ORGANIZATIONAL BEHAVIOUR MMS I (SEM I)

Topic no. 3

Perception, Attitude and Values

Ms. Sonali Murzello

Attitudes

Evaluative statements or judgments-either favorable or unfavorable- concerning objects, people or events. They reflect how one feels about something.

Three components of an attitude

Cognitive = Evaluation Cognitive The opinion or belief segment of an attitude

e.g. - My superior gave a promotion to a coworker who deserved it less than me. My superior is unfair.

Affective = Feeling Affective The emotional or feeling segment of an attitude

e.g.- I dislike my supervisor

Behavioral = Action Behavioral An intention to behave in a certain way toward someone

or something e.g.- Im looking for another job.

Does Behavior Always Follow from Attitudes?

Moderating Variables The most powerful moderators of the attitudebehavior relationship are:
Importance of the attitude Specificity Accessibility Existence of social pressures Personal and direct experience of the attitude

Attitudes predict behavior, as influenced by moderating variables.

What Are the Major Job Attitudes?

Job Satisfaction

A positive feeling about the job resulting from an evaluation of its characteristics.

Job Involvement

The Degree to which a person identifies with the job, actively participates in it, and considers performance important to self-worth.

Psychological Empowerment

Belief in the degree to which they impact their work environment, competence, job meaningfulness, and autonomy.

Another Major Job Attitude

Organizational Commitment

Identifying with a particular organization and its goals, while wishing to maintain membership in the organization.
Three dimensions:

Affective emotional attachment to organization Continuance Commitment economic value of staying Normative moral or ethical obligations

Less important now than in past now perhaps more of occupational commitment, loyalty to profession rather than to a given employer.

And Yet More Major Job Attitudes

Perceived Organizational Support (POS)

Degree to which employees believe the organization values their contribution and cares about their well-being. Higher when rewards are fair, employees are involved in decision-making, and supervisors are seen as supportive. High POS is related to higher performance.

Employee Engagement
The degree of involvement, satisfaction with, and enthusiasm for the job. Engaged employees are passionate about their work and company.

Managerial Implications

Managers should watch employee attitudes

They give warnings of potential problems They influence behavior

Managers should try to increase job satisfaction and generate positive job attitudes

Reduces costs by lowering turnover, absenteeism, and theft.

Focus on the intrinsic parts of the job: make work challenging and interesting

Pay is not enough

Values
Basic convictions on how to conduct yourself or how to live your life that is personally or socially preferable How to live life properly.

Value System

A persons values rank-ordered by intensity Tends to be relatively constant and consistent

Importance of Values

Provide understanding of the attitudes, motivation, and behaviors Influence our perception of the world around us Represent interpretations of right and wrong

Imply that some behaviors or outcomes are preferred over others

Classifying Values Rokeach Value Survey

Terminal Values

Desirable end-states of existence; the goals that a person would like to achieve during his or her lifetime
Preferable modes of behavior or means of achieving ones terminal values

Instrumental Values

People in same occupations or categories tend to hold similar values.

But values vary between groups. Value differences make it difficult for groups to negotiate and may create conflict.

Rokeach Value Survey

Example Executives Instrumental

1. 2. 3. 4.

Terminal
1.
2. 3. 4.

5.

Self-respect Family security Freedom Sense of accomplishment Happiness

5.

Honest Responsible Capable Ambitious Independent

Generational Values
Cohort (Group) Veterans Entered Workforce 1950-1964 Approximate Current Age 65+ Dominant Work Values Hard working, conservative, conforming; loyalty to the organization Success, achievement, ambition, dislike of authority; loyalty to career Work/life balance, team-oriented, dislike of rules; loyalty to relationships Confident, financial success, selfreliant but team-oriented; loyalty to both self and relationships

Boomers Xers

1965-1985 1985-2000

40-60s 20-40s

Nexters

2000-Present

Under 30

Values across Cultures

Values
Values

differ across cultures.

Hofstedes
Power

Framework for assessing culture five value dimensions:

distance Individualism vs. Collectivism Masculinity vs. Femininity Uncertainty Avoidance Long-term vs. Short-term Orientation

Hofstedes Framework: Power Distance

The extent to which a society accepts that power in institutions and organizations is distributed unequally.

Low distance Relatively equal power between those with status/wealth and those without status/wealth Society stress equality and opportunity High distance Extremely unequal power distribution between those with status/wealth and those without status/wealth Societies follow caste system

Hofstedes Framework: Individualism

Individualism
The

degree to which people prefer to act as individuals rather than as members of groups

Collectivism
A tight

social framework in which people expect others in groups of which they are a part to look after them and protect them

Hofstedes Framework: Masculinity

Masculinity
The

extent to which the society values work roles of achievement, power, and control, and where assertiveness and materialism are also valued

Femininity
The

extent to which there is little differentiation between roles for men and women

Hofstedes Framework: Uncertainty Avoidance

The extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them
High

Uncertainty Avoidance:

Society

does not like ambiguous situations and tries to avoid them.

Low

Uncertainty Avoidance:
does not mind ambiguous situations and embraces

Society

them.

Hofstedes Framework: Time Orientation

Long-term Orientation
A national

culture attribute that emphasizes the future, tradition and persistence

Short-term Orientation
A national

culture attribute that emphasizes the present and the here-and-now

Hofstedes Framework: An Assessment

There are regional differences within countries The original data is old and based on only one company Hofstede had to make many judgment calls while doing the research Some results dont match what is believed to be true about given countries Despite these problems it remains a very popular framework

Managerial Implications

Values
Often

explain attitudes, behaviors and perceptions

Higher

performance and satisfaction achieved when the individuals values match those of the organization