ORGANIZATIONAL BEHAVIOR

Attitude and Value

Meaning Of A tiitude
Attitudes are evaluative statements indicating one’s feeling
either favourably or unfavourably towards
persons,objects,events or situations
Attitude is very complex cognitive process just like
personality of an individual.
➢ POSITIVE ATTITUDE :- Positive mental attitude is a
psychological term which describes a mental phenomenon
in which the central idea is that one can increase
achievement through optimistic thought processes.
➢ NEGATIVE ATTITUDE :-A negative attitude is
characterized by a great disdain for everything. Someone
who constantly points out the negative in everything.
 A
tiitituude
Attitude is defined as “a learned
predisposition to respond in a
consistently favorable or unfavorable
manner with respect to a given
object.” That is, attitudes affect
behavior at a different level than do
values…
Feeaatuures of A
➢i Attitude can be characterized in Different ways:
t itude
Changes with time & situation Related to
feelings & beliefs of people
Effects one’s behaviour positively or negatively
Affect perception
Learned through experiences May
be unconsciously held
Nature of A tiitude

ASPECTS OF VALENCE-the degree of favorableness or

unfavorableness toward the event
ASPECTS OF MULTIPLEXITY-number of element
constituting the attitude
RELATION TO NEED ASPECT-vary in relation to needs
they serve
CENTRALITY ASPECT-importance of attitude object to
someone
A tiitituude
Components

Affective Behavior

Cognitive
A tiitituude
Components
Cognitive component
The opinion or belief segment of an attitude based on the
knowledge or information.

Affective Component
The emotional or feeling segment of an attitude.

Behavioral Component
An intention to behave in a certain way toward someone or
something.
ABC Moodeell of A
tiitude
ABC, the three letters stands for affect, behaviour &
cognition.

Emphasizes the inter relationship among knowing, feeling

& doing.

Relative importance of component depends upon level of

motivation.
TheTThheeoorry of Cognitiive
Diissssoonnaanncce

Desire
Desireto
toreduce
reducedissonance
dissonance
• Importance of elements creating dissonance
• Importance of elements creating dissonance
• Degree of individual influence over elements
Degree ofinvolved
• •Rewards individual influence over elements
in dissonance

• Rewards involved in dissonance

 DDeeffiinn
➢ Cognitive dissonanceiittiirefers
oonn to a situation
involving conflicting attitudes, beliefs or
behaviors.
➢ This produces a feeling of discomfort leading to
an alteration in one of the attitudes, beliefs or
behaviors to reduce the discomfort and restore
balance etc.
➢ For example, when people smoke (behavior) and
they know that smoking causes cancer
(cognition).
 FFeessttiinnggeerr'
➢ cognitive dissonance theory suggests that we have an
'ssall
inner drive to hold ((1 19attitudes
our 95577))and beliefs in harmony
and avoid disharmony (or dissonance).
➢ Attitudes may change because of factors within the
person.
➢ An important factor here is the principle of cognitive
consistency, the focus of Festinger's (1957) theory of
cognitive dissonance.
➢ This theory starts from the idea that we seek consistency in
our beliefs and attitudes in any situation where two
cognitions are inconsistent.
➢ A cognition can be considered a belief.
➢ If you like to smoke then this can be considered a
cognition.
➢ For example if you like to smoke but you know
that smoking is harmful then that would result in
Cognitive dissonance.
➢ The Cognitive dissonance theory states that
when two cognitions become dissonant
Cognitive dissonance happens.
➢ Example 1: Knowing that smoking is harmful (First cognition)
while liking to smoke (second cognition). The Cognitive
dissonance theory's conditions were met because those cognitions
are dissonant

➢ Example 2: Believing that lying is bad (First cognition) and

being forced to lie (second cognition)
FFuunnccttiioonnss
OOff AAttttiittuuddee Ego
Defensive
Adjustment

Attitude

Knowledge Value
expression
FFuunnccttiioonnss
➢
OOThe
ff AAdjustment
t t i t u dFunction
e : Attitudes often help
Attit u d e
people to adjust to their work environment.
➢ Ego-Defensive Function : Attitudes help people to
retain their dignity and self- image.
➢ The Value-Expressive Function : Attitudes provide
individuals with a basis for expressing their values.
➢ The Knowledge Function : Attitudes provide standards
and frames of reference that allow people to understand
and perceive the world around him.
FFoorrmmaattiioonn
OOff AAttttiittuuddee Experience with
Mass Classical
Object
Communication Conditioning

Economic Attitude Operant

Status Conditioning

Vicarious
Neighbourhood Family and
Learning
Peer Groups
FFoorrmmaattiioonn
OOff AAttttiittuuddee
➢ Experience with Object : Attitude can develop from a
personally rewarding or punishing experience with a
object.
➢ Classical Conditioning :It involves involuntary responses
and is acquired through the pairing of two stimuli.
➢ Operant Conditioning : It is based on the “Law of Effect”
and involves voluntary responses ,Behaviors.
➢ Vicarious Learning : Formation of attitude by observing
behaviour of others and consequences of that behaviour.
CCoonnttiinnuu
eedd……..
➢ Family and Peer Groups : A person may learn
attitudes through imitation of parents.
– Neighbourhood : Involves being told what attitudes to
have by parents, schools, community organizations,
religious doctrine, friends, etc.
– Economic Status : Our Economical and occupational
positions also contribute to attitude formation.
➢ Mass Communication : Television, Radio, Newspaper and
magazine feed their audiences large quantities of
information.
Work -Related A tiitudes
Job Satiisfactiion
➢ Measuring Job Satisfaction
– Rating scale
– Interviews
– Surveys
➢ How Satisfied Are People in Their Jobs?
– Job satisfaction declined to 50.7% in 2010
– Decline attributed to:
• Pressures to increase productivity
• Less control over work
The E feecctt of Job Satiisfactiion on
Emplooyyee Performaannccee
➢ Satisfaction and Productivity
– Satisfied workers aren’t 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.
– Organizations take actions to cultivate high performers and
to weed out lower performers.
Responses to Job Diissssaattiisfactiion

EXHIBIT 3-6
How Emplooyyeeeess Can Express
Diissatiissffactiion
Job Satiisfactiion 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.
MethodsTToo Briinngg A tiitude
ChProviding
➢ haannggeInformation
e
➢ Use of Fear

➢ Resolving Discrepancies

➢ Influence of Friends and Peers

➢ Communication

➢ Society
Barriieerrs To A tiituudde
Change
➢ Prior and strong commitment

➢ Low credibility

➢ Insufficient information

➢ Degree of fear
Ways To Ovveerrcome The Barriiers
➢ Providing new information

➢ Use of fear

➢ Resolving discrepancies

➢ Influence of friends and peers

➢ The co-opting approach

WWHHAATTIISSVVAA
L UUEES
➢LValues S?abstract
are ? ?? ideals that act as anchors for our
ethical beliefs and conduct
➢ Values carry an individual’s concept of right and
wrong.
➢ Principles that guide our lives. They are designed to lead
us to our ideal world.
➢ Values define what is of worth, what is beneficial and
what is harmful.
➢ Values are standards to guide our action, judgement and
attitudes.
➢ Values are relatively stable and deep stated
 Common ppeerssoonnaall
➢Adventurevaluueess ➢Progress
➢Commitment ➢Responsibility
➢Discipline ➢Service
➢Equality ➢Speed
➢Fun ➢Success
➢Gratitude ➢Tolerance
➢Hard work ➢Truth
➢Integrity ➢Trust
➢Openness
➢Perfection
 VALUES
VALUES VS
VS FACTS
FACTS
VALUES FACTS
Values are things we feel “should”, Facts simply state what actually are.
“ought”, or “are supposed to” It is easy to confuse values with
influence our lives. facts.

VALUE: The best time to FACT: The most economical time to

buy clothing is when the buy clothing is when the seasons
price is discounted. change and the price is reduced.

A value is a statement of one’s FACT: A fact is established by

personal beliefs observation and measurement.
➢“IF YOU STAND FOR
NOTHING, YOU FALL FOR
ANYTHING”

➢“IT’S NOT DOING THINGS

RIGHT, BUT DOING THE
RIGHT THINGS”