Attitudes

Attitudes
Evaluative statements or judgments
concerning objects, people, or events.
Three components of an attitude:
Cognitiv
e

The opinion or
belief
segment of an
attitude

Affective

Behavior
al

Attitude
2009 Prentice-Hall Inc.
All rights reserved.

3-2

The emotional
or feeling
segment of an
attitude
An intention to
behave in a certain
way toward
someone or
something

Attitudes
Cognitive = Evaluation
Example: My supervisor is quite fair
Affective = Feeling
Example: I like my supervisor
Behavioural = Action
Come what may, I am going to stick with
him though I get offers elsewhere.

Attitude
Attitude leading to Behaviour
Behaviour leading to Attitude
Both are true both influence each
other

Work-related Attitudes:
PA/NA
The dispositions of positive affectivity (PA) and
negative affectivity (NA) are important
antecedents to attitudes about ones job.
Those with high NA are more likely to have a
negative attitude toward themselves, others, and
the world around them.
Those with high PA have the opposite disposition
and tend to have an overall sense of well-being,
to see themselves as pleasurably and effectively
engaged, and to experience positive attitudes.

Major Job Attitudes

Job Satisfaction
A positive feeling about the job
resulting from an evaluation of
its characteristics

Job Involvement
Degree of psychological
identification with the job where
perceived performance is
important to self-worth

Psychological Empowerment
Belief in the degree of influence
over the job, competence, job
meaningfulness, and autonomy
2009 Prentice-Hall Inc.
All rights reserved.

3-6

Major Job Attitudes

Organizational Commitment
Identifying with a particular organization and its goals,
while wishing to maintain membership in the
organization.
Three dimensions:
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.
2009 Prentice-Hall Inc.
All rights reserved.

3-7

Job Satisfaction
Three generally accepted
dimensions to job satisfaction:
It is an emotional response to a job
situation; it cannot be seen; it can only
be inferred.
It is often determined by how well
outcomes meet or exceed
expectations.
Job satisfaction represents several
related attitudes.

Job Satisfaction
The most important characteristics
of a job about which employees have
affective responses:

The work itself

Pay
Promotions
Supervision
Work group
Working conditions

Outcomes of Job
Satisfaction
Satisfaction and performance
A positive relationship exists; however,
job satisfaction should not be
considered the endpoint in human
performance.

Satisfaction and turnover

An inverse relationship exists.

Satisfaction and absenteeism

A weak negative relationship exists.

Other Effects and Ways to Enhance

Satisfaction
Make jobs more fun
Have fair pay, benefits, and
promotion opportunities
Match people with jobs that fit their
interest and skills
Design jobs to make them exciting
and satisfying

Guidelines to Enhance
Organizational Commitment
Commit to people-first values
Clarify and communicate your
mission
Guarantee organizational justice
Create a sense of community
Support employee development

Organizational Citizenship
Behaviour
An appropriate concluding section of
our discussion on Personality,
Perception and Attitudes is OCB.
It was first introduced in OB literature
some 25 years ago.
In way, it is an extension of
Organizational Commitment.

OCB
Organ defines OCB as:
individual behaviour that is
discretionary,
not directly or explicitly recognized by
the formal reward system,
and that in the aggregate promotes the
effective functioning of the
organization.

OCB
In other words OCB implies where a member
of the organization:
Demonstrates a high degree of Org.
Commitment;
Willingly accepts additional responsibilities;
Goes beyond the call of duty as and
when required;
Has positive opinion/perception about the
organization and also favourably disposed.

Forms of OCB
1. Altruism (Eg.: helping out when a coworker is
not feeling well.)
2. Conscientiousness (staying late to finish a
project)
3. Civic Virtue (volunteering for a community
programme to represent the firm)
4. Sportsmanship (accepting failure and work
again taking members of the team into
confidence by seeking their advice)
5. Courtesy (being understanding and empathetic
even when provoked).

Managerial Implication of
OCB
It makes individuals perform better;
It enhances group and organizational
performance and effectiveness;
Wiser managers try to enhance JS,
OC and OCB.

Some Quotes
Sow a thought, and you reap an act;
Sow an act, and you reap a habit;
Sow a habit, and you reap a character;
Sow a character, and you reap a destiny.
Samuel Smiles
We become what we repeatedly do.
Sean Covey,
The 7 Habits Of Highly Effective Teens
habits

Some Quotes
Your beliefs become your thoughts,
Your thoughts become your words,
Your words become your actions,
Your actions become your habits,
Your habits become your values,
Your values become your destiny.
Mahatma Gandhi