attitude & perception

7/31/2019 Attitude & Perception

1/27

ATTITUDE&

PERCEPTIONModule 2


2/27

IT'SYOURATTITUDE, NOTYOUR

APTITUDETHATDETERMINESYOURALTITUDE.


3/27

"No matter where you move, you take

your own attitude with you and that'swhat makes it terrible or wonderful.


4/27

ATTITUDE

The term attitude is in general terms thepositive or negative orientation of aperson.

Evaluative statements or judgmentsconcerning objects, people or events.


5/27

COMPONENTSOF ATTITUDES

1) Cognition (beliefs and values) (My supervisor isunfair)

2) Affect (Feelings and emotions) (I dislike mysupervisor)

3) Behaviour (intended behaviour) (Im looking forother job)


6/27

TYPESOFWORK-RELATEDATTITUDES

Job satisfaction

Job involvement

Organizational commitment


7/27

JOBSATISFACTION

Collection of feelings that an individual holdstoward his or her job

Job satisfaction includes various aspects-the natureof the job itself, the compensation a person getsby working on the job, growth opportunities,opportunities for career advancement, the

organizational climate, the behaviour of thesupervisor and co-workers, and so on.


8/27

SUMMARYOF HERZBERGS MOTIVATORHYGIENE(TWO-FACTORTHEORY) FINDINGS


9/27

JOBINVOLVEMENT

The degree to which a person identifies with hisor her job, actively participates in it, andconsiders his or her performance important

to self worth.


10/27

ORGANIZATIONALCOMMITMENT

Organizational commitment indicates a personsfeelings with regard to continuing his or her

association with the organization, acceptance ofthe values and goals of the organization, andwillingness to help the organization achieve suchgoals and values.


11/27

COGNITIVE DISSONANCETHEORY

Developed by Leon Festinger is concerned withthe incompatibility a person experiencesbetween his/her attitude and behaviour or

perceived differences between two or moreattitudes.

Eg: An employee is likely to experiencecognitive dissonance when asked to praiseboss whom he/she dislikes most.


12/27

COGNITIVE DISSONANCETHEORY

Any form of inconsistency is uncomfortable andthat individuals will attempt to reduce thedissonance, and hence the discomfort.

Therefore, individuals will seek a stable state wherethere is minimum of dissonance. Whendissonance is minimized, the consistency inbehaviour will increase.


13/27

COGNITIVE DISSONANCETHEORY-MANAGERIALIMPLICATIONS

The theory of cognitive dissonance has an importantrole in recruitment, reward management andbuilding a performance-oriented culture.

Persons recruited with a set of beliefs/attitudes thatsuit the demands of job will experience nodissonance, resulting in enhanced commitmentand productivity.


14/27

"Believe in yourself and there will come aday when others will have no choice but to

believe with you." -Oscar Wilde


15/27

PERCEPTION


16/27


17/27


18/27

PERCEPTION

Perception can be defined as a process bywhich individuals organize and interpret

their sensory impressions in order to givemeaning to their environments.


19/27

FREQUENTLYUSEDSHORTCUTSINJUDGINGOTHERS

Selective perception: People selectivelyinterpret what they see on the basis of theirinterests, background, experience and

attitudes.

Halo effect: Drawing a general impressionabout an individual on the basis of a singlecharacteristic.


20/27

FREQUENTLYUSEDSHORTCUTSINJUDGINGOTHERS

Contrast effects: Evaluation of a personscharacteristics that are affected by comparisons

with other people recently encountered who rankhigher or lower on the same characteristics.

Projection: Attributing ones own characteristicsto other people. If you are honest and trustworthy,

you believe that others are also honest andtrustworthy.

Stereotyping: Judging someone on the basis ofones perception of the group to which that personbelongs.


21/27

ATTRIBUTIONTHEORY

Fritz Heider-The psychology of interpersonalrelations1958

This is a theory about how people generate

causes to any outcome. Eg: An employee whofails to achieve promotion in his/her org willsearch for causes of failure to understand whyit happened. The individual may attribute the

same to organizational politics, irrationalityin procedures, bias on the part of evaluationcommittee etc. This is called externalattribution.


22/27

ATTRIBUTIONTHEORY

The same is called internal attribution, if theindividual thinks that failure is due to his/hermistakes such as insufficient preparation, under

performance, lack of skill etc. When people makean internal attribution for their actions, it appearsthat they also change their attitudes and beliefsabout themselves. Therefore, the key to change is

internal attribution.


23/27

ATTRIBUTIONTHEORY

In contrast, external attribution can undermine anexisting habit. Further, under achievers tend toattribute to external and achievers to internal.

People generally focus on the following factorswhen making attributions:

Distinctiveness information: It is called lowdistinctiveness if an individual behaves in the

same manner in all situations and highdistinctiveness if this individual does not.


24/27

ATTRIBUTIONTHEORY

Consensus information: These are of 2 types-lowconsensus means, others do not behave in thesame manner in this situation and high

consensus, if others behave in the same manner inthis situation.

Consistency information: An individual repeatedlyacts in the same way in similar situations.


25/27

ATTRIBUTIONTHEORY

Combination of (a) Low distinctiveness, (b) Lowconsensus and (c) High consistency causes theinternal attribution whereas, (a) Highdistinctiveness, (b) High consensus and (c) Highconsistency causes the external attribution.

Managerial implication

The attribution model has profound influence over

motivational and learning behaviour of employeesin organizations.


26/27

ATTRIBUTIONTHEORY

Hence, proper understanding of attributionpatterns in organizations is of paramountimportance for design of reward, promotion and

training efforts. Though external attributionbehaviour may not always be undesirable, it coulddiscourage the efforts of behavioural changes.Internal attribution behaviour is crucial for

organizations, which are HR driven


27/27

attitude & perception

Documents