© prentice hall, 2002 18 - 1 modern management 9 th edition

© Prentice Hall, 2002 18 - 1

Modern Management9th edition

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Objectives

• An understanding of employee workplace attitudes

• Insights into how to change employee attitudes

• An appreciation of the impact of employee perceptions on employee behaviors

• Knowledge of employee perceptions of procedural justice

• An understanding that adult learners are different from younger students

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WHAT ARE ATTITUDES?

Components of attitudes:

1. Cognitive

2. Affective

3. Behavioral

How Beliefs and Values Create Attitudes

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WHAT ARE ATTITUDES?

Figure 18.1Situation: Based on personal attitudes, beliefs, and values,

a manager decides to deny a request for new software

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WHAT ARE ATTITUDES?

Attitude Surveys

Theory of Reasoned Action

Best predictors of intention:1. Attitude toward performance2. Subjective norm

Employee Attitudes

Determinations of employee attitudes:Job designSocial influenceDispositional

Attitude Theory and Reasoned Action.


WHAT ARE ATTITUDES?

Figure 18.2Theory of reasoned action

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WHAT ARE ATTITUDES?

Figure 18.3Three theories of job attitudes applied to the theory of reasoned action

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WHAT ARE ATTITUDES?

Attitude Surveys (con’t)Changing Attitudes

Best predictors of behaviors and attitudes:1. A person’s beliefs2. The social norms that influence a person’s intentions

Human Resource ApproachBelief that employers care fosters:

More positive attitudesReduced absenteeismIncreased quality and productivityGreater creative input

Why managers should not focus too sharply on attitudes:1. Attitudes are internal and cannot be accurately measured or observed

2. Beliefs, values, and norms that affect attitudes are complexand have been constructed over a lifetime

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WHAT ARE ATTITUDES?

Table 18.1 Basic Principles of the Human Resource Approach

Providing employee trainingCommunicating about human resource programs and policiesHelping new employees learn about their job and the companyProviding advancement opportunities within the companyProviding job securityHiring qualified employeesHaving enough people to get the job doneAsking my opinions about how one can improve one’s own jobAsking my opinion about making the company successfulAsking for employee suggestionsActing on employee suggestions

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WHAT ARE ATTITUDES?

Attitude Surveys (con’t)Changing Attitudes (con’t)

Human Resource Approach (con’t)

Major causes of behavior problems:1. Lack of Skills

Remedies:a)Train employee to remove skill deficiencyb)Transfer employee to job that better uses current skillsc) Terminate employee

2. Lack of Positive AttitudeRemedy: Determine what employee needs and offer it as a reward

3. Rule BreakingRemedy: Apply positive discipline

4. Personal Problems

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PERCEPTION

Perception and the Perceptual Process

Bombarded by countless stimuli

Respond, select and process only a small portion of stimuli

Not aware of everything that occurs around us

Filter stimuli through past experiences, attitudes, and beliefs

Ignore and distort inconsistencies

Become “closed-minded”.


PERCEPTION

Figure 18.4Process of perception

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PERCEPTION

Attribution Theory:Interpreting the Behavior of Others

Managers can avoid inappropriate attributions by:1. Making a greater effort to see situations as they are perceived by others2. Guarding against perceptual distortions3. Paying more attention to individual differences among subordinates

Causes:InternalExternal

Focus for making attributions:1. Consensus2. Consistency3. Distinctiveness

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PERCEPTION

Attribution Theory:Interpreting the Behavior of Others

(con’t)

Attribute behavior to external causes:1. If other employees behave the same way

2. If the employee has behaved the same way in similar situations in the past

3. If this behavior is highly unusual or distinctive

Attribute behavior to internal causes:1. If other employees do not behave in the same manner

2. If employee usually behaves in the same manner

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PERCEPTION

Perceptual Distortions

Stereotypes

Halo Effect

Projection

Self-Serving Biasand

Attribution Error

Selective Perception

Recency.


PERCEPTION

Perceptions of Procedural Justice

Procedures and Outcomes

Dispute Resolution

Employee Responses

Measuring Employee Attitudes.


LEARNING

Operant Learning

Cognitive Learning

Goal-Setting StrategiesAdvantages:

1. Directed Behavior2. Challenges3. Resource Allocation4. Structure

Goal Setting and Problem Solving

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LEARNING

Learning Strategies

Reinforcement Strategy

1. Positive Reinforcement

2. Avoidance Strategy

3. Escape Strategy

4. Punishment Strategy

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Chapter Eighteen

Questions

© prentice hall, 2002 18 - 1 modern management 9 th edition

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