toward leaving the organization

Voice
Active and constructive attempts to improve conditions

Destructive
Neglect
Allowing conditions to worsen

Constructive
Loyalty
Passively waiting for conditions to improve

Passive

Outcomes of Job Satisfaction

Job Performance Satisfied workers are more productive AND more productive workers are more satisfied! The causality may run both ways. Organizational Citizenship Behaviors Satisfaction influences OCB through perceptions of fairness. Customer Satisfaction Satisfied frontline employees increase customer satisfaction and loyalty. Absenteeism Satisfied employees are moderately less likely to 3-23

More Outcomes of Job Satisfaction

Turnover Satisfied employees are less likely to quit. Many moderating variables in this relationship. Economic environment and tenure Organizational actions taken to retain high performers and to weed out lower performers Workplace Deviance Dissatisfied workers are more likely to unionize, abuse substances, steal, be tardy, and withdraw. Despite the overwhelming evidence of the impact of job satisfaction on the bottom line, most managers are either unconcerned about worker satisfaction.
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Summary and Managerial Implications

Managers should watch employee attitudes: They give warnings of potential problems They influence behavior Managers should try to increase job satisfaction and generate positive job attitudes Reduces costs by lowering turnover, absenteeism, tardiness, theft, and increasing OCB Focus on the intrinsic parts of the job: make work challenging and interesting Pay is not enough

Ethical Behavior
Acting in ways consistent with ones personal values and the commonly held values of the organization and society

Individual Qualities Required for Ethical Decision-making

The competence to identify ethical issues and evaluate the consequences of alternative courses of action The self-confidence to seek out different opinions about the issue and decide what is right in terms of a situation Tough mindedness - the willingness to make decisions when all that needs to be known cannot be known and when the ethical issue has no established, unambiguous solution

Individual/Organizational Model of Ethical Behavior

Individual Influences Value systems Locus of control Cognitive moral development

Ethical Behavior

Organizational Influences Codes of conduct Norms Modeling Rewards and punishments

Values
Enduring beliefs 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

Values
Instrumental - values that represent
the acceptable behaviors to be used in achieving some end state
Examples: honesty, politeness, courage

Terminal - values that represent the goals to be

achieved, or the end states of existence
Examples: happiness, salvation, prosperity

Individual Work Values

Achievement (career advancement) Concern for others (compassionate behavior) Honesty (provision of accurate information) Fairness (impartiality)

Cultural Differences in Values

Chinese value an individuals contribution to relationships in the work team

Americans value an individuals contribution to task accomplishment

Japan- Group/ collectivism AmericaIndividualism

Hofstede's Model of Cultural Differences

Working in Diverse Cultures

Learn about others values Avoid prejudging business customs Operate legitimately within others ethical points of view Avoid rationalizing borderline actions with excuses Refuse to violate fundamental organizational values Be open and above board

Locus of Control
Locus of Control - personality variable that affects individual behavior Internal - belief in personal control and
personal responsibility

External - belief in control by outside

forces (fate, chance, other people)
Will Internals or Externals make more ethical decisions?

Machiavellianism
A personality characteristic indicating ones willingness to do whatever it takes to get ones own way

Cognitive Moral Development

Cognitive Moral Development - the
process of moving through stages of maturity in terms of making ethical decisions