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UNIT II
INDIVIDUAL
BEHAVIOUR
PART I
LEARNING,
ATTITUDESAND JOB
SATISFACTION
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ATTITUDE
An attitude is a fairly stable evaluative
tendency to respond consistently to some
specific object, situation, person, or
category of people.Attitudes are tendencies to respond to the
target of the attitude.
Thus, attitudes often influence ourbehaviour toward some object, situation,
person, or group.
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Belief + Value = Attitude Behaviour
Most attempts at attitude change are initiated by a communicator
who tries to use persuasion of some form to modify the beliefs
or values of an audience that supports a currently held attitude.
Persuasion that is designed to modify or emphasize certain
values is emotionally oriented, whereas persuasion designed to
modify or emphasize certain beliefs is rationally oriented.
Example:
o I like Subhash Ghais
movies.o Lady Gaga is a very nice
performer.
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Attitudes are complex
Attitudes represents an individual's degree of likeor dislike for an item
Attitudes are generally positive or negative views
of a person, place, thing, or event
Attitudes arejudgmentsAttitudes tend to persist unless something is done
to change them
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SEA LEVEL
BEHAVIOR
VALUES STANDARDS JUDGMENTS
ATTITUDEMOTIVES ETHICS - BELIEFS
KNOWN
TO OTHERS
UNKNOWN
TO OTHERS
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Attitude
Behavioral
Cognitive
Affective
The emotional
or feeling
segment of an
attitude
The opinion or
belief segment of
an attitudeAn intention to
behave in a certainway toward
someone or
something
COMPONENTS OF ATTITUDES
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COMPONENTS OF ATTITUDES
Cognitive ComponentThe description of, beliefs inthe way things are.
It consists of belief, ideas, values and other
information that an individual may possess or has
faith in
for eg. My pay is low;
We should work hard
Affective ComponentThe emotional or feeling segment
of an attitude
Related to persons feelings about another person,which may be positive, negative or neutral.
for eg. I am angry over how little I am paid
I do not like Ravi because he is not
hard working
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COMPONENTS OF ATTITUDES
Behavioral ComponentAn intention to behave in acertain way towards someone or something.
Related to impact of various situations or objects that
lead to individuals behaviour based on cognitive and
affective components
for eg. I am going to look for another job that
pays better ;
I would like to disassociate myself
with Ravi and therefore I would avoidhim.
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RELATIONSHIP BETWEEN THE THREE
COMPONENTS OF ATTITUDES
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COGNITIVE DISSONANCE
Cognitive Dissonance Theory, developed by LeonFestinger (1957), is concerned with the relationships
among cognitions
A cognition, for the purpose of this theory, may be thought
of as a piece of knowledge. The knowledge may be about
an attitude, an emotion, a behavior, a value and so on. For example, the knowledge that you like the color red is a
cognition
Peoples attitudes or beliefs can be consonant (in line),
dissonant (at odds), or not related to each other Two cognitions are said to be dissonant if one cognition
follows from the opposite of another
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COGNITIVE DISSONANCE Cognitive Dissonance: Any incompatibility an
individual might perceive between two or moreattitudes or between behavior and attitudes
If dissonant, we experience psychological discomfort
Individuals seek to reduce this uncomfortable gap, ordissonance, to reach stability and consistency
Consistency is achieved by changing the attitudes,modifying the behaviors, or through rationalization of thediscrepancies
Desire to reduce dissonance depends on: Importance of elements creating that dissonance
Degree of individual influence over the elements causingdissonance
Rewards involved in dissonance
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Measuring the A-B Relationship
Recent research indicates that the attitudes (A)significantly predict behaviors (B) when
moderating variables are taken into account.
Moderating Variables
BehaviorPredictAttitudes
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MODERATING VARIABLES The most powerful moderators of the attitude-behavior
relationship are: Importance of the attitude: The important attitudes are the
ones that reflect fundamental values, self-interest oridentification with groups or individuals that a person values
Important attitudes tend to show a positive relationshipwith behaviour
Correspondence to behavior: The more closely theattitude and the behavior are matched, the stronger therelationship Accessibility: Attitudes that we remember easily are more
likely to predict our behavior
Existence ofsocial pressures: Discrepancies betweenattitudes and behavior are more likely to occur when socialpressures to behave in a certain way hold exceptional power
Personal and direct experience of the attitude
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CHANGING ATTITUDES
Barriers to changing attitudes: Prior commitment
Insufficient information
Methods to overcome barriers and change attitudes:
Providing new information Use of fear
Resolving Discrepancies
Influence of friends and peers
Using the co-opting approach By using Role-model
By improving working conditions
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Methods to overcome barriers and change
attitudes:
1.OFFERING NEW INFORMATION
When new information his provided to a person it may helphim/her to change his/her beliefs and eventually change attitude.Very often lack of insufficient information may be the cause ofnegative attitude.
2.BY USING FEAR
By using right measure of fear, fear can also force a person tochange his attitude.
Ex. If late coming three times is considered a day leave, then the
worker may change his attitude and avoid late comings in thefuture.
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Methods to overcome barriers and change
attitudes:
3. BY RESOLVING DISCREPANCIES
Attitudes can be changed by resolving discrepancies
between attitudes and behaviour.
Ex. A fresh graduate may select one job of 3 to 4 jobs
offered to him. But sometime later he may feel to havemade a wrong choice and thus develops negative
attitude towards his selected job and if he feels that it
was only a temporary feeling then he may have
negative attitude towards other jobs offered to him.
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Methods to overcome barriers and change
attitudes:
5.BY USING CO-OPTING APPROACHCo-opting means to try to change the attitude of anindividual by making persons who complain to become
personally involved in changing the situation o0rimproving things.
Ex. A person complains about problems in Accountsdepartment. So his boss assigns that person somespecific jobs in the Accounts department so that the
person can see for himself /herself how hard the
department works.
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Methods to overcome barriers and change
attitudes:
5.BY USING CO-OPTING APPROACHCo-opting means to try to change the attitude of anindividual by making persons who complain to become
personally involved in changing the situation o0rimproving things.
Ex. A person complains about problems in Accountsdepartment. So his boss assigns that person somespecific jobs in the Accounts department so that the
person can see for himself /herself how hard the
department works.
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MAJOR JOB ATTITUDES
Job Satisfaction: A positive feeling about thejob resulting from an evaluation of its
characteristics
Job Involvement: Degree of psychological
identification with the job where perceivedperformance is important to self-worth
Psychological Empowerment: Belief in the
degree of influence over the job, competence,job meaningfulness and autonomy
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Self-Perception Theory
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MAJOR JOB ATTITUDES
Job Satisfaction: A positive feeling about thejob resulting from an evaluation of its
characteristics
Job Involvement: Degree of psychological
identification with the job where perceivedperformance is important to self-worth
Psychological Empowerment: Belief in the
degree of influence over the job, competence,job meaningfulness and autonomy
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MAJOR JOB ATTITUDES
Organizational Commitment: Identifying witha particular organization and its goals, whilewishing to maintain membership in theorganization.
Three dimensions:
Affective CommitmentAn emotionalattachment to organization and a belief in itsvalues
Continuance CommitmentThe perceived
economic value of staying with the organisation ascompared to leaving it
NormativeCommitmentThe moral or ethicalobligations to stay in the organisation
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MAJOR JOB ATTITUDES
Organizational CommitmentPositive relationship with job productivity and
performance but of a modest degree
Relationship between commitment and
performance strongest for newer employees andconsiderably weaker for experienced employees
Negative relationship with absenteeism and
turnover
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OTHER JOB ATTITUDESPerceived Organizational Support (POS)
Degree to which employees believe theorganization values their contribution and caresabout their well-being.
Higher when rewards are fair, employees areinvolved in decision-making, and supervisors areseen as supportive.
High POS is related to higher OCBs andperformance.
Employee Engagement
The degree of involvement with, satisfaction with,and enthusiasm for the job.
Engaged employees are passionate about theirwork and company.
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JOB SATISFACTION
Job satisfaction is defined as "the extent to
which people like (satisfaction) or dislike
(dissatisfaction) their jobs"
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WHAT CAUSES JOB SATISFACTION ?
The Work Itselfthe strongest correlation with overallsatisfaction
Social Componentthere is a strong correlation with
how people view the social context of their work
Paynot correlated after individual reaches a level ofcomfortable living
Advancement
Supervision
Coworkers Enjoying the work itself is almost always the facet
most strongly correlated with high levels of job
satisfaction
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OUTCOMES OF JOB SATISFACTIONJob Performance
Satisfied workers are more productive AND moreproductive workers are more satisfied!
The causality may run both ways.
Organizational Citizenship Behaviors
Satisfaction influences OCB through perceptions offairness.
Customer Satisfaction
Satisfied frontline employees increase customersatisfaction and loyalty.
AbsenteeismSatisfied employees are moderately less likely to miss
work.
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OUTCOMES OF JOB SATISFACTION
TurnoverSatisfied employees are less likely to quit.
Many moderating variables in this relationship.
Economic environment and tenure
Organizational actions taken to retain high performersand to weed out lower performers
Workplace Deviance
Dissatisfied workers are more likely to unionize,abuse substances, steal, be tardy and withdraw.
Despite the overwhelming evidence of the impact ofjob satisfaction on the bottom line, most managers areeither unconcerned about or overestimate workersatisfaction.
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MEASURING JOB SATISFACTION
Single Global Rating MethodOnly a few general questions
Remarkably accurate
Summation Score Method
Identifies key elements in the job and asks forspecific feeling about them
How Satisfied Are People in Their J obs?
Job satisfaction declined to 50.7% in 2000
Decline attributed to:
Pressures to increase productivity
Less control over work
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CONSEQUENCES OF JOB DISSATISFACTION
Exit Voice
Neglect LoyaltyPas
sivetoActive
Destructive to Constructive
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CONSEQUENCES OF JOB DISSATISFACTION
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JOB SATISFACTION AND OCB
Satisfaction and Organizational CitizenshipBehavior (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.
OCBDiscretionary behaviors that contribute to
organizational effectiveness but are not part of
employees formal job description
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LESSONS FOR MANAGERS
Employee attitudes give warnings of potential problemsand influence behavior
Satisfied and committed employees exhibit behaviors
that increase organizational outcomes
Managers must measure job attitudes in order toimprove them
Most important elements a manager can focus on are
the intrinsic parts of the job: making the work
challenging and interesting
High pay is not enough to create satisfaction
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CASE STUDY
Hemlatha as an entrepreneur, wants to find out
how she can make her employees work harder.Right after completing her graduation she had
taken this job. Her father passed away suddenly
due to an attack and she was left with limited
resources to take her fathers business. Shechanged the philosophy of the organisation. She
wanted her employees to work on their own to
come out with innovative ideas in solving their
problems. On the other hand, the employees
developed an attitude towards Hemlatha beingvery rude in her approach towards them.
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CASE STUDY..contd
There was lot of commotion. Her instruction to the
supervisors to increase the production went in vain.Though the employees were paid well, their
absenteeism increased. Finally Hemlatha called on her
employees in desperation. She announced that those
employees who are failing to give the expected
productivity might have to undergo a cut in their salary.
1. If you were the entrepreneur, what
would you do in this situation ?
2. Suggest a possible solution in this case.
3. Explain the different attitudes youfind in the case.
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