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Defining Attitudes
Attitude is a hypothetical construct Cannot be directly observed inferred from what people say and do Attitude objects are concrete, abstract, about people, groups of people and inanimate objects Behaviour towards objects is dependent upon attitude towards objects Attitudes tend to persist unless something is done to change them Attitudes can fall anywhere along a continuum from very favourable to very unfavourable. Attitudes are directed towards some object about which a person has feelings or affect and beliefs
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Organizational Behavior
Organizational Behavior
ONLY 10% OF ANY ICEBERG IS VISIBLE. THE REMAINING 90% IS BELOW SEA LEVEL.
Organizational Behavior
KNOWN TO OTHERS
BEHAVIOR
SEA LEVEL
Organizational Behavior
UNKNOWN TO OTHERS
ATTITUDE
MOTIVES ETHICS - BELIEFS
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Evaluative statements or judgments concerning objects, people, or events. Three components of an attitude:
Affective Cognitive
Organizational Behavior
Behavioral
Attitude
Organizational Behavior
Importance of elements
Degree of individual influence Rewards involved in dissonance
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Organizational Commitment Identifying with a particular organization and its goals, while wishing to maintain membership in the organization. Three dimensions:
Organizational Behavior
Affective emotional attachment to organization Continuance Commitment economic value of staying Normative - moral or ethical obligations
Has some relation to performance, especially for new employees. Less important now than in past now perhaps more of occupational commitment, loyalty to profession rather than a given employer.
Job Performance Satisfied workers are more productive AND more productive workers are more satisfied!
Organizational Behavior
The causality may run both ways. Organizational Citizenship Behaviors Satisfaction influences OCB through perceptions of fairness. Customer Satisfaction Satisfied frontline employees increase customer satisfaction and loyalty. Absenteeism Satisfied employees are moderately less likely to miss work.
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VALUES
Basic convictions that a specific mode of conduct or endstate 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. Attributes of Values: Content Attribute that the mode of conduct or end-state is important Intensity Attribute just how important that content is. Value System A persons values rank ordered by intensity Tends to be relatively constant and consistent
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Organizational Behavior
SOURCES OF VALUES
Genetics. Other factors # Personal Factors :-perception , attitude, etc. # Social Factors:- society. #Cultural Factors. #Family Factors. #Teachers. #Friends. #Religion. # Life experiences. #Role Demand. # Environmental Factors.
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Organizational Behavior
IMPORTANCE OF VALUES
Provide
understanding of the attitudes, motivation, and behaviors our perception of the world around us interpretations of right and
Organizational Behavior
Influence
Represent
wrong
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Terminal Values Desirable end-states of existence; the goals that a person would like to achieve during his or her lifetime Instrumental Values Preferable modes of behavior or means of achieving ones terminal values
People in same occupations or categories tend to hold similar values But values vary between groups Value differences make it difficult for groups to negotiate and may create conflict 14
Organizational Behavior
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Organizational Behavior