Employee Relationship Management

 Attitudes & Behaviour

 Perception & Decision Making
 Moods & Emotions
 Motivation
 Groups & Teams
 Power & Politics
 Conflict & Negotiation
 Unionization, Labor Laws, Health safety, Retention & Growth

Attitudes & Behaviour

Reality & Perception

Reality is the quality of real and true e.g. your boss assigned you task & what was your
understanding from it. When you see an image you understand that it is the reality which
may be different to others.

Similar Reality: When others view that image and have same understanding

Different Reality: When others view the image and have different understanding

Perception

Sensations and Perceptions

Sensations can be defined as the passive process of bringing information from the outside
world into the body and to the brain. The process is passive in the sense that we do not
have to be consciously engaging in a "sensing" process.

Perception can be defined as the active process of selecting, organizing, and interpreting
the information brought to the brain by the senses. Image in your mind about something
that creates and orientation of reality which may or may not be true based on the
background, social environment, upbringing, experience of a person. Perception can be
near to reality but not always true.

How They Work Together

Sensation occurs when:

Sensory organs absorb energy from a physical stimulus in the environment.

Sensory receptors convert this energy into neural impulses and send them to the brain.

Perception follows:

a) The brain organizes the information and translates it into something meaningful.

You may look at a painting and not really understand the message the artist is trying to
convey. But, if someone tells you about it, you might begin to see things in the painting
that you were unable to see before.

Attitude

An orientation towards perception about the reality over a period of time. Attitude is a
mental position relative to a way of thinking, behaving or leaning toward that which you
believe. It is the way a person thinks about somebody or something and the way she
behaves toward someone. It is her personal view or opinion of something. It also
describes her general emotional approach to any person or situation. Attitudes are
developed from social environment, upbringing, social interaction, experiences,
background these are contribute to your perception and make an orientation, these
distortions also interrupt your perceptions.

HRM all practices like R&S, T&D, Payments plans etc. refer to a set of programs,
functions, and activities designed and carried out in order to optimize both employee as
well as organizational effectiveness. But there are mainly three work related attitudes.
They are Job satisfaction, Job involvement, and organizational commitment.

From a personal development standpoint, attitude is broader than this popular usage. A
positive attitude implies a way of thinking that is predominantly positive and optimistic.
The opposite inclination, a negative attitude is predominantly pessimistic.

Behaviours

The way in which a person behaves in response to a particular situation or stimulus.

Behaviours are the response in form words or actions exhibited through your tongue,
hands or body. Behaviours are linked with attitudes.

Attitude

An orientation about the reality.

 Components of Attitude

Attitude has three components, namely:

1. Cognitive/ Informational (related to brain process)

The informational component consists of the information, idea or beliefs that a person has
about the object. For example, if someone feels that his partner cannot play cricket very
well, he would not let him take charge if needed. Therefore, the belief plays the role of
determining the informational component.

2. Affective/ Emotional (Related to heart process)

The emotional component represents a person’s feelings towards an object. In other

words, it is the disposition towards something. For example, a sales representative
behaves in a positive manner with his clients. He feels that the client can do good to him
by making a purchase, therefore he has a positive emotional component.

3. Behavioural (related with your actions, words)

The behavioural component represents how a person actually behaves. It consists of

cognitive and affective (values & beliefs) parts. Our beliefs and values are combined with
our cognitive component; thus, two components (affective and cognitive) give us our long
range or persistent measurements for dealing with the world.

While a person may have the competency to perform a task, that does not mean he or she
will have the desire (attitude) to do so correctly. In other words, competencies give us the
ability to perform, while attitudes give us the desire to perform. Attitudes change with
various events in a person's life. These emotional changes also vary in length of time.

Types of attitude

A positive attitude implies a way of thinking that is predominantly positive and

optimistic. The opposite inclination, a negative attitude is predominantly pessimistic.

a) Positive Attitude

Through positive angle your orientation, inclination and thinking about the reality

Examples
 1. Job Satisfaction

Positive orientation of worker whose working in an organization to serve its purpose, that
orientation is a type of attitude. An individual is holistically satisfied from his/her job or he
might be satisfied through different angles like he might be satisfied with the compensatory
rewards or environment of the organization or about the co-worker support or about the
supervisor support or with the overall organization. This attitude is related to over contention
and positive in nature and beneficial for the organization that satisfied worker will perform
well.

2. Organizational Commitment

Organizational commitment may be defined as the employee's psychological attachment to

the organization. It can be contrasted with Job Satisfaction (an employee's feelings about
their job). Further, it may be defined as any of the following:

 Strong desire to remain in the organization

 Willingness to work hard
 Acceptance of organizational beliefs and norms

Organizational scientists have developed many definitions of organizational commitment,

and numerous scales to measure them. Exemplary of this work is Meyer & Allen's model of
commitment, which was developed to integrate numerous definitions of commitment that had
proliferated in the research literature. According to Meyer and Allen's (1991) three-
component model of commitment, prior research indicated that there are three "mind sets"
which can characterize an employee's commitment to the organization:

Commitment in an organization is an orientation, inclination of a worker to serve in long term

for that organization.

Types of commitment

a) Affective Commitment:

AC is defined as the employee's emotional attachment to the organization. As a result, he or

she strongly identifies with the goals of the organization and desires to remain a part of the
organization. This employee commits to the organization because he/she "wants to". In
developing this concept, Meyer and Allen drew largely on Mowday, Porter, and Steers's
(1982) concept of commitment.
 b) Continuance Commitment:

The individual commits to the organization because he/she perceives high costs of losing
organizational membership (cf. Becker's 1960 "side bet theory"), including economic losses
(such as pension accruals) and social costs (friendship ties with co-workers) that would have
to be given up. The employee remains a member of the organization because he/she "has to".

c) Normative Commitment:

The individual commits to and remains with an organization because of feelings of

obligation. For instance, the organization may have invested resources in training an
employee who then feels an obligation to put forth effort on the job and stay with the
organization to 'repay the debt.' It may also reflect an internalized norm, developed before the
person joins the organization through family or other socialization processes, that one should
be loyal to one's organization. The employee stays with the organization because he/she
"ought to".

Enhancing Organizational Commitment

 Organizational commitment can be enhanced by considering the following:

 Hire the right person for the job.
 Clarify organization’s mission so that there is not chance of a clash between the
employees’ personal goals and the organization’s goals.
 Give justice in organization to create a sense of fair-play in the organization.
 Create sense of community.
 Involve in decision making and give them due responsibilities.
 Support employee development and develop career paths for the employees.
3. Job engagement and Job involvement
 Job Engagement

It may be defined psychological, physical and emotional involvement of people with their
jobs. Engagement can be created by three factors:

Meaningfulness of job: It is when the worker perceives his job to be useful and worthwhile.

Psychological Safety: It is when the worker sees to threat to his status, job or career.
Psychological Ability: It is when the worker perceives that he has the physical,
psychological and emotional resources to complete the job.

 Job involvement 

It refers to a state of psychological identification with work—or the degree to which a job is

central to a person's identity. From an organizational perspective, it has been regarded as the
key to unlocking employee motivation and increasing productivity.

b) Negative attitudes

Negative orientation or inclination about a reality.

1. TOI = Turnover intention

When you are inclining to leave the organization e.g. want to leave the organization on the
basis of job nature, boss behaviour or salary.

2. Organizational cynicism

Organizational cynicism is a negative attitude toward one's employing organization,

comprising three dimensions: (1) a belief that the organization lacks integrity; (2) negative
affect toward the organization; (3) tendencies to disparaging and critical behaviours toward
the organization that are consistent. 

It is an attitude that is related to psychological perspective of the employee when he feels that
my organization has no integrity, they don’t practice what they say, organization has their
own motives and no care towards employees.

It is a negative thing for the organization, why it is occurred?

 Job Stress

Job stress when you feel pressure during work, hinders stressors, pressure on you detrimental.

3. Workplace Ostracism

When you psychologically feel isolated as their social need is deprived, Workplace
ostracism was originally defined that individuals were excluded or ignored or disregard by
other employees. Workplace ostracism is a kind of “cold violence”, which has been paid
attention widespread.
Attitudes Vs Behaviours

Attitudes are psychological in nature and then you exhibit actions. While attitude involves
mind's predisposition to certain ideas, values, people, systems, institutions; behaviour relates
to the actual expression of feelings, action or inaction orally or/and through body language. I
am sure, others will look at these somewhat differently.

a) Positive Behaviours

Positive means you are adding something, and negative means you are taking something
away. Reinforcement means you are increasing a behavior, and punishment means you are
decreasing a behavior. All rein forcers (positive or negative) increase the likelihood of
a behavioural response.

1. Job Performance

Job performance relates to the act of doing a job. Job performance is a means to reach a goal
or set of goals within a job, role, or organization (Campbell, 1990), but not the actual
consequences of the acts performed within a job.

2. OCB = Organization citizenship behaviour

Organizational citizenship behavior (OCB) is a person's voluntary commitment within

an organization or company that is not part of his or her contractual tasks.

E.g. Humanity, courtesy, conscientiousness, sportsmanship, and civic action should be

connected with company goals and values.

3. CWI = Creative work involvement

Creative work involvement (hereafter CWI), which refers to the involvement of employees

in creative tasks, is necessary for improving organizational creativity.

4. KSB = knowledge sharing behaviour

KS behaviour is defined as “a set of individual behaviours involving sharing one's work-

related knowledge and expertise with other members within one's organisation”.

b) Negative Behaviour

It is anti-social behaviour. That is the behavior which is not acceptable by society and that
can cause harm to the well-being and the image of the society.
 1. Bullying & aggression

Workplace bullying is a persistent pattern of mistreatment from others in the workplace that
causes either physical or emotional harm. It can include such tactics
as verbal, nonverbal, psychological, physical abuse and humiliation. This type of workplace
aggression is particularly difficult because, unlike the typical school bully, workplace bullies
often operate within the established rules and policies of their organization and their society.
In the majority of cases, bullying in the workplace is reported as having been done by
someone who has authority over the victim. However, bullies can also be peers, and
occasionally subordinates.

2. Voice

Harsh words, rude and bad opinions about others exhibited through your tongue explicitly.

3. Counter Work behaviour

Counterproductive work behavior (CWB) is employee behavior that goes against the

legitimate interests of an organization. These behaviors can harm organizations or people in
organizations including employees and clients, customers, or patients. It has been proposed
that a person-by-environment interaction can be utilized to explain a variety of
counterproductive behaviors. For instance, an employee who is high on trait anger (tendency
to experience anger) is more likely to respond to a stressful incident at work (e.g., being
treated rudely by a supervisor) with CWB.

4. Absenteeism

The practice of regularly staying away from work without good reason."high levels of
absenteeism caused by low job motivation".

5. Knowledge hiding behaviour

Knowledge hiding is defined as “an intentional attempt by an individual to withhold. or

conceal knowledge that has been requested by another person”.

6. Workplace Deviance

Workplace deviance refers to deliberate, malicious attempts to sabotage an organisation by

causing problems in the workplace. Research suggests that employees form a psychological
contract with their employer based on their expectations of the workplace and the job.
Theories of Behaviours

1. Cognitive Dissonance

Cognitive dissonance refers to a situation involving conflicting attitudes, beliefs or behaviors.

This produces a feeling of mental discomfort leading to an alteration in one of the attitudes,
beliefs or behaviors to reduce the discomfort and restore balance.

For example, interest based job in bank but you justify rental payment and try to reduce the
dissonance, artificially justifying

2. Expectancy Value Model

Expectancy-value theory has been developed in many different fields including education,

health, communications, marketing and economics. Although the model differs in its meaning
and implications for each field, the general idea is that there are expectations as well as
values or beliefs that affect subsequent behavior.

The theory postulates that achievement-related choices are motivated by a combination of

people's expectations for success and subjective task value in particular domains. For
example, children are more likely to pursue an activity if they expect to do well and they
value the activity. The model further differentiates task value into four
components: attainment value (i.e., importance of doing well), intrinsic value (i.e., personal
enjoyment), utility value (i.e., perceived usefulness for future goals), and cost (i.e.,
competition with other goals). According to the expectancy-value model, expectations for
success and task value are shaped by a combination of factors. These include child
characteristics (abilities, previous experiences, goals, self-concepts, beliefs, expectations,
interpretations) and environmental influences (cultural milieu, socializers’ beliefs and
behaviors).

3. The theory of reasoned action (ToRA or TRA)

Person develop reasoning and exhibit behaviour on two components

 Attitudes

Develop intentions to perform to perform a certain thing.

 Subjective Norms

Orientation about someone and environment support and then a person exhibit behaviours.
It aims to explain the relationship between attitudes and behaviours within human action. It is
mainly used to predict how individuals will behave based on their pre-existing attitudes and
behavioral intentions. An individual's decision to engage in a particular behavior is based on
the outcomes the individual expects will come as a result of performing the behavior.
Developed by Martin Fishbein and Icek Ajzen in 1967, the theory derived from previous
research in social psychology, persuasion models, and attitude theories. Fishbein's theories
suggested a relationship between attitude and behaviors (the A-B relationship). However,
critics estimated that attitude theories were not proving to be good indicators of human
behavior. The TRA was later revised and expanded by the two theorists in the following
decades to overcome any discrepancies in the A-B relationship with the theory of planned
behavior (TPB) and reasoned action approach (RAA). The theory is also used in
communication discourse as a theory of understanding.

The primary purpose of the TRA is to understand an individual's voluntary behavior by

examining the underlying basic motivation to perform an action. TRA states that a person's
intention to perform a behavior is the main predictor of whether or not they actually perform
that behavior. Additionally, the normative component (i.e. social norms surrounding the act)
also contributes to whether or not the person will actually perform the behavior. According to
the theory, intention to perform a certain behavior precedes the actual behavior. This
intention is known as behavioral intention and comes as a result of a belief that performing
the behavior will lead to a specific outcome. Behavioral intention is important to the theory
because these intentions "are determined by attitudes to behaviors and subjective norms". The
theory of reasoned action suggests that stronger intentions lead to increased effort to perform
the behavior, which also increases the likelihood for the behavior to be performed.

4. Theory of Planned behaviour

In psychology, the theory of planned behaviour (abbreviated TPB) is a theory that links one's

beliefs and behaviour.

The theory states that attitude, subject norms, and perceived behavioural control, together
shape an individual's behavioural intentions and behaviours.

The concept was proposed by Icek Ajzen to improve on the predictive power of the theory of
reasoned action by including perceived behavioural control. It has been applied to studies of
the relations among beliefs, attitudes, behavioural intentions and behaviours in various fields
such as advertising, public relations, advertising campaigns, healthcare, sport management
and sustainability.

 He added a new component of self-efficacy

Confident on abilities that he/she can perform e.g. taking about the poor structure of
organization.

 Attitude says its negative

 Subjective says no
 Self-efficacy ability to perform action or not
5. SOR = Stimulus organism response

Adopted from the theory of environmental psychology, Stimulus-Organism-Response (SOR)

reveals that environment is a stimulus (S), which consists of a set of signs that cause an
internal evaluation of someone (O) and then produces a response (R) (Mehrabian and Russell,
1974).