Scribd
Upload
25 views32 pages

6 - Session - Attitude Values

Attitudes can be defined as relatively stable clusters of feelings, beliefs, and behavioral intentions. They have three components - cognitive, affective, and behavioral. Job satisfaction is influenced by personality traits, discrepancies between desired and actual outcomes, perceptions of fairness, and organizational support. Values refer to beliefs about preferable modes of conduct and end states, and influence work behavior. Cultural differences exist in work-related values around power distance, uncertainty avoidance, and individualism versus collectivism. Person-organization fit occurs when individual and organizational values align.

Uploaded by

NATASHA SINGH
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
25 views32 pages

6 - Session - Attitude Values

Attitudes can be defined as relatively stable clusters of feelings, beliefs, and behavioral intentions. They have three components - cognitive, affective, and behavioral. Job satisfaction is influenced by personality traits, discrepancies between desired and actual outcomes, perceptions of fairness, and organizational support. Values refer to beliefs about preferable modes of conduct and end states, and influence work behavior. Cultural differences exist in work-related values around power distance, uncertainty avoidance, and individualism versus collectivism. Person-organization fit occurs when individual and organizational values align.

Uploaded by

NATASHA SINGH
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 32

Attitudes, Values and Work-Behavior

Defining Attitudes

Attitudes can be defined as relatively stable clusters of feelings,


beliefs, and behavioral intentions toward some specific person,
object or organization.
Attitude Formation

• Direct Experience

• Social Learning
Components of Attitudes
Cognitive = Belief
(involves knowledge)
Cognition, affect and behavior are closely related.

( My boss gave a promotion to a co-


worker who deserved it less than me.
My boss is unfair)
Negative
attitude
Affective = Feeling toward
(I dislike my boss) boss

Behavioral = Action
(I am looking for another job. I’ve
complained about my supervisor to
anyone who would listen)
Cognitive Dissonance Resolution
Cognitive dissonance occurs due to the incompatibility between two
or more beliefs or between beliefs and behavior.
Functions of Attitudes

• Adaptive Function: Attitudes help individuals to adjust in their


social environment.

• Knowledge Function: This function helps individuals to acquire


new knowledge and subsequently make judgements in new
settings.

• Ego-defensive Function: This helps individuals to protect their


self-image.

• Value Expressive Function: Attitudes allow individuals to


express their values.
Work Attitude
Work Attitude: Job Satisfaction

Key Contributors to Job Satisfaction

 Cognitively challenging work


 Adequate compensation
 Career opportunities
 Seniors and Colleagues
What Leads to Job Satisfaction/Dissatisfaction

Person’s job satisfaction or dissatisfaction can be explained by


following factors:

• The Dispositional Factors/ Personality

• Discrepancy

• Social Information Processing

• Work-situation

• Fairness
The Dispositional Model of Job Satisfaction

• According to this approach, experience of job satisfaction is


dependent upon relatively stable characteristics that stay with a
person through various situations.

• People are predisposed by the virtue of their characteristics to be


less satisfied or more satisfied with their jobs.

• People with low emotional stability are less satisfied with their
jobs.
Discrepancy: A Value Theory of Job Satisfaction

• Job satisfaction depends upon the discrepancies between the


desired job outcomes and the perception about the obtained job
outcomes.

• Value theory focuses on discrepancies between what people have


and what they want.

• The greater the discrepancies the more dissatisfied the employee


will be.
Fairness
Organizational justice refers to employee’s perception of fairness
within the workplace. The different forms are:

- Distributive Justice
- Procedural Justice
- Interactional Justice

What people want from their jobs and how they will be reacting to
the discrepancies is influenced by their perception of fairness.
Distributive Fairness

• Distributive fairness is related to the distribution of rewards and


resources.

• Distributive fairness is established when people receive what


they think they deserve from their jobs.

• Equity framework explains how people determine what is fair?


Procedural Fairness

• Procedural fairness occurs when the process used to determine


work outcomes is perceived as fair.

• It is concerned with how outcomes are decided and allocated.

Perception of procedural fairness can be facilitated by:


- Following uniform procedures
- Allowing two-way communication
- Accepting appeals related to procedures/allocations
Consequences of Job Dissatisfaction

• Counterproductive Work Behavior (CWB)


The behaviors that actively damage the organization.

 Behaving aggressively towards coworkers

 Absenteeism

 Employee turnover
Responses to Job Dissatisfaction
Work Attitude

• Perceived Organizational Support: The degree to which


employees believe that their organization cares about their
well-being and values their contributions.

• Employee Engagement: Refers to the level of an employee’s


involvement with, satisfaction with, and enthusiasm for his or
her work.

• Psychological Empowerment

• Organizational Commitment: The extent to which an


employee identifies and is involved with his or her
organization and/or is unwilling to leave it.
Organizational Commitment
Organizational Commitment

• Continuance commitment: It reflects the strength of an


individual’s desire to continue working for an organization
because he or she needs to do so and cannot afford to do
otherwise.

• Normative commitment: It reflects the strength of an


individual’s desire to continue working for an organization
because he/she feels the obligation to do so.

• Affective commitment: The strength of an individual’s desire to


work for an organization because he/she regards it positively and
agrees with its goals and values.
Persuasion and Attitude Change

Factors affecting persuasion process:

 Source Characteristics

 Target Characteristics

 Message Characteristics
How to Persuade Others to Change Their Attitudes?

The Elaboration Likelihood Model of Persuasion

High Careful Attitude change depends on


Elaboration Processing quality of the message
Central Route
Processing

Message

Absence of Attitude change depends on


Peripheral
Low Careful source characteristics or non-
Route
Processing Elaboration Processing substantial aspects of the
message
Values

Meaning of Values

“basic convictions 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”.

( According to Rokeach)
Types of Values
According to Rokeach Value Survey…

VALUES

Instrumental
Terminal
Values
Values
(Preferable modes of
(Desirable end-states
of existence)
behaviors or means of
achieving the terminal
value)
Work Values
Cultural Difference and Work-Related Values - Beliefs

• Greet Hofstede developed a model by surveying more than 116,000


IBM employees in 40 countries about their work-related values and
beliefs.

Four basic dimensions along which work-related values and beliefs


differed across cultures.

1. Power Distance: The degree to which people in a society accept


differences in power and authority.

2. Uncertainty Avoidance: The degree to which people in a society are


comfortable with uncertain and ambiguous situations.
Cultural Difference and Work-Related Attitudes (cont’d)

3. Masculinity versus Femininity:


- Masculinity represents the extent to which a society emphasizes traditional
masculine qualities such as assertiveness, advancement and earnings.
- Feminine cultures give emphasis on quality of life, being modest and caring.

4. Individualism versus Collectivism:


- Degree to which people are integrated into groups.
- Individualistic societies give importance to independence, and
individual initiatives.
- Collectivistic societies support interdependence, and loyalty to group/family.

5. Long-term/ Short-term Orientation (Time Orientation)


- Cultures with long-term orientation emphasize thrift and perseverance
- Cultures with short-term orientation emphasize personal steadiness and
stability, social niceties, and face-saving.
Person-Organization Fit

• Person-Organization Fit theory suggests that people are


attracted to and are selected by organizations that match their
values.

• People leave such organizations that do not match with their


personalities.

• People high on agreeableness trait will fit well within a


supportive organizational culture.
Values and Work Behavior

• Values at individual level

• Values at organizational level

• How organizations shape our values

• How values become instrumental in shaping our work behavior

You might also like