Unit 2: Attitudes and Values Flashcards
Attitudes
Evaluative statements or judgments concerning objects, people, or events.
Components: ABC
Attitude and Behaviour
Leon Festinger and Cognitive Dissonance
Individuals seek to reduce this uncomfortable gap, or dissonance, to reach stability and consistency. Consistency is achieved by changing the attitudes, modifying the behaviors, or through rationalization
Desire to reduce dissonance depends on:
Importance of elements
Degree of individual influence
Rewards involved in dissonance
Moderating variables for attitudes
The most powerful moderators of the attitude-behavior relationship are:
Importance of the attitude
Correspondence to behavior
Accessibility
Existence of social pressures
Personal and direct experience of the attitude
Predictive behaviour from attitudes
Important attitudes have a strong relationship to behavior.
The closer the match between attitude and behavior, the stronger the relationship:
Specific attitudes predict specific behavior
General attitudes predict general behavior
The more frequently expressed an attitude, the better predictor it is.
High social pressures reduce the relationship and may cause dissonance.
Attitudes based on personal experience are stronger predictors.
Types of change
congruent and incongruent
barriers to change attitudes
Prior commitments (escalation of commitment)
Strong commitment
Publicly expressed attitudes
Low credibility
Insufficient information
Degree of fear
Recommendations to change attitudes
Providing new information
Use of fear
Resolving discrepancies
Influence of friends or peers
The co-opting approach
Oral persuasion technique
Training sessions
Others
Formation of attitudes
Direct personal experiences
Association
Family and peer groups
Economic status and occupation
Mass communication
Overcoming resistance to change
- Education and communication
- Participation and involvement
- facilitation and support
- Manipulation and co-option
- Negotiation and bargaining
- Explicit and implicit coercion
Work attitudes
Job satisfaction, job involvement, psychological empowerment, organisational commitment, Perceived Organizational Support, employee engagement
Job satisfaction, how to measure and satistics
slide 7 Work-related
Influences of job satisfaction
Job conditions, pay, CSR, personality
Impact of job dissatisfaction
Exit, voice, neglect, loyalty
Outcomes and consequences of Job satisfaction/dissatisfaction
Job Performance
Organizational Citizenship Behaviors
Customer Satisfaction
Life satisfaction
Absenteeism
Turnover
Workplace deviance
Counterproductive workplace behaviour
Actions that actively damage the organization, including stealing, behaving aggressively toward coworkers, or being late or absent.
Methods to enhance job satisfaction
physical health, less perceived stress, less accidents, quick learning of tasks
Make jobs fun, fair pay, benefits, and promotion opportunities, person-job fit, exciting job tasks
Organisational commitments
a strong desire to remain a member of a particular organization; (2) a willingness to exert high levels of effort on behalf of the organization; and (3) a definite belief in, and acceptance of, the values and goals of the organization; Loyalty and constructive dissent.
Factors influencing organisational commitment
Personal (age, tenure in the organization, career adaptability, and dispositions such as positive or negative affectivity, or internal or external control attributions) and organizational (the job design, values, support, procedural fairness, and the leadership style of one’s supervisor) and non-org commitments
Outcomes of org. commitment
Positive relationship between organizational commitment and desirable outcomes such as high performance, low turnover, and low absenteeism
Perception of a warm, supportive organizational climate and being a good team member willing to help.
Some studies that do not show strong relationships between commitment and outcome variables and others where there are moderating effects between organizational commitment and performance
Stronger relationship between organizational commitment and performance for those with low financial needs than for those with high ones
More tenure the employees had on the job and with the employing organization, the less impact their commitment had on performance
Commitment to supervisors was more strongly related to performance than was commitment to organizations.
Guidelines to enhance org. commitment
Commit to people-first values
Clarify and communicate your mission
Guarantee organizational justice
Create a sense of community
Support employee development
Values
Basic convictions that a specific mode 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. content and intensity
Value system
A hierarchy based on a ranking
of an individual’s values in terms of their
intensity.
Importance of values
Provide understanding of the attitudes, motivation, and behaviors of individuals and cultures.
Influence our perception of the world around us.
Represent interpretations of “right” and “wrong.”
Imply that some behaviors or outcomes are preferred over others.
Terminal values vs Instrumental values
Preferred end-states of existence; the goals that a person would like to achieve during his or her lifetime.
Preferable modes of conduct/behavior or means of achieving one’s terminal values.
Person-job fit theory
A theory that identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover.
Person-organisation fit theory
The employee’s personality must fit with the organizational culture.
People are attracted to organizations that match their values.
Those who match are most likely to be selected.
Mismatches will result in turnover
Hofstede’s Framework
Power distance
Individualism versus collectivism
Masculinity versus femininity.
Uncertainty avoidance
Long-term versus short-term orientation
The GLOBE Framework for Assessing Cultures
Assertiveness
Future Orientation
Gender differentiation
Uncertainty avoidance
Power distance
Individualism vs collectivism
In-group collectivism
Performance orientation
Human orientation
The GLOBE Framework for Assessing Cultures
Assertiveness
Future Orientation
Gender differentiation
Uncertainty avoidance
Power distance
Individualism vs collectivism
In-group collectivism
Performance orientation
Human orientation
