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3. Cognitive component:
Examples
Affective
Behavioral
Cognitive
My supervisor gave me
promotion because I deserved
it. He is fair.
Does Behavior always follow from attitude?
According to Leon Festinger - No, the reverse is sometimes true. He argued that attitudes follow
behavior, which illustrate the effects of cognitive dissonance.
Cognitive Dissonance refers to any incompatibility between two or more attitudes or between behavior
and attitudes.
Individuals seek to reduce this uncomfortable gap, or dissonance and try to reach stability
and consistency.
Individuals will be more motivated to reduce dissonance when the attitudes or behavior are important or
when they believe that the dissonance are due to something they can control. High rewards
accompanying high dissonance tend to reduce the tension inherent in the dissonance.
Moderating Variables:
Attitudes predict behavior, as influenced by moderating variables. The most powerful moderators of the
attitude-behavior relationship are:
1. Importance of the attitude: Important attitudes are ones that reflect fundamental values, selfinterest, or identification with individuals or groups that a person values. Attitudes that individuals
consider important, show a strong relationship to behavior.
2. Correspondence to behavior: The more closely the attitude and the behavior are matched or
correspond, the stronger the relationship.
- Specific attitudes predict specific behavior
- General attitudes predict general behavior
3. Accessibility: Attitudes that are easily remembered are more likely to predict behavior than
attitudes that are not accessible in memory. Interestingly, we remember attitudes that are
frequently expressed. So the more we talk about our attitude on a subject, the more we
remember it, and the more we can shape our behavior.
4. Existence of social pressures: Discrepancies between attitudes and behavior occur when social
pressures to behave in certain ways, hold exceptional power. So high social pressures reduce the
relationship and may cause dissonance.
5. Personal and direct experience of the attitude: Attitudes that based on personal experience are
stronger predictors. That means the attitude-behavior relationship is stronger, if an attitude refers
to something with which the individual has direct personal experience
What are the major job attitudes?
1. Job Satisfaction
Job satisfaction refers to a positive feeling about the job resulting from an evaluation of its characteristics.
A person with a high level of job satisfaction holds positive feelings about his job, while a dissatisfied
person holds negative feelings.
2. Job Involvement
Job involvement refers to the degree to which
-
Another closely related concept is Psychological Empowerment which is employees belief in the degree
of influence over the work environment, job competence, job meaningfulness, and autonomy.
Higher levels of both job involvement and psychological empowerment are positively related to
organizational citizenship behaviors (OCBs) and job performance.
3. Organizational Commitment
Organizational commitment refers to the degree to which
The relationship between organizational commitment and job performance is strongest for new
employees and it is considerably weaker for more experienced employees.
4. Perceived Organizational Support (POS)
Perceived Organizational support refers to the degree to which
-
Perceived Organizational Support (POS) is higher when rewards are fair, employees are involved in
decision-making, and supervisors are seen as supportive.
High POS is related to higher organizational citizenship behaviors (OCBs) and job performance.
5. Employee Engagement: Employee engagement refers to the degree to which
-
Highly engaged employees have passion for their work and feel a deep connection to their company.
Are These Job Attitudes Really Distinct?
-
Job satisfaction is a positive feeling about a job resulting from an evaluation of its characteristics.
There are two widely used approaches to measure job satisfaction.
-
The single global ratting method is a response to one question such as All things considered, how
satisfied are you with your job?
Respondents circle a number between 1 and 5 that corresponds to answer from highly satisfied to
highly dissatisfied.
Single global rating method is considered the best. It is not very time consuming, which frees managers
to address other workplace issues and problems.
-
It identifies key elements in a job and asks about the employees feelings about each elements. Typical
elements are nature of the work, supervision, present pay, promotion opportunities, and relation with
coworkers.
Respondents rate them on a standardized scale, and researchers add the ratings to create an overall job
satisfaction score.
This method is considered okay. It helps managers to deal with unhappy employees and solve problems
faster and more accurately.
Four Employee Responses to Dissatisfaction
One theoretical model- the exit-voice-loyalty-neglect framework- is helpful to understand the
consequences of dissatisfaction. The frameworks four response, which differ from one another along two
dimensions:
-
Exit: The exit response involves actively and destructively directing behavior toward leaving the
organization, including
-
Voice: The voice response involves actively and constructively trying to improve conditions,
including
-
Constructive/ destructive
Active/ passive
Suggesting improvements,
Discussing problems with superiors, and
Undertaking some forms of union activity.
Loyalty: The loyalty response involves passively but optimistically waiting for conditions to
improve , including
- Speaking up for the organization in the face of external criticism
- Trusting the organization and its management to do the right things
Neglect: The neglect response involves passively and destructively Allowing conditions to
worsen, including
- Chronic absenteeism or lateness
- Reduced effort
- Increased error rate
Exit and neglect encompass our performance variables productivity, absenteeism and turnover. Voice
and loyalty allow individuals to tolerate unpleasant situations or to revive satisfactory working conditions.
Organizations with more satisfied employees tend more effective than organizations with
fewer satisfied employees because-
Satisfied and committed employees are more productive and more productive workers
are more satisfied.
Satisfied employees are more likely to be friendly upbeat and responsive-which customer
appreciate
Job Satisfaction and Absenteeism: Absenteeism is the failure to report to work. It reduces productivity
and becomes a management problem.
Job Satisfaction and Turnover: Turnover is the voluntary and involuntary permanent withdrawal from an
organization. Job satisfaction is also negatively related to turnover.
Many moderating variables in this relationship are: labor market condition, expectations
about alternative job opportunities and length of tenure with the organizations,
organizational actions taken to retain high performers and to weed out lower performers.
Job Satisfaction and Workplace Deviance: Deviant workplace behavior can be defined as voluntary
behavior that violates significant organizational norms and, in so doing, threatens the well-being of the
organization or its members
Dissatisfied workers are more likely to unionize, abuse substances, steal, undue
socialize, be tardy, and withdraw.