Attitudes

AttitudesAttitudesEvaluative statements or judgments concerning objects, people, or events.Three components of an attitude:

2009 Prentice-Hall Inc. All rights reserved.3-2The emotional or feeling segment of an attitudeThe opinion or belief segment of an attitudeAn intention to behave in a certain way toward someone or somethingAttitudesCognitive = EvaluationExample: My supervisor is quite fair

Affective = FeelingExample: I like my supervisor

Behavioural = ActionCome what may, I am going to stick with him though I get offers elsewhere.AttitudeAttitude leading to Behaviour

Behaviour leading to Attitude

Both are true both influence each otherMilitary regimentation march past is good example; rites and rituals and the like; jersy same colour why?4Work-related Attitudes: PA/NAThe dispositions of positive affectivity (PA) and negative affectivity (NA) are important antecedents to attitudes about ones job.

Those with high NA are more likely to have a negative attitude toward themselves, others, and the world around them.

Those with high PA have the opposite disposition and tend to have an overall sense of well-being, to see themselves as pleasurably and effectively engaged, and to experience positive attitudes.Major Job AttitudesJob SatisfactionA positive feeling about the job resulting from an evaluation of its characteristicsJob InvolvementDegree of psychological identification with the job where perceived performance is important to self-worthPsychological EmpowermentBelief in the degree of influence over the job, competence, job meaningfulness, and autonomy 2009 Prentice-Hall Inc. All rights reserved.3-6

Major Job AttitudesOrganizational CommitmentIdentifying with a particular organization and its goals, while wishing to maintain membership in the organization.Three dimensions:Affective emotional attachment to organizationContinuance Commitment economic value of stayingNormative - moral or ethical obligationsHas some relation to performance, especially for new employees.Less important now than in past now perhaps more of occupational commitment, loyalty to profession rather than a given employer.

2009 Prentice-Hall Inc. All rights reserved.3-7Job SatisfactionThree generally accepted dimensions to job satisfaction:It is an emotional response to a job situation; it cannot be seen; it can only be inferred.It is often determined by how well outcomes meet or exceed expectations.Job satisfaction represents several related attitudes.The most important characteristics of a job about which employees have affective responses: The work itself Pay Promotions Supervision Work group Working conditionsJob SatisfactionOutcomes of Job Satisfaction Satisfaction and performanceA positive relationship exists; however, job satisfaction should not be considered the endpoint in human performance. Satisfaction and turnoverAn inverse relationship exists. Satisfaction and absenteeismA weak negative relationship exists.

Other Effects and Ways to Enhance SatisfactionMake jobs more funHave fair pay, benefits, and promotion opportunitiesMatch people with jobs that fit their interest and skillsDesign jobs to make them exciting and satisfyingGuidelines to Enhance Organizational Commitment Commit to people-first values Clarify and communicate your mission Guarantee organizational justice Create a sense of community Support employee developmentOrganizational Citizenship BehaviourAn appropriate concluding section of our discussion on Personality, Perception and Attitudes is OCB.

It was first introduced in OB literature some 25 years ago.

In way, it is an extension of Organizational Commitment. OCBOrgan defines OCB as:

individual behaviour that is discretionary,not directly or explicitly recognized by the formal reward system,and that in the aggregate promotes the effective functioning of the organization.OCBIn other words OCB implies where a member of the organization:Demonstrates a high degree of Org. Commitment;Willingly accepts additional responsibilities;Goes beyond the call of duty as and when required;Has positive opinion/perception about the organization and also favourably disposed.

Forms of OCBAltruism (Eg.: helping out when a coworker is not feeling well.)Conscientiousness (staying late to finish a project)Civic Virtue (volunteering for a community programme to represent the firm)Sportsmanship (accepting failure and work again taking members of the team into confidence by seeking their advice)Courtesy (being understanding and empathetic even when provoked).

Managerial Implication of OCBIt makes individuals perform better;

It enhances group and organizational performance and effectiveness;

Wiser managers try to enhance JS, OC and OCB.