ATTITUDES

An attitude is a hypothetical construct that represents an individual's degree of like or dislike for an item. Attitudes are generally positive or negative views of a person, place, thing, or eventthis 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.
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.

WHAT ARE ATTITUDES?

Cognitive component Affective component Behavioral component

ATTITUDES
Attitudes
Evaluative statements or judgments concerning objects, people, or events.

Cognitive component
The opinion or belief segment of an attitude.

Affective Component
The emotional or feeling segment of an attitude.

Behavioral Component
An intention to behave in a certain way toward someone or something.

TYPES OF ATTITUDES

Job satisfaction
Job involvement Organizational commitment

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.

THE THEORY OF COGNITIVE DISSONANCE

Cognitive Dissonance
Any incompatibility between two or more attitudes or between behavior and attitudes. Desire to reduce dissonance
Importance of elements creating dissonance Degree of individual influence over elements

Rewards involved in dissonance

MEASURING THE A-B RELATIONSHIP

Recent research indicates that attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account.

Moderating Variables
Importance of the attitude Specificity of the attitude Accessibility of the attitude Social pressures on the individual Direct experience with the attitude
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SELF-PERCEPTION THEORY
Attitudes are used after the fact to make sense out of an action that has already occurred.

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AN APPLICATION: ATTITUDE SURVEYS

Attitude Surveys Eliciting responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, and the organization.

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ATTITUDES AND WORKFORCE DIVERSITY

Training activities that can reshape employee attitudes concerning diversity:

Participating in diversity training that provides for selfevaluation and group discussions. Volunteer work in community and social serve centers with individuals of diverse backgrounds. Exploring print and visual media that recount and portray diversity issues.

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JOB SATISFACTION
It is Set of favorable and unfavorable emotions with which employees view their work. Individual focus Overall or multidimensional Stability of Job Satisfaction: Quite dynamic Environmental Impacts: Spill over effect (Life and Job)

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. Satisfied employees have fewer avoidable absences.
Satisfied employees are less likely to quit. Organizations take actions to retain high performers and to weed out lower performers.

Satisfaction and Absenteeism

Satisfaction and Turnover

RESPONSES TO JOB DISSATISFACTION

Source: C. Rusbult and D. Lowery, When Bureaucrats Get the Blues, Journal of Applied Social Psychology. 15, no. 1, 1985:83. Reprinted with permission.

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.

JOB SATISFACTION AND CUSTOMER SATISFACTION

Satisfied employees increase customer satisfaction because:

They are more friendly, upbeat, and responsive. They are less likely to turnover which helps build longterm customer relationships. They are experienced.

Dissatisfied customers increase employee job dissatisfaction.

JOB INVOLVEMENT

It is the degree to which employees immerse themselves in their jobs. Such employees are likely to believe in the work ethic
Bring more stability and productivity

ORGANIZATIONAL COMMITMENT
Employee loyalty is the degree to which an employee identifies with the organization and want to continue actively in it. Inhibiting factors Excessive blaming, insincere gratitude, failure to follow through, inflated egos, inconsistencies and bullying Stimulating factors Clarity of rules and policies, training, respect and appreciation, participation, making employees feel valued.

EFFECTS OF EMPLOYEE ATTITUDES

Attitudes

are reasonably good predictors of behaviors. Positive job attitudes predicts constructive behavior Negative job attitudes predicts destructive behavior Dissatisfied employees may engage in psychological withdrawal or physiological withdrawal or even overt act of aggression.

EMPLOYEE PERFORMANCE

It is not acceptable that high satisfaction will lead to high performance. Satisfied employees may be high, average or even low producers.

DISSATISFACTION RESULTS
Turnover Absenteeism Tardiness Theft Violence

Thank You.