Cultural etiquette, politeness, and good manners are passed down through societies

from generation to generation.Etiquette refers to the cultural guidelines for what is

appropriate or inappropriate and polite or impolite. It gives a culture structure,
integrity, grace, and finesseall of which are uniquely adapted from one culture to
another.
Fortunately, simple business and social etiquette are often based on basic common
sense. Although etiquette styles and fads may come and go, the fundamentals of
global etiquette remain essentially the same.The following tips on what to do and
what to avoid will help you engage in successful global business and social
interactions. They will help to avoid embarrassing faux pas and guide you toward
establishing quality relationships and friendships.
(Read More: Mistakes to Avoid When Leading a Meeting)
Tips for what to do
Show respect. The most important of the global etiquette tips is to show respect for
what is important to another person and his or her culture. Although cultural
conditioning has deep roots, respect is universally understoodand is an essential
step in bridging the cultural gap.
Show you care. Be proactive and learn about what's important to the cultures you
visit or interact with. This will help you win friendships and develop business
relationships.
Strike a balance. Find the comfortable middle ground between your culture and that
which you're visiting or working with. No one expects you to be just like him or her,
nor would that be congruent. Be yourself and adapt to develop rapport in a way that
works for all concerned.
Know your geography. There is nothing more embarrassing than not knowing the
exact location of the country you are visiting or the locality of its neighboring
countries and surrounding areas!
(Read More: Risky Business: Howto Manage Up)
Mind your manners. What is polite in one culture may not be considered so in
another, so know your manners for the countries you visit.
Know how to address people. The practice of using first names, surnames, titles,
university degrees, or religious designations varies from country to country, so learn
what is appropriate.

Clearly enunciate and speak slower. Speak clearly and slightly slowerabout 20
percent slowerwhen communicating across linguistic borders. There's no need to
speak louder multilingual speakers may be cross-translating, but they aren't deaf!
Define acronyms, slang, and jargon. Define, clarify, or eliminate any acronyms,
abbreviations, slang, and jargon that other cultures may not understand or even
worse take literally.
Know the appropriate greetings. Greetings are as diverse as the cultures
themselves. There are handshakes, kisses, hugs, and bowsand they come in all
shapes and sizes.
(Read More: Want to Get More Done? Get Out of the Office)
Tips for what to avoid
Using rude hand gestures: Unless you are counting on your fingers, avoid any hand
gestures that you think could be potentially offensive to other cultures so you don't
unintentionally offend someone.
Touching: Many cultures, including the U.S., southern European, and some Latin
American cultures, are comfortable with back pats or having an arm, elbow, or
shoulder touched. However, this might be uncomfortable and inappropriate for
people from other cultures.
Appearing self-important: Although the United States is known to prize selfconfidence and the entrepreneurial spirit, some culturesincluding many in Europe
and Asiaprefer a more humble, group-oriented approach in their communication
style
Asking personal questions: When in doubt, it's safest to wait to ask personal
questions (about family, etc.) until someone poses these kinds of questions to you
first.
Discussing religion: It's safest to avoid touching on the topic of religion, unless the
other person brings it up first. There is always a chance that religious prejudice
could be a problem.
Discussing politics: It's advisable to keep politics, global affairs, and even a
country's economic condition out of the conversationagain, unless the other
person brings it up first.

Unintentionally causing embarrassment: People are embarrassed by different things

in different cultures. Doing your research on the potentially embarrassing factors of
specific cultures beforehand will help you avoid this.
Showing the soles of your shoes: This may seem like a strange one, but showing the
sole of your shoe is offensive in many cultures, including the Middle East and parts
of Asia.
Saying "no": Many cultures, including the Asian and some Latin American cultures,
consider saying "no" directly to be impolite. If pushed for a firm "no," they will
become very uncomfortable.
When it comes to cultural etiquette, no one expects perfection. Awareness is the
first step in bridging the cultural gap. A little advance preparation and being
observant will likely help you figure out most of what you need to know. If you enjoy
working with or visiting other cultures, they are likely to enjoy the same with you!

Kom verder. Saxion. Dealing with cultural differences in international

business Drs. G.J. (Gerrit Jan) Kerkdijk When in Rome do like the Romans
do!
2. Kom verder. Saxion. Agenda 1. Cultural differences in communication
Quiz Exercise 1: prepare 1st meeting abroad Definition and importance for
business Four tips for intercultural communication Some deadly sins to
avoid 2. Regional cultures: sources and measurement Geert Hofstedes 6
dimensions Exercise 2: deeper understanding 3. Concluding remarks
3. Kom verder. Saxion. Quiz What do you know about Business Etiquette?
Source: http://international-business-etiquette.com
4. Kom verder. Saxion. 1. In all of these countries you are expected to bring a
gift to a business meeting EXCEPT one. Which one? China Japan Czech
Republic Denmark Bolivia
5. Kom verder. Saxion. 2. Which behavior is a common gesture of friendship
between men in Saudi Arabia? a high-five holding hands while walking a
handshake winking
6. Kom verder. Saxion. 3. In Great Britain, tapping your nose indicates that
something is: confidential inappropriate very important incredibly
boring
7. Kom verder. Saxion. 4. Which of the following should not be given as gifts
in the Chinese culture? clocks straw sandals a handkerchief all of the
above
8. Kom verder. Saxion. 5. When treating a client to a business meal in China,
the most appropriate tipping strategy would be: 15% tip 20% tip 50%
tip no tip at all
9. Kom verder. Saxion. 6. In Iran, while doing business, a woman should cover
her: mouth eyes arms and legs arms, legs and hair

10. Kom verder. Saxion. What is culture? Definition: A groups system of

learned values and norms. Group what group? : nation, region,
organization, family, profession, socker-supporters .. Culture is mythical,
both vague and visible, changing all the time!
11. Kom verder. Saxion. Why is culture-awareness important? Globalization
causes large increase in multi-cultural diversity and international business
relations and an increased need for intercultural communication skills.
Intercultural communication skills are fundamental for your business success!
12. Kom verder. Saxion. In international relations.. Speak at least 2
languages and know some words or expressions .. Make sure you know
local rules religious, legal and political aspects .. Study
folkways=>business etiquette learn about rules for interaction
13. Kom verder. Saxion. Excercise 1 1. Chile 2. Africa 3. Japan 4. New Zealand
5. Indonesia 6. China 7. France 8. Saudi Arabia 9. Mexico 10.Denmark First:
each group, please select a different country from list.
14. Kom verder. Saxion. The assignment Your firm is going to sent a team to
the selected country to establish business contacts. Preparing yourself for
the trip you ask yourself: What would be (un)appropriate behavior when
meeting with business partners in that country?
15. Kom verder. Saxion. How to do this? 1. Visit: http://international-businesscenter.com 2. Find business etiquette (left - bottom). 3. Look up the
selected country in the list. 4. For this particular country: Find answers to 9
questions (see next slide). Find surprising/shocking example (question 10)
5. Share your findings with the class.
16. Kom verder. Saxion. How should I behave at.. a general meeting: 1.
Timeliness? 2. Dress code? 3. Last/First names? 4. Female participation? 5.
Gifts giving: Type of gift? Colour of wrapping? Wait for unpacking or not?
6. Making eye contact? 7. Best moment for making a business deal? a dinner
meeting: 8. Seating order? Type of conversation: social or business? 9. Right
hand/left hand? More dos and donts? 10. Surprising/shocking?
17. Kom verder. Saxion. Three deadly sins Being unaware => denying
cultural influence Assuming all behavior is personal and intended. I dont
know why my behavior should shock you. Ethnocentrism => I am the center
of the world .. My behavior & norms are standard for everybody else. So, I
dont need to understand others. They must adapt! If English was good
enough for Jesus Christ then it is good enough for me. Amnesia => we have
no history, yes? All civilizations/nations: good + bad, past + present. Our
civilization is and has always been superior. Source:
http://ed.ted.com/on/lLJQX8SU
18. Kom verder. Saxion. Four tips for interacting 1. Observe body language
and mirror it Mirroring behavior builts rapport 2. Appreciate differences
Show courting behavior 3. Respect individuality (avoid stereotyping) A
person is not his nationality nor his culture ! 4. Be patient, listen and ask
When you dont understand reactions, ask! Source:
http://www.youtube.com/watch?v=ZDvLk7e2Irc&feature=related Dr. Snha
Khilay on intercultural interaction on YouTube
19. Kom verder. Saxion. National cultures: sources and measurement
Huntington: 7 civilizations Geert Hofstede: 6 dimensions
20. Kom verder. Saxion. Huntington: Clash of civilizations

21. Kom verder. Saxion. Hofstede: 6 dimensions Power Distance: acceptance

of hierarchy in society Respect for social and organizational position - CEO
not easily approached, sits first etc. Individualism/Collectivism: center of
identification I:Me & my family, We: I am part of larger society
Promotion based on loyalty or initiative? Masculinity/Femininity: hard or soft
interaction Low/high interpersonal skills Achievement/Rewards versus
Caring/Cooperating
22. Kom verder. Saxion. Hofstede: 6 dimensions Uncertainty Avoidance: by
the book/taking initiative Low vs Moderate to High risk behavior Ritualistic
behavior vs open for new experiencs Pragmatic/Normative: adapt/obey strict
norms Adapting/respecting social obligations + traditions - Truth depends
on situation & time/TRUTH is eternal. Indulgence/Restraint:
tolerance/intolerance allowing hedonistic behavior or not
23. Kom verder. Saxion. Exercise 2 Your firm wants to do business in the
country you selected. Compare this countrys culture with your national
culture following Hofstedes theory. http://geert-hofstede.com/culturaltools.html First: select the foreign country. Next: select your own country
or the country of one or more members of your group. Compare: what are
the most striking differences?
24. Kom verder. Saxion. Avoid error of Level Confusion The concept of
Culture applies to collectives: nations, regions, groups, professions,
organizations, families, genders, age-groups... Individuals dont have
cultures but Personalities For the individual culture is the answer to the
question: what behavior (of others) is familiar and makes me feel safe and at
home? But there is always room for personal choices.
25. Kom verder. Saxion. An intercultural attitude Hey, those differences are
fun! Disrespectfulness is never Ok! If a persons behavior seems odd to you it
does NOT necessarily follow that this persons intentions are disrespectful.
26. Kom verder. Saxion. Some interesting Links Gestures:
http://www.youtube.com/watch?v=fa_GCK-Czqs&feature=related
International business and culture http://www.youtube.com/watch?
v=wxrp7u86SGs Hofstede: seven deadly sins http://ed.ted.com/on/lLJQX8SU I
and WE cultures http://www.youtube.com/watch?v=CW7aWKXB5J4
27. Kom verder. Saxion. Evaluation Get your proof of attendance Please
fill out the evaluation form.

With this in mind, let's take a look at Japan's values and what it means for
you in observing the country's etiquette rules:

Silence is Golden

In a business setting, silence is valued over an overabundance of talking. As

Larry Samovar, Richard Porter and Edwin McDaniel put it in Communication
Between Cultures, "silence is linked to credibility." Silence speaks loudly

about wisdom and emotional self-control. This may run counter to our
approach back at home, where being more outgoing can facilitate
communication. A more introverted, formal approach, especially at the
beginning of a business relationship, is likely to be better received when
doing business in Japan. The Japanese have many proverbs that signal the
importance that they place on silence, such as, "The duck that quacks is the
first to get shot." Take a cue from your Japanese counterparts and tailor your
approach.

World Business Culture, a company that specializes in global cultural

differences, made this astute observation about silence: "In times of stress or
difficulty during a meeting, the Japanese will often resort to silence in order to
release the tension in the room and allow people to move away from the area
of difficulty (to preserve harmony which is tantamount)." Resist the urge to fill
the silence with more talk about an issue your Japanese counterpart would
rather avoid at the moment.

Group Solidarity is Paramount

It's widely known that Japan is a group-oriented culturegroup solidarity is

valued over individualism. There is strength in the group, as the famous
Japanese saying implies: "A single arrow is easily broken, but not ten in a
bundle." This cultural mindset impacts certain behaviors such as how praise
is received. While we value individual contributions and strongly believe in

recognition and individual praise, the opposite is true in Japan. Singling out
an individual in the group for special recognition, no matter how helpful he is
to you, is likely to embarrass that individual. Always remember that the team
concept is very important for the Japanese and strive to give public credit to
the entire group.

Business Cards are Talismans

For Japanese business professionals, a business card (Meishi, pronounced

"MAY-SHEE") is an extension of their identity. Therefore, it's important to
observe some engrained rules of etiquette that signal respect for the person.
Accept the card with both hands, briefly read it and place it in your business
card holder if you are standing; if you are seated, place it on the table for the
duration of the meeting and then place it in your business card holder. It's
considered a big faux pas to place their business card in your back pocket or
wallet. When presenting your business card, have the Japanese-printed side
facing the person you are offering it to, and give your card with both hands.
Even if you are sitting far away from the person in a group, don't toss or push
the card across the table. Get up and walk over to them.

Age Equals Seniority

Notwithstanding the many changes in modern Japan, age is revered in that

country and can be synonymous with rank in a business setting. A survey of
companies in the Nikkei 225 Index shows that the CEOs of these companies

were consistently older than those of other countries, with an average age of
62. The youngest CEO was 43. Hierarchy is paramount. Treat older executives
with a more marked deference than you do younger ones in the group you're
interacting with. For example, be sure to greet the most senior person before
you greet others. Likewise, offer your business card to the senior person first.

Hard Sell Doesn't Sell

A hard-sell approach will not succeed in Japan. Replace the high pressure,
confrontational approach with a more gentle, persuasive presentation that
showcases the virtues of what you are proposing. Find points of agreement
and build on those. Don't drive too hard on decisions and deadlines.
Understand that the Japanese decision-making style is by consensustrying
to speed up the process may appear to be disrespectful of their way of doing
business. Rather than be impatient, try to see the long process as an
opportunity to build trust and cement the relationship.

Privacy is Valued

Japanese people are notoriously private and reserved. As

businessman Jeffrey Hays puts it: "Privacy is important in Japan. People can
have their names removed from phone books if they want. Windows are
designed so people can't look in." So, asking a lot of personal questions at
the beginning of the relationshipwhich to us is a way of building rapport
may be regarded as pushy or rude. This might be the reason why Japan lags

the world in social media adoption. According to a 2012 article in Ad Age

Digital, only 28 percent of Japanese Internet users visit social media sites on
a monthly basis, and time spent on social networking in that country is a
mere 2.9 percent, compared to 16.8 percent in the U.S.

What You Don't Know Can Hurt You

We all know that a business gift exchange is an important tradition in Japan,

especially at the first meeting. What can possibly go wrong when giving a
small gift? Many things, it seems: Flowers such as lilies, lotus blossoms and
camellias are used for funeral services and should, therefore, be avoided. The
same applies for any white flowers. Potted plants also carry negative
superstitions. And buying a set of four of anything is deemed unlucky. The
number nine is also inauspicious. Furthermore, if you send Christmas cards,
avoid red, as funeral notices are customarily printed in red.

Chopstick Manners Speak Loudly

Unlike on airlines, wipe your hands only, not your face, on the damp towel (oshibori) provided at the start of the meal. When you serve yourself from
shared dishes, if there are no utensils for serving yourself, use the opposite
end of your chopsticks to pick up food to add to your plate. Don't use
chopsticks to pierce foodpick it up, even if it is slippery. When you finish
eating, leave your place setting close to how you found it; this means placing
your used chopsticks in their paper envelopes or holder, and replacing lids on

small dishes. It may have been quaint at one time to be ignorant about the
different types of sushi. Today, with the prevalence of sushi restaurants in
North America, it pays to know some of these differences so as not to appear
unsophisticated. (Here is a brief sushi primer. And here is a more
hardcore sushi guide.)

Honor the Unofficial Dress Code

The operative word here for business clothes is conservative. Men wear
conservative business suits and blend in with the group. Women are
encouraged to keep jewelry to a minimum so as not to stand out. It is also
considered in good taste for women not to wear high heels if this results in
towering over their male Japanese counterpart. And if you wear a kimono,
says Terri Morrison, in Doing Business in Japan, "wrap it left over right!
Only corpses wear them wrapped right over left."

The Small Stuff Matters

Observing the small details of politeness is a big way of showing respect in

Japan. For example, blowing your nose in public, such as in a meeting room,
is considered in poor taste; best to excuse yourself and walk out. We all know
about taking our shoes off at the door, and wearing the slippers your
Japanese host will provide. However, it doesn't stop there. When invited to a
Japanese home, you might have to remove your slippers once inside if you
encounter a tatami floora type of mat, which should only be stepped on

with bare feet or socks. If you go to the washroom, you have yet another pair
of slippers that's reserved for use in the washroom. Remember to remove
them before going back to your seat. While you're not expected to know all of
this, it's noticed and appreciated when you do. It simply means you've done
some homework to honor your hosts. There is a lot of goodwill in thisor
as David Syrad, CEO of AKI Japan Ltd., put it: "Use your knowledge of
Japanese business etiquette to demonstrate your flexibility and sensibility." It
will pay dividends.

You can gain more information in this area from sites such as Japan
Business Etiquette, Culture, and Manners, and Terri Morrison's
book: Kiss, Bow, or Shake Hands (The Bestselling Guide to Doing
Business in More than 60 Countries.)

Read more articles on company culture.

ORGANIZATIONAL BEHAVIOUR SUBMITTED BY : GREESHMA.V SUBMITTED TO: MR.

A. SRINIVASA RAO ASSOCIATE PROFESSOR
2. OVERVIEW NATURE & DIMENSIONS OF ATTITUDE TYPES OF ATTITUDE
COMPONENTS OF ATTITUDE JOB ATTITUDE & ACTUAL BEHAVIOUR THE
THEORIES JOB ATTITUDE JOB SATISFACTION THE EFFECT OF JOB
SATISFACTION ON EMPLOYEE PERFORMANCE ORGANIZATIONAL CITIZENSHIP
BEHAVIOUR SUMMARY REFERENCES
3. THE NATURE AND DIMENSIONS OF ATTITUDES Attitudes Persistent tendency to
feel and behave in a particular way towards some object Characteristics of Attitudes They
tend to persist unless something is done to change them. They can fall anywhere along a
continuum from very favorable to very unfavorable. They are directed toward some object
about which a person has feelings and beliefs.

4. ATTITUDE MODEL Informational/ Cognitive (i.e. beliefs) Affective (i.e. emotions) Attitude
Behavior
5. Attitudes are generally positive or negative views of a person, place, thing, or event-this is often referred to as the attitude object. People can also be conflicted or ambivalent
toward an object, meaning that they simultaneously possess both positive and negative
attitudes toward the item in question. Attitudes are judgments. They develop on the ABC
model (affect, behavior, and cognition). The affective response is an emotional response that
expresses an individual's degree of preference for an entity. The behavioral intention is a
verbal indication or typical behavioral tendency of an individual. The cognitive response is a
cognitive evaluation of the entity that constitutes an individual's beliefs about the object. Most
attitudes are the result of either direct experience or observational learning from the
environment. It can also be defined as, A complex mental state involving beliefs and
feelings and values and dispositions to act in certain ways. For example, if someone says
that I like my Job. This statement expresses his attitude towards his Job.
6. TYPES OF ATTITUDES Job Satisfaction A collection of positive and or negative
feelings that an individual holds toward his or her job. Job Involvement Identifying with
the job, actively participating in it, and considering performance important to self- worth.
Organizational Commitment Identifying with a particular organization and its goals, and
wishing to maintain membership in the organization.
7. Only behavioral can be directly observed Behavioral tendencies to behave in a
particular manner towards an object (usually behavioral intentions) Informational beliefs
and information about the object Emotional feelings about an object THE NATURE AND
DIMENSIONS OF ATTITUDES Components of Attitudes
8. COMPONENTS OF ATTITUDES Attitudes structure can be described in terms of three
components. Affective component: this involves a persons feelings / emotions about the
attitude object. For example: I am scared of spiders. Behavioral (or cognitive)
component: the way the attitude we have influences how we act or behave. For example: I
will avoid spiders and scream if I see one. Cognitive component: this involves a persons
belief / knowledge about an attitude object. For example: I believe spiders are dangerous.
9. Attitude and behavior are two quite different things. Attitude is a person's inner thoughts
and feelings, while behavior is usually an outward expression of attitude, but the two are not
always related. For instance, psychopaths are people whose attitudes are composed of low
morality. However, this does not mean that they always commit immoral acts. Psychopaths
are usually intelligent, so they know that even though there will be no moral consequences
for them, there will still be legal consequences to deal with. This knowledge, in addition to
their attitude, governs their behavior. When a person's attitude and behavior differ,
dissonance will likely result, and a change in attitude or behavior will be the probable
outcome. ATTITUDE BEHAVIOUR
10. This model is known as the ABC model of attitudes. The three components are usually
linked. However, there is evidence that the cognitive and affective components of behavior do
not always match with behavior. They evaluative statements in an attitude are either
favorable or unfavorable. They reflect how one feel about something. A person can have

thousands of attitudes. But OB focuses on a limited number of job-related attitudes. These

include job satisfaction, job involvement (the degree to which person identifies with his
or her job and actively participates in it) And organizational commitment (an indicator of
loyalty to, and, identification with the organization).
11. FORMATION OF ATTITUDE How attitudes are formed? How do you develop your
attitude? Essentially attitudes are the outward manifestation of your inner values and beliefs.
These develop over time. As you grow you watch the significant people around you
behaving in a particular way; you are being told to cherish certain things over others and you
learn from your teachers and peers and come to value certain thins over other, thus forming
your value system. These in turn give rise to development of your attitudes.
12. DIFFERENT ATTITUDES OF A PERSON
13. Attitudes help predict work behavior The following example might help to illustrate it.
After introducing a particular policy, it is found from an attitude survey, that the workers are
not too happy about it. During the subsequent week it is found that the attendance of the
employees drops sharply from the previous standard. Here management may conclude that
a negative attitude toward new work rules led to increased absenteeism.
14. Attitudes help people to adapt to their work environment An understanding of
attitudes is also important because attitudes help the employees to get adjusted to their
work. If the management can successfully develop a- positive attitude among the employees,
they will be better adjusted to their work
15. FUNCTIONS OF ATTITUDE According to Katz, attitudes serve four important
functions from the viewpoint of organizational behavior. These are as follows. The
Adjustment Function. Attitudes often help people to adjust to their work environment. Welltreated employees tend to develop a positive attitude towards their job, management and the
organization in general while berated and ill treated organizational members develop a
negative attitude. In other words, attitudes help employees adjust to their environment and
form a basis for future behavior. Ego-Defensive Function. Attitudes help people to retain
their dignity and self- image. When a young faculty member who is full of fresh ideas and
enthusiasm, joins the organization, the older members might feel somewhat threatened by
him. But they tend to disapprove his creative ideas as crazy and impractical and dismiss
him altogether.
16. The Value-Expressive Function. Attitudes provide individuals with a basis for
expressing their values. For example, a manager who values hard and sincere work will be
more vocal against an employee who is having a very casual approach towards work. The
Knowledge Function. Attitudes provide standards and frames of reference that allow people
to understand, and perceive the world around him. If one has a strong negative attitude
towards the management, whatever the management does, even employee welfare
programmes can be perceived as something bad and as actually against them.
17. CHANGING ATTITUDES Employees attitudes can be changed and sometimes it is in
the best interests of managements to try to do so. For example, if employees believe that
their employer does not look after their welfare, the management should try to change their
attitude and help develop a more positive attitude in them. However, the process of

changing the attitude is not always easy. There are some barriers which have to be
overcome if one strives to change somebodys attitude. There are two major categories of
barriers that come in the way of changing attitudes:
18. There are two major categories of barriers that come in the way of changing attitudes:
Prior commitment when people feel a commitment towards a particular course of action
that have already been agreed upon and thus it becomes difficult for them to change or
accept the new ways of functioning. Insufficient information also acts as a major barrier to
change attitudes. Sometimes people simply see any reason to change their attitude due to
unavailability of adequate information.
19. SOME OF THE POSSIBLE WAYS OF CHANGING ATTITUDES Providing New
Information. Sometimes a dramatic change in attitude is possible only by providing relevant
and adequate information to the person concerned. Scanty and incomplete information can
be a major reason for brewing negative feeling and attitudes. Use of Fear. Attitudes can be
changed through the use of fear. People might resort to change their work habit for the fear
of fear of unpleasant consequences. However, the degree of the arousal of fear will have to
be taken into consideration as well.
20. Resolving Discrepancies: Whenever people face a dilemma or conflicting situation
they feel confused in choosing a particular course of action. Like in the case where one is
to choose from between two alternative courses of action, it is often become difficult for him
to decide which is right for him. Even when he chooses one over the other, he might still feel
confused. If some one helps him in pointing out the positive points in favor of the chosen
course of action, he person might resolve the his dilemma.
21. Influence of friends and peers A very effective way of changing ones attitude is
through his friends and colleagues. Their opinion and recommendation for something often
proves to be more important. If for example, they are all praise for a particular policy
introduced in the work place, chances are high that an individual will slowly accept that even
when he had initial reservations for that. Co-opting. If you want to change the attitude of
some body who belongs to a different group, it is often becomes very effective if you can
include him in your own group. Like in the case of the union leader who are all the time
vehemently against any management decision, can be the person who takes active initiative
in implementing a new policy when he had participated in that decision making process
himself.
22. JOB ATTITUDES AND ACTUAL BEHAVIOR The belief, attitude, intention sequence is
presumably followed by actual behavior. This traditional model suggests that behaviors
(including job performance) are largely influenced by job attitudes. (e.g., absenteeism)
Recently, this traditional model has been questioned as being too simple and some more
comprehensive alternatives have been developed.
23. THE THEORY OF COGNITIVE DISSONANCE Desire to reduce dissonance
Importance of elements creating dissonance Degree of individual influence over elements
Rewards involved in dissonance
24. SELF-PERCEPTION THEORY
25. AN APPLICATION: ATTITUDE SURVEYS

26. EMPLOYEE ATTITUDE SURVEY QUESTIONNAIRE

27. MAJOR JOB ATTITUDES Job Satisfaction Job Involvement Psychological
Empowerment Organizational Commitment Affective commitment Continuance
commitment Normative commitment Perceived Organizational Support (POS)
Employee Engagement
28. WHAT IS JOB SATISFACTION? A collection of attitudes that workers have about their
jobs. Two aspects of satisfaction. Facet satisfaction refers to the tendency for an
employee to be more or less satisfied with various facets of the job: The work itself
Compensation Career opportunities
29. HISTORY OF JOB SATISFACTION Based in history of Job Satisfaction Formal
research began in mid-1930s 1932 I/O textbooks had no mention of job satisfaction or
organizational commitment By 1972 over 3000 articles published specifically exploring
worker attitudes Why interest developed Methodological breakthroughs Survey methods
Statistical techniques
30. MEASURING JOB SATISFACTION Single Global Rating Method Only a few general
questions Remarkably accurate Summation Score Method Identifies key elements in the
job and asks for specific feeling about them
31. WHAT CAUSES JOB SATISFACTION? The Work Itself the strongest correlation with
overall satisfaction Pay not correlated after individual reaches a level of comfortable
living Advancement Supervision Coworkers
32. 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.
33. HOW EMPLOYEES CAN EXPRESS DISSATISFACTION EXIT VOICE NEGLECT
LOYALTY PASSIVETOACTIVE DESTRUCTIVE TO CONSTRUCTIVE
34. ORGANIZATIONAL CITIZENSHIP BEHAVIOUR (OCB) Voluntary, informal behaviour
that contributes to organizational effectiveness. Job satisfaction is strongly related to OCB.
The different forms of OCB: Helping behaviour and offering assistance.
Conscientiousness to the details of work. Being a good sport. Courtesy and cooperation.
35. SUMMARY Attitudes have traditionally been described as a process in which we
logically calculate our feelings toward the attitude object based on an analysis of our beliefs.
Thus, beliefs predict feelings, which predict behavioral intentions, which predict behavior. But
this traditional perspective overlooks the role of emotions, which have an important influence
on attitudes and behavior Behavior sometimes influences our subsequent attitudes through
cognitive dissonance. People also have personality traits which affect their emotions and
attitudes. Belief + Value = Attitude > Behavior.
36. A good fit between the values of employees and their supervisors and organization
enhances job attitudes and behaviours. Job Satisfaction Affects many behaviors that are
not directly related to performance (e.g., absenteeism, OCBs) Fostering commitment is

important Continuance commitment lower performance, while affective commitment

increases performance
37. REFERENCES Attitudes Influence on Behavior. (n.d.). Retrieved from boundless Better than your assigned text books:
https://www.boundless.com/management/organizational- behavior/drivers-ofbehavior/attitudes-influence-on-behavior/ Luthans, F. (2008). Organizational Behavior. Mc
Graw Hill International Edition. ORGANISATION BEHAVIOUR ATTITUDE. (n.d.).
Retrieved from http://mbanotesravi.com/2012/11/27/organisation-behaviour- attitude/.
What Are Attitudes? (n.d.). Retrieved from Pearson Education :
http://wps.pearsoned.ca/ca_ph_johns_ob_7/67/17350/4441642. cw/index.html
38. WORKPLACE EMOTIONS. (n.d.). Retrieved from http://highered.mcgrawhill.com/sites/dl/free/0070876940/355897/sample_ch04.pdf. www.ftms.edu. (n.d.). Values,
Attitudes, and Job Satisfaction. Retrieved from Values, Attitudes, and Job Satisfaction:
http://www.ftms.edu.my/pdf/Download/PostgraduateStudent/OB - lecture%202%20values,
%20attitude%20and%20job%20satisfaction. pdf McLeod, S. A. (2009). Attitudes and
Behavior - Simply Psychology. Retrieved from http://www.simplypsychology.org/attitudes.html
Hogg, M., & Vaughan, G. (2005). Social Psychology (4th edition). London: Prentice-Hall .