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Ch-7 Attitude & Values

The document discusses attitudes, beliefs, and values, defining attitudes as learned feelings that influence behavior and outlining their components and functions. It also explores major job attitudes such as job satisfaction, organizational commitment, and employee engagement, along with factors influencing these attitudes. Additionally, it highlights the importance of values in shaping perceptions and behaviors, referencing Hofstede’s framework for assessing cultural values.

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Shikhar Vijay
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0% found this document useful (0 votes)
26 views22 pages

Ch-7 Attitude & Values

The document discusses attitudes, beliefs, and values, defining attitudes as learned feelings that influence behavior and outlining their components and functions. It also explores major job attitudes such as job satisfaction, organizational commitment, and employee engagement, along with factors influencing these attitudes. Additionally, it highlights the importance of values in shaping perceptions and behaviors, referencing Hofstede’s framework for assessing cultural values.

Uploaded by

Shikhar Vijay
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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Attitude & Values

Attitudes can be defined as an affective feelings of liking


or disliking toward an object (which can be basically
anything) that has an influence on behaviour.

Beliefs; are concerned with what is known about the


world; they center on what ‘ is, in reality.

Values are concerned with what should be


what is desirable
Characteristics Attitude
1. Attitudes are learned
2. Refers to feeling and beliefs
3. Directed towards other peoples
4. Observe indirectly by observing the
consequence
5. Affect on behaviour or action
6. Gradually acquired over a period of time
COMPONENTS OF ATTITUDE

Cognitive

Attitude
Affective Behaviour
FORMATION OF ATTITUDE
Direct
Experience
Mass
communication Classical
conditioning

Economic Attitudes
Status Operant
conditioning

Family & Vicarious


peer Group Learning
FUNCTIONS OF ATTITUDE

Adjustment Ego Defensive

Attitude

Value
Knowledge Expression
THE MAJOR JOB ATTITUDES

• Job Satisfaction

– A positive feeling about the job resulting from an evaluation of its


characteristics
• Job Involvement

– Degree of psychological identification with the job where perceived


performance is important to self-worth
• Psychological Empowerment

– Belief in the degree of influence over the job, competence, job


meaningfulness, and autonomy
OTHER JOB ATTITUDE
• Organizational Commitment
– Identifying with a particular organization and its goals,
while wishing to maintain membership in the organization.
– Three dimensions:
• Affective – emotional attachment to organization
• Continuance Commitment – economic value of staying
• Normative - moral or ethical obligations
Factor Influence organizational commitment
1. Job Charters tics
2. Job Rewards
3. Availability of alternative job opportunities
4. Individual characteristics
AND YET MORE MAJOR JOB ATTITUDES…

• Perceived Organizational Support (POS)

– Degree to which employees believe the organization values their


contribution and cares about their well-being.
– Higher when rewards are fair, employees are involved in decision-
making, and supervisors are seen as supportive.
• Employee Engagement

– The degree of involvement with, satisfaction with, and enthusiasm


for the job.
– Engaged employees are passionate about their work and company.
Job Satisfaction
Organizational factors
1. Pay
2. Work itself
3. Quality of supervision
4. Working conditions
Individuals factors
5. Age
6. Gender
7. Marital status
Theories of Job Satisfaction

F. Herzberg Two Factor Theory


E.A. Locke's Value Theory
Adams equity Theory
Job satisfaction Model

Organizational Low Turnover


Factors Job
satisfaction
Outcome
expected Low
Absenteeism

Group factors

High Turnover
Outcome Job
received Dissatisfaction
Individuals
factors High
Absenteeism
Job Dissatisfactions

1. Quit
2. Voice
3. Loyalty
4. Neglect
Measuring Job Satisfaction
• Rating Scale
• Critical incident approach
• Interviews
• Action tendencies
• Likert scale
VALUES
Basic convictions that a specific mode of conduct or end-
state 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.
• Attributes of Values:
– Content Attribute – that the mode of conduct or end-state
is important
– Intensity Attribute – just how important that content is.
• Value System
– A person’s values rank ordered by intensity
– Tends to be relatively constant and consistent
IMPORTANCE OF VALUES
• Provide understanding of the attitudes,
motivation, and behaviors
• Influence our perception of the world around
us
• Represent interpretations of “right” and
“wrong”
• Imply that some behaviors or outcomes are
preferred over others
CLASSIFYING VALUES – ROKEACH
VALUE SURVEY
• Terminal Values
– Desirable end-states of existence; the goals that a
person would like to achieve during his or her lifetime
• Instrumental Values
– Preferable modes of behavior or means of achieving
one’s terminal values

• People in same occupations or categories tend to hold


similar values
– But values vary between groups
– Value differences make it difficult for groups to negotiate
and may create conflict
VALUES IN THE ROKEACH SURVEY

Organizational Behavior
17
VALUES

– Values differ across cultures.


– Hofstede’s Framework for assessing culture – five
value dimensions:
• Power Distance
• Individualism vs. Collectivism
• Masculinity vs. Femininity
• Uncertainty Avoidance
• Long-term vs. Short-term Orientation
HOFSTEDE’S FRAMEWORK: POWER
DISTANCE
• The extent to which a society accepts that power in
institutions and organizations is distributed unequally.
– Low distance
• Relatively equal power between those with
status/wealth and those without status/wealth
– High distance
• Extremely unequal power distribution between those
with status/wealth and those without status/wealth
HOFSTEDE’S FRAMEWORK:
INDIVIDUALISM
• Individualism
– The degree to which people prefer to act as
individuals rather than a member of groups
• Collectivism
– A tight social framework in which people expect
others in groups of which they are a part to look after
them and protect them
HOFSTEDE’S FRAMEWORK:
MASCULINITY
• Masculinity
– The extent to which the society values work roles of
achievement, power, and control, and where
assertiveness and materialism are also valued
• Femininity
– The extent to which there is little differentiation
between roles for men and women
HOFSTEDE’S FRAMEWORK:
UNCERTAINTY AVOIDANCE
• The extent to which a society feels threatened by uncertain and
ambiguous situations and tries to avoid them
• High Uncertainty Avoidance:
Society does not like ambiguous situations and tries to avoid
them.
• Low Uncertainty Avoidance:
Society does not mind ambiguous situations and embraces
them.

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