3dc31attitude session(1)

8/8/2019 3dc31Attitude Session(1)

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Amity International Business School

W HAT ARE ATTITUDES?

Attitudes reflect an individuals persistenttendency to think, feel and behave towards an

object in a particular way, involving favour ordisfavour.

It·s the way that you think and feel aboutsomeone/something

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ATTITUDE THEORIES

1) Learning Theories

2) Consistency Theories

3) Cognitive- Response theories

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LEARNING THEORIES

1) Classical Conditioning;

2) Instrumental Conditioning

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CONSISTENCY THEORIES

1) Balance Theory

2) Cognitive Dissonance

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COGNITIVE-RESPONSE THEORIES

These theories focus on the fact that therecipient does more than react to the external

information; the recipient also generatesthoughts about the information

Also emphasize the role of the person·scognitive organisation in determining howinformation is interpreted, remembered, and retrieved.

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W HY ARE ATTITUDES IMPORTANT?

Research says that Attitudes guide behaviour

An understanding of attitudes, thus, is seen asa key to understanding and predicting whatpeople will actually do.

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THE NEED TO MANAGE ATTITUDES AT W ORK

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Understanding and managingindividual behaviour:

Perception, Personality,

Motivation and Learning

Aligning employee

attitude todesirable behavior

Internal Environment:

Aligning employee behaviour to what is considereddesirable as organisations act through employees

Interpretation of

¶desirable·behaviour

External Environment:

Changing external environment,Managerial Challenges




MOST RELEVANT W ORK ATTITUDES

Job Satisfaction

Organisational Commitment

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Job Satisfaction

OrganisationalCommitment

Overall

Attitude towork

Individual

Effectivenessat Work

In-Role

Performance

Extra-Role

Performance

Lateness,

Turnover,Absenteeism




ORGANISATIONAL CITIZENSHIP BEHAVIOUR

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Job Attitudes

Task Variable

Leadership Behavior

Personality & MotivesSatisfaction with JobCommitment to organisation

Intrinsically satisfying tasksSupportive, Inspirational

leaders

OCB

Organisational

effectiveness andperformance

through better

interpersonal andgroup dynamicssuch as trust and

cohesivenessHelping coworkers

Sportsmanship, Individualinterest subordinates to that of

organisationLoyalty to organisation

Compliance & CourtesyInitiative to exceed standards of

workCivic Virtue

Self-Development




OCB

Defined as:

² ´individual behaviour that is discretionary, notdirectly or explicitly recognised by the formalreward system, and in the aggregate promotes theefficient and effective functioning of theorganisationµ

OCBs are pro-social, voluntary and discretionarybehaviours such as helping others, makingsuggestions for improvement, mentoringsubordinates etc.

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DIMENSIONS OF OCB

1) Sportsmanship

2) Organisational loyalty

3) Individual Initiative4) Civic Virtue

5) Self-Development

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W HY ENCOURAGE OCB?

OCB is directly related to OrganisationalPerformance

OCB is directly related to OrganisationalEffectiveness

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3dc31attitude session(1)

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