Unit 2: Attitudes and Values

Question 1

Attitudes

Answer 1

Evaluative statements or judgments concerning objects, people, or events.
Components: ABC

Question 2

Attitude and Behaviour

Answer 2

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

Question 3

Moderating variables for attitudes

Answer 3

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

Question 4

Predictive behaviour from attitudes

Answer 4

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.

Question 5

Types of change

Answer 5

congruent and incongruent

Question 6

barriers to change attitudes

Answer 6

Prior commitments (escalation of commitment)
Strong commitment
Publicly expressed attitudes
Low credibility
Insufficient information
Degree of fear

Question 7

Recommendations to change attitudes

Answer 7

Providing new information
Use of fear
Resolving discrepancies
Influence of friends or peers
The co-opting approach
Oral persuasion technique
Training sessions
Others

Question 8

Formation of attitudes

Answer 8

Direct personal experiences
Association
Family and peer groups
Economic status and occupation
Mass communication

Question 9

Overcoming resistance to change

Answer 9

• Education and communication
• Participation and involvement
• facilitation and support
• Manipulation and co-option
• Negotiation and bargaining
• Explicit and implicit coercion

Question 10

Work attitudes

Answer 10

Job satisfaction, job involvement, psychological empowerment, organisational commitment, Perceived Organizational Support, employee engagement

Question 11

Job satisfaction, how to measure and satistics

Answer 11

slide 7 Work-related

Question 12

Influences of job satisfaction

Answer 12

Job conditions, pay, CSR, personality

Question 13

Impact of job dissatisfaction

Answer 13

Exit, voice, neglect, loyalty

Question 14

Outcomes and consequences of Job satisfaction/dissatisfaction

Answer 14

Job Performance
Organizational Citizenship Behaviors
Customer Satisfaction
Life satisfaction
Absenteeism
Turnover
Workplace deviance

Question 15

Counterproductive workplace behaviour

Answer 15

Actions that actively damage the organization, including stealing, behaving aggressively toward coworkers, or being late or absent.

Question 16

Methods to enhance job satisfaction

Answer 16

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

Question 17

Organisational commitments

Answer 17

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.

Question 18

Factors influencing organisational commitment

Answer 18

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

Question 19

Outcomes of org. commitment

Answer 19

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.

Question 20

Guidelines to enhance org. commitment

Answer 20

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

Question 21

Values

Answer 21

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

Question 22

Value system

Answer 22

A hierarchy based on a ranking
of an individual’s values in terms of their
intensity.

Question 23

Importance of values

Answer 23

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.

Question 24

Terminal values vs Instrumental values

Answer 24

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.

Question 25

Person-job fit theory

Answer 25

A theory that identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover.

Question 26

Person-organisation fit theory

Answer 26

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

Question 27

Hofstede’s Framework

Answer 27

Power distance
Individualism versus collectivism
Masculinity versus femininity.
Uncertainty avoidance
Long-term versus short-term orientation

Question 28

The GLOBE Framework for Assessing Cultures

Answer 28

Assertiveness
Future Orientation
Gender differentiation
Uncertainty avoidance
Power distance
Individualism vs collectivism
In-group collectivism
Performance orientation
Human orientation

Question 28

The GLOBE Framework for Assessing Cultures

Answer 28

Assertiveness
Future Orientation
Gender differentiation
Uncertainty avoidance
Power distance
Individualism vs collectivism
In-group collectivism
Performance orientation
Human orientation