Attitudes

Attitudes are evaluative statements either favorable or unfavorable concerning objects, people or events. Attitudes and values are interrelated. There are 3 components of attitudes :

Cognitive component Affective component Behavioral component

Attitudes

Cognitive Affective

The opinion or belief segment of an attitude. For eg: discrimination is wrong The emotional or feeling segment of an attitude. Eg: I dont like John because he discriminates against minorities An intention to behave in a certain way toward someone or something. For eg: I might choose to avoid John because of my feeling about him.

Behavioral

Model of an Attitude

Types of Attitudes
Job Satisfaction: it refers to the individuals general attitude toward his or her job. Job Involvement: The degree to which a person identifies with his or her job actively participates in it, and considers his or her performance important to selfworth. Organizational Commitment: The degree to which an employee identifies a particular organization and its goods, and wishes to maintain membership in

Attitudes
Attitudes change according to the situation but values are enduring characteristics. For ex: advertising messages Attitudes are more flexible , which in turn affect our behavior. We can form attitude by Impression management

Cognitive Dissonance Theory

Leon Festinger in 1950s proposed the theory and sought to explain the linkage between attitudes and behavior . Dissonance means inconsistency Cognitive dissonance refers to an incompatibility that an individual might perceive between two or more of his attitudes or between his or her behavior and attitudes. Any form of inconsistency is uncomfortable and an individual attempts to reduce the dissonance.

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. It can be said that we are very good at finding reasons for what we do, but not so good at doing what we find reasons for.

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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. For example: BP exploration

Sample Attitude Survey

Attitudes and Workforce Diversity

Training activities that can reshape employee attitudes concerning diversity:

Participating in diversity training that provides for self-evaluation and group discussions. Volunteer work in community and social serve centers with individuals of diverse backgrounds. Exploring print and visual media that

Job Satisfaction

Measuring Job Satisfaction

Single global rating Summation score: typical factors would be included such as supervision, nature of work, promotion, relation with others.

How Satisfied Are People in Their Jobs?

Job satisfaction declined to 50.4% in 2002 Decline attributed to:
Pressures to increase productivity and meet tighter deadlines

How Employees Can Express Dissatisfaction

Exit
Behavior directed toward leaving the organization.

Voice
Active and constructive attempts to improve conditions.

Loyalty
Passively waiting for conditions to improve.

Neglect
Allowing conditions to worsen.

Responses to Job Dissatisfaction

Determinants of job satisfaction

Mentally Challenging Work Equitable Rewards Supportive Working Conditions Supportive Colleagues Personality-Job Fit Genes

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.
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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.

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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 long-term customer relationships. They are experienced.

Dissatisfied customers increase employee job dissatisfaction.