Attitudes are evaluative statements – either favorable or unfavorable about objects, people or events.

They reflect how we feel about something.

Eg: “I like my job” – I am expressing my attitude

about work

Attitude tend to persist unless something is done to change them.

They can fall anywhere along a continuum from very favorable to very unfavorable.

They are directed toward some object about which a person has feelings and beliefs.

Informational/Cognitive

(i.e. beliefs)

Affective(i.e. emotions)

Attitude Behavior

genetics

socialization

observable

learning

Job Satisfaction Job Involvement Organizational Commitment Perceived Organizational Support Employee Engagement & Job

Engagement

Basic convictions on how to conduct yourself or how to live your life that is personally or socially preferable – “How to” live life properly.

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 he believes Tends to be relatively constant and consistent

• 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

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.

A comfortable life (a prosperous life)

An exciting life (stimulating, active life)

A sense of accomplishment (lasting contribution)

A world of beauty (beauty of nature and the arts)

Equality (brotherhood, equal opportunity for all)

Family security (taking care of loved ones)

Freedom (independence, free choice)

Happiness (contentedness)

Ambitious (hard working, aspiring)

Broad-minded (open-minded)

Capable (competent, efficient)

Cheerful (lighthearted, joyful)

Clean (neat, tidy) Courageous (standing up

for your beliefs) Forgiving (willing to

pardon others) Helpful (working for the

welfare of others) Honest (sincere, truthful)

Cohort Entered Workforce

Approximate Current

AgeDominant Work Values

Veterans 1950-1964 65+ Hard working, conservative, conforming; loyalty to the organization

Boomers 1965-1985 40-60s Success, achievement, ambition, dislike of authority; loyalty to career

Xers 1985-2000 20-40s Work/life balance, team-oriented, dislike of rules; loyalty to relationships

Nexters (Gen Y)

2000-Present

Under 30 Confident, financial success, self-reliant but team-oriented; loyalty to both self and relationships

•People’s behavior is People’s behavior is based on their based on their perception of what perception of what reality is, not on reality is, not on reality itself.reality itself.

•The world as it is The world as it is perceived is the world perceived is the world that is behaviorally that is behaviorally important.important.

•People’s behavior is People’s behavior is based on their based on their perception of what perception of what reality is, not on reality is, not on reality itself.reality itself.

•The world as it is The world as it is perceived is the world perceived is the world that is behaviorally that is behaviorally important.important.

Perceptions of the

decision maker

Perceptions of the

decision maker

Outcomes

In an interview for selection of candidate Problem of unrealistic expectations from

new hires During performance assessments Managerial practices based on Theory X

or Theory Y assumption about employees

Performance Evaluation Evaluation criteria influence the choice of actions.

Reward Systems Decision makers make action choices that are

favored by the organization. Formal Regulations

Organizational rules and policies limit the alternative choices of decision makers.

System-imposed Time Constraints Organizations require decisions by specific

deadlines. Historical Precedents

Past decisions influence current decisions.

Seeking the greatest good for the greatest number.

Respecting and protecting basic rights of individuals.

Imposing and enforcing rules fairly and impartially.