ORGANIZATIONAL BEHAVIOR

INDRANILMUTSUDDI
Attitudes
Attitudes
Types
Types of
of Attitudes
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 persons 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 ones
predispositions towards given aspects of
the world.
Attitudes can fall anywhere.
Attitudes are organized & are core to an
individual.
 Components of Attitude

Affective Cognitive

Attitude

Behavioral
Tendency
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

Affective
Component

Behavior towards
Cognitive
Attitude object, situation,
Component
person

Behavioral
Tendency
Component
 The Attitude Behavior Cognition
(ABC) Model of Attitude
Managerial Style
Technology
Stimuli Noise
Work Related Factors Peers
Reward System
Career opportunities

My supervisor is unfair
Cognition Beliefs & values Having a fair supervisor
Is important to me

Affecting Feelings & emotions I dont like my supervisor

Stage

Behavior Intended Behavior I am going to request for

a transfer
 Attitude Formation

Experience with
The object

Mass Classical
Communication Conditioning

Attitudes

Economic Operant
Status Conditioning

Family &
Neighborhood Social Learning
Peer Groups
 Functions of Attitudes

Ego
Adjustment
Defensive

Attitudes

Value
Knowledge
Expression
 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.
The
The Theory
Theory of
of Cognitive
Cognitive Dissonance
Dissonance

Desire
Desireto
toreduce
reducedissonance
dissonance
Importance
Importanceofofelements
elementscreating
creatingdissonance
dissonance
Degree
Degreeof
ofindividual
individualinfluence
influenceover
overelements
elements
Rewards
Rewardsinvolved
involvedinindissonance
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
ModeratingVariables
Variables
Importance
Importanceof ofthe
theattitude
attitude
Specificity
Specificityof
ofthe
theattitude
attitude
Accessibility
Accessibilityof
ofthe
theattitude
attitude
Social
Socialpressures
pressureson onthe
theindividual
individual
Direct
Directexperience
experiencewith
withthe
theattitude
attitude
Ways of Changing Attitudes
Changing attitudes of the self:

Be aware of ones 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.
Ways of Changing Attitudes
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
Work Related Attitudes
Job Satisfaction
Organizational Commitment
Involvement & Participation
Psychological Ownership
Self-Perception
Self-Perception Theory
Theory
An
An Application:
Application: Attitude
Attitude Surveys
Surveys
Sample
Sample Attitude
Attitude Survey
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

 A Model of Job Satisfaction
Low
Turnover

Organizational Job Low

Factors Satisfaction Absenteeism
Outcomes
Expected/valued

Group Factors

Outcomes High
Turnover
Received Job
Individual
Dissatisfaction
Factors

High
Absenteeism
The Effect of Job Satisfaction on Employee
Performance

Satisfaction and Productivity

Satisfied workers arent 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
Causes of Job Satisfaction
Group factors:

Size
Supervision

Individual factors:

Personality variables
Expectations
Interests
General life satisfaction
 Performance & Job Satisfaction
Perceived
Equity of rewards
Extrinsic
Rewards

Job
Performance
Satisfaction

Intrinsic
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 individuals
identification with and involvement in a
particular organization.
Components

Affective Normative Continuance

Component Component Component

It is based on the
It is based on the
Emotional Belief that
Costs an employee
Attachment to the Commitment is
Associates with
organization the right thing
Leaving the orgn.
to do
 Causes of Organizational Commitment

Employability
Personal
Traits

Organizational
Job/Role Commitment Organizational
Expectations Propensity Commitment

Experienced
meaningfulness

Job Choice Initial Work

factors Experience Experienced
responsibility

Psychological
Ownership
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

Antecedent Conditions Consequent Conditions

Organizational
Citizenship
Behavior
Information
(intimate Assumption of
Involvement Knowledge) Psychological
Opportunities Responsibility
Ownership
Influence Satisfaction
Investing of Organizational
Oneself Commitment

Assumption of
Personal Risk for
The target of
Ownership
Management of Employee Attitudes
Organizational Structure
Organizational Climate
Organizational Culture
Working Conditions
Job Design Employee attitudes,
Impact of Technology beliefs, feelings &
Security intentions
Organizational Policies
Pay & Rewards
Co-workers
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
(contd)
 Mean Value
Rankings of
Executives, Union
Members, and
Activists
Dominant Work Values in Todays
Workforce
Values, Loyalty, and Ethical
Behavior

Ethical Values and

Behaviors of
Leaders

Ethical
Ethical Climate
Climate in
in
the
the Organization
Organization