effect of attitude and values on work performance
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Pushkar Dikshit (186)
Shrikant Gaikwad (187)
Dharav Gandhi (188)
Hemang Gandhi (189)
Parinita Gangan (190)
EFFECT OF ATTITUDE AND VALUES
ON WORK PERFORMANCE
Presented by
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ATTITUDE
What is attitude?
t is the be!ie"s# "ee!ings and tenden$ies %" an individua! %r a gr%u& %" individua!s
t%wards %b'e$ts# ideas and &e%&!e
t re"!e$ts h%w %ne "ee!s ab%ut s%mething
eg !ike my '%b
Assumptios!
hree im&%rtant assum&ti%ns under!ine the $%n$e&t %" attitudes*
1 +ttitude is an hy&%theti$a! $%nstru$t ie we $ann%t a$tua!!y see attitude, +ttitude is an undimensi%na! $%nstru$t ie range "r%m very &%sitive t% very
negative
- +ttitude is be!ieved t% be s%mewhat re!ated t% subse.uent behavi%r
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+//2 3G42 5H+23+
+D
A""e#ti$e!
e&resent "ee!ings# sentiments# m%%ds em%ti%ns ab%ut s%me &ers%n:event :%b'e$t
COMPONENTS OF ATTITUDE
Co%iti$e!
5e!ie"s# %&ini%ns# kn%w!edge# in"%rmati%n he!d by an individua!
&eha$io'a(!
Predis&%siti%n t% get %n a "av%rab!e %r un"av%rab!e eva!uati%n %" s%mething
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FORMATION OF ATTIUDE
Attitude
Past experiences Classical
conditioning
Learning
Family & peer groupsNeighbourhood
Economic Status
Mass Communication
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EFFECT OF ATTITUDE ON PERFORMANCE
AD!S"MEN" #N$%LEDE DEFENS'(ENESS
E)P*ESS'(ENES
S
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AD)USTMENT
Attitude o+ten helps people to ad,ust to their -or. en/ironment0
%hen employees are -ell treated1 they are li.ely to de/elop a positi/e attitude
to-ards the management0
Conse2uently3
Producti/ity
Stress
4onding
5armony
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KNOWLED*E
Attitude helps trans+orm in+ormation into .no-ledge
#no-ledge brings consistency in thought process0
Consistency brings .eenness in indi/idual6s beha/ior0
#eenness brings rationality in indi/idual li+e0
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DEFENSIVENESS
*ight Attitude helps one to distinguish bet-een ego and sel+ respect0
Egoistic attitudes are di++icult to change0
Appropriate de+ensi/eness di++erentiates the right and -rong0
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E+PRESSIVENESS
5elps indi/idual express his or her central /alues and sel+ identity0
'denti+y1 internali7e and adopt -ith the group0
'nculcate a sense o+ belonging and uni+ormity0
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C,AN*IN* ATTITUDES
SELF $*AN'SA"'$NAL
4e an $ptimist
Accept 8oursel+
!nderstand 8oursel+
4uild Positi/e Sel+ 9 esteem
Adopt Learning approach
Encourage Feedbac.
Create Positi/e En/ironment
Loo. +or a *ole Model
Co3operation
Spread *ight 'n+ormation
,OWTO C,AN*E ATTITUDES
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%hat are /alues:
Stable1 long lasting belie+s about -hat is important1 right or -rong or good
or bad0
(alues are general belie+s -hile attitudes are speci+ic and directed0
(alues in+luence attitude0
VALUES
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T-PES OF VALUES
;4+ 4S;4+
Te'mia(!
Desired resu!ts we strive "%r
g< t%&ian w%r!d# harm%ny# wisd%m et$
Ist'umeta(!
Desirab!e behavi%r he!&ing t% a$hieve %b'e$tives
g< $%urage# &%!iteness# h%nesty# g%%dwi!! et$
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EFFECT OF VALUES
Lay the +oundations +or the understanding o+ indi/idual and organi7ation6s
beha/ior0
'n+luence perceptions and interpretations o+ right and -rong0
#ey to moti/ation1 sel+ de/elopment and organi7ational de/elopment00
'n+luence attitude and beha/iour0
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CONCLUSION
*esearch has pro/en that people -ith ;CAN D$; attitudes -or. harder1 perse/ere in
the +ace o+ obstacles1 and ha/e higher expectations0 "oo o+ten in business1
organi7ations rely on product .no-ledge and s.ills training to impro/e per+ormance
and increase producti/ity0 Although both impro/e competency1 neither addresses the
need to de/elop positi/e employee attitudes0 !nless people ha/e the right attitude1 no
amount o+ training -ill impro/e per+ormance0
%hen intended /alues
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3 # AS%A"5APPA
3 S"EP5EN *$44'NS
REFERENCES
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THANK YOU
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