Attitude and Value: Organizational Behavior
Attitude and Value: Organizational Behavior
Affective Behavior
Cognitive
A tiitituude
Components
Cognitive component
The opinion or belief segment of an attitude based on the
knowledge or information.
Affective Component
The emotional or feeling segment of an attitude.
Behavioral Component
An intention to behave in a certain way toward someone or
something.
ABC Moodeell of A
tiitude
ABC, the three letters stands for affect, behaviour &
cognition.
Desire
Desireto
toreduce
reducedissonance
dissonance
• Importance of elements creating dissonance
• Importance of elements creating dissonance
• Degree of individual influence over elements
Degree ofinvolved
• •Rewards individual influence over elements
in dissonance
Attitude
Knowledge Value
expression
FFuunnccttiioonnss
➢
OOThe
ff AAdjustment
t t i t u dFunction
e : Attitudes often help
Attit u d e
people to adjust to their work environment.
➢ Ego-Defensive Function : Attitudes help people to
retain their dignity and self- image.
➢ The Value-Expressive Function : Attitudes provide
individuals with a basis for expressing their values.
➢ The Knowledge Function : Attitudes provide standards
and frames of reference that allow people to understand
and perceive the world around him.
FFoorrmmaattiioonn
OOff AAttttiittuuddee Experience with
Mass Classical
Object
Communication Conditioning
Vicarious
Neighbourhood Family and
Learning
Peer Groups
FFoorrmmaattiioonn
OOff AAttttiittuuddee
➢ Experience with Object : Attitude can develop from a
personally rewarding or punishing experience with a
object.
➢ Classical Conditioning :It involves involuntary responses
and is acquired through the pairing of two stimuli.
➢ Operant Conditioning : It is based on the “Law of Effect”
and involves voluntary responses ,Behaviors.
➢ Vicarious Learning : Formation of attitude by observing
behaviour of others and consequences of that behaviour.
CCoonnttiinnuu
eedd……..
➢ Family and Peer Groups : A person may learn
attitudes through imitation of parents.
– Neighbourhood : Involves being told what attitudes to
have by parents, schools, community organizations,
religious doctrine, friends, etc.
– Economic Status : Our Economical and occupational
positions also contribute to attitude formation.
➢ Mass Communication : Television, Radio, Newspaper and
magazine feed their audiences large quantities of
information.
Work -Related A tiitudes
Job Satiisfactiion
➢ Measuring Job Satisfaction
– Rating scale
– Interviews
– Surveys
➢ How Satisfied Are People in Their Jobs?
– Job satisfaction declined to 50.7% in 2010
– Decline attributed to:
• Pressures to increase productivity
• Less control over work
The E feecctt of Job Satiisfactiion on
Emplooyyee Performaannccee
➢ 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.
Responses to Job Diissssaattiisfactiion
EXHIBIT 3-6
How Emplooyyeeeess Can Express
Diissatiissffactiion
Job Satiisfactiion 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.
MethodsTToo Briinngg A tiitude
ChProviding
➢ haannggeInformation
e
➢ Use of Fear
➢ Resolving Discrepancies
➢ Communication
➢ Society
Barriieerrs To A tiituudde
Change
➢ Prior and strong commitment
➢ Low credibility
➢ Insufficient information
➢ Degree of fear
Ways To Ovveerrcome The Barriiers
➢ Providing new information
➢ Use of fear
➢ Resolving discrepancies