values & a (session 5) (1)

8/4/2019 Values & a (Session 5) (1)

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VALUES

andATTITUDES


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Understanding Values


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Elements of Values

Values have both Content ( important)and Intensity ( how important)

attributes.


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Importance of Values

Values lay the foundation for understandingattitudes and motivations of people.

Preconceived notions and interpretations of

right and wrong can cloud objectivity andrationality in an organization.

Values influence attitudes and behavior( Payfor seniority not performance)

Individual values need to be attuned toorganizational values.


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Types of ValuesRokeach Value Survey


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Values inthe

RokeachSurvey


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Values

in theRokeac

h

Survey(contd)


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Values, loyalty and ethical

behavior

Ethical Climate in

the Organization

Ethical Values and

Behaviors of Leaders


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Hofstedes Framework for

Assessing Cultures


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Hofstedes Framework (contd.)


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Attitudes


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Theory of Reasoned Action

A persons behavior is determined by theirattitude towards the outcome of that behavior

and by the opinions of the person's socialenvironment.

Ajzen and Fishbein (1980) proposed that aperson's behavior is determined by his

intention to perform the behavior and that thisintention is, in turn, a function of his attitudetoward the behavior and his subjective norm.


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The theory is represented symbolically as follows:

B ~ I = (Aact)w1 + (SN)w2

where B=Behavior,

I = Intention,

Aact = the person's attitude towards the behavior

SN = the influence of the person's Subjective Norms

w1 and w2 are weights representing the importance ofeach term.


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A Simplified Version of the

Theory of Reasoned Action

Beliefs that

the behavior

leads to

certainoutcomes

Evaluation

of the

outcomes

Beliefs that

specific

referents

think I

should or

should not

perform the

behavior

Motivation

to comply

with the

specificreferents

Subjective

norm

Attitude toward

the behavior

Intention

Behavior


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An example

Attitude: " I think drinking is bad for my health"

Subjective Norm: " I bet my girlfriend wants

me to stop drinking"Intention " I want to stop drinking"

Behavior " I'm going to AA and I haven't had adrink in 6 weeks.


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Issues in Attitude Formation

How attitudes are learned

Sources of influence on attitudeformation

Personality factors


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How do you change

attitudes?

Social influence

Persuasion

Compliance

Conformity

Norms

Reference groups


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Attitude Clusters

For example.

work

Co-

workers

Local

Officials

PoliticsThefirm

Your

city

Hobbies


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Types of Attitudes


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Attitudes and Consistency

People often change what they say sothat it doesnt contradict what they

do!! People seek consistency in their

attitudes and behavior.

This is done by changing attitudes or

behavior or by rationalization.


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The Theory of Cognitive Dissonance

Desire to reduce dissonance

Importance of elements creating dissonance Degree of individual influence over elements

Rewards involved in dissonance

Leon Festinger (1957)


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ReducingCognitive

Dissonance


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Achieving consistency- anexercise

Mrs Gupta strongly believes that nocompany should pollute the air or

water.Unfortunately, for her as theHead of a chemical factory she knowsthat dumping wastes into a nearbyriver is in the best economic interest

of her company.What can she do toreduce her dissonance ?


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Solution

Change her behavior- Stop polluting the river.

Conclude that dissonance is not thatimportantIve got to make a living ! My

companys good is more important.Change her attitude- there is nothing wrong in

polluting the river.

RationalizationThe economic benefit and

products of the company far outweigh theeffects of pollution.


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Measuring the A-B Relationship

Recent research indicates that the attitudes(A) significantly predict behaviors (B) whenmoderating variables are taken into account.

Moderating Variables

Importance of the attitude

Specificity of the attitude

Accessibility of the attitude

Social pressures on the individual

Direct experience with the attitude


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Self-Perception Theory

All frequent flierprograms of Airlinecompanies.

Behavior Attitude in linewith action


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"Individuals come to know their own

attitudes, emotions and internal states byinferring them from observations of theirown behavior and circumstances inwhich they occur. When internal cuesare weak, ambiguous, or un-interpretable, the individual is in thesame position as the outside observer".

Bem, D. J., Self Perception TheoryAdvances in Experimental Social Psychology, Vol 6,1972.


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An Application: AttitudeSurveys


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Sample Attitude Survey


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Job Satisfaction

Measuring Job Satisfaction

Single global rating

Summation score

How Satisfied Are People in Their Jobs? Job satisfaction declined to 50.7% in 2000

Decline attributed to:Pressures to increase productivity

Less control over work


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Measuring Job Satisfaction

Critical Incidents Technique: A procedurefor measuring job satisfaction in which

employees describe incidents relating totheir work that they find especially satisfyingor dissatisfying.

Interviews: Questioning people in person

about their attitudes in order to explore themmore deeply.


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Job Satisfaction & EmployeePerformance

Satisfaction and Productivity Satisfied workers arent necessarily more

productive.

Worker productivity is higher in organizations

with more satisfied workers. Satisfaction and Absenteeism

Satisfied employees have fewer avoidableabsences.

Satisfaction and Turnover

Satisfied employees are less likely to quit.

Organizations take actions to cultivate highperformers and to weed out lower performers.


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Promoting Job Satisfaction

Make jobs fun

Pay people fairly

Match people to jobs that fit theirinterests

Avoid boring,

repetitive jobs


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Responses to Job

Dissatisfaction


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How Employees Can Express Dissatisfaction

values & a (session 5) (1)

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