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Unit 3 focuses on values and attitudes, emphasizing the role of perception, stereotypes, and the halo/horns effects in shaping how individuals view themselves and others. It discusses employee attitudes, job satisfaction, and organizational commitment, highlighting the importance of positive affect and the internal and external determinants of commitment. The unit concludes with a look at organizational citizenship behavior and sets the stage for the next topic on motivation.

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3 views24 pages

Student Copy Unit 3 Lecture Notes

Unit 3 focuses on values and attitudes, emphasizing the role of perception, stereotypes, and the halo/horns effects in shaping how individuals view themselves and others. It discusses employee attitudes, job satisfaction, and organizational commitment, highlighting the importance of positive affect and the internal and external determinants of commitment. The unit concludes with a look at organizational citizenship behavior and sets the stage for the next topic on motivation.

Uploaded by

stoneytrail1129
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Unit 3 Values and Attitudes

Instructor: Courtney Marchant


Unit 3: Values
and Attitudes

Mental processes

Image retrieved from pitiptechblog.wordpress.com


on 16 Jan 2019
Perception

• Perception is an interpretation of the data


available to a person. It is not an exact
representation of the external world.
• We can think of it as a filter determining
what we will notice, what we will overlook,
and the value that we assign to things.
Characteristics of perceiver and perceived
1. Being aware of one’s own characteristics
makes it easier to see others accurately.
2. One’s own characteristics affect the
characteristics we see in others.
3. People who like themselves are more
likely to like others.
4. Accuracy in perceiving others is not a
simple, single process.
Stereotypes

• We associate personal characteristics with


physical traits or other demographic factors,
including jobs that people have.
• Some stereotypes can be useful, but we need to
be very careful about understanding that while
they may be true of the group as a whole, they
are not necessarily true of any given individual.
• Do not make hiring or promotion decisions based
solely on stereotypes.
The halo/horns effects

• The halo effect: if a person does something good


early in our acquaintance, or is particularly good
in one area, we may judge the entire
performance based on that.
• The horns effect: if a person does something bad
early in our acquaintance, or performs sub
optimally in one area, we may judge that person’s
entire performance based on that.
• Both of these approaches are errors.
Video: Concepts: Unwrapped/Implicit Bias

https://www.youtube.com/watch?v
=OoBvzI-YZf4
Employee Attitudes
Positive and negative affect

• People who are given to being positive in


general will probably have more positive
attitudes about their jobs, and may have
better outcomes. They tend to perform
better, miss work less frequently, and be
more satisfied. They also tend to perceive
less stress in relation to their jobs than
people with negative affect.
Job satisfaction

emotional component: the employee


experiences happiness or fear in relation to the
job and the workplace.

evaluative component: the employee believes


that the job meets expectations in terms of
rewards, or does not.
– attitudinal component: this will be discussed
next.
The attitudinal component of job satisfaction
• Job Satisfaction:
1. The work itself
2. Pay
3. Promotion/development opportunities
4. Supervision
5. Coworkers
How much does satisfaction matter?
• Not as much as the trait of conscientiousness.
• There is no evidence suggesting that happy
workers are necessarily productive workers.
• In conjunction with other factors, however, it is
likely to contribute to increased productivity, and
slightly decreased absenteeism and turnover.
Increasing job satisfaction

• Make jobs more fun, exciting, and


satisfying.
• Have fair pay, benefits, and promotion
opportunities.
• Match people’s interests and skills with
jobs.
Organizational commitment

• Organizational commitment and job satisfaction


are linked, although it is possible to have one and
not the other. Organizational commitment is:
– desire to remain with the organization
– willingness to work on behalf of the
organization
– acceptance of the organization’s values and
adherence to them
Internal determinants of organizational
commitment

• Internal:
– age
– tenure
– adaptability
– affect
– control attribution
External determinants of organizational
commitment
• External:
– job design
– organizational values
– support
– procedural fairness
– leadership style of the supervisor
Components of organizational commitment
• affective commitment: the employee’s emotional
attachment to, identification with, and
involvement in the organization
• continuance commitment: the employee’s
perception that it’s better to stay with the
organization than to leave
• normative commitment: the employee’s feelings
of obligation to stay with the organization
because of a belief in rules about how one should
act - that it’s right to stay with the organization.
Outcomes of organizational commitment
• There may be links between organizational
commitment and performance outcomes
like productivity.
• Commitment to supervisors may be more
important than commitment to the
organization.
Enhancing organizational commitment
1. Commit to people-first values.
2. Clarify and communicate the
organization’s mission.
3. Guarantee organizational justice.
4. Create a sense of community.
5. Support employee development.
Organizational citizenship behavior (OCB)
• Positive and desirable behavior that is not
a required or expected part of the job. It
may show up as
• altruism
• conscientiousness
• civic virtue
• sportsmanship
• courtesy
Summary
• Conscientiousness as part of the Big Five has been
shown to significantly contribute to good
performance.
• Attitudes may also contribute to good
performance.
• Good performance is generally viewed as
increased productivity, but organizational
citizenship behaviours can help the group
perform better as well.
A glimpse into the future

• Next week, we will look more closely at the


rewards that can help motivate employees.
• Unit 4 – Motivation!

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