Atti, Values, Beliefs, Needs, Goals

8/3/2019 Atti, Values, Beliefs, Needs, Goals

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Individual Determinants


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It is said that "managers, unlike parents,must work with used, not new, human being" whom others have already used first.

So when individuals enter an organization,they are a bit like used cars.

Each is different. Some have "low mileage"

with a little exposure and others are "well worn"having been driven over some rough roads.


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Determinants of Individual Behavior (contd)

Similarly, people enter organizationswith certain values & characteristicsthat will influence their behavior at

work.

The more obvious of them are:

a) Biographical Characteristics. b) Personal Characteristics.


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Biographical Characteristics


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Ability


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Number aptitudeVerbal comprehensionPerceptual speedInductive reasoningDeductive reasoningSpatial visualization

Memory

Number aptitudeVerbal comprehensionPerceptual speedInductive reasoningDeductive reasoningSpatial visualizationMemory

Dimensions ofIntellectual

Ability


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Examples of Dimensions of Intellectual Ability

Number AptitudeAbility to do speedy & accurate arithmeticE.g. Accountant

Verbal ComprehensionAbility to understand what is read or heard & the relationship of words to each otherE.g. Plant Manager (Follow corporate policies on hiring)

Perceptual SpeedAbility to identify visual similarities & differences quickly & accuratelyE.g. Fire investigator

Inductive ReasoningAbility to identify a logical sequence in a problem & then solve the problemE.g. Market researcher

Deductive ReasoningAbility to use logic & assess the implications of an argumentE.g. Supervisor

Spatial VisualizationAbility to imagine how an object would look if its position in space were changedE.g. Interior decorator

MemoryAbility to retain & recall past experiencesE.g. Salesperson


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Physical Ability


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Ability-

JobFit

The Ability-Job Fit

EmployeesEmployeesAbilitiesAbilities

Jobs AbilityJobs AbilityRequirementsRequirements


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Attitudes


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Types of Attitudes

Job SatisfactionAn individuals general attitude towards one'sown job.


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The Theory of Cognitive Dissonance

Leon Festinger, in the late 1950s, proposed the Cognitive Dissonance

Theory

Explains the linkage between first attitudes and then behavior

Cognitive dissonance is an uncomfortable feeling caused byholding conflicting ideas simultaneously

Any form of inconsistency is uncomfortable and that individuals willattempt to reduce the dissonance

No individual can completely avoid dissonance

However, if the elements creating the dissonance are relatively

unimportant, the pressure to correct this imbalance will be low

The inherent tension in high dissonance tends to be reduced withhigh rewards.
http://en.wikipedia.org/wiki/Ideahttp://en.wikipedia.org/wiki/Idea


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The Theory of Cognitive Dissonance

Desire to reduce dissonance

Importance of elements creating dissonanceAesopfable, The Fox and the Grapes

Degree of individual influence over elements

Smokers could rationalize their behavior

Rewards involved in dissonance

DissonanceAn unpleasantphysiological state ofarousal

For example, a belief in animal rightscould be interpreted as inconsistentwith eating meat or wearing fur
http://en.wikipedia.org/wiki/Aesophttp://en.wikipedia.org/wiki/Fablehttp://en.wikipedia.org/wiki/The_Fox_and_the_Grapeshttp://en.wikipedia.org/wiki/The_Fox_and_the_Grapeshttp://en.wikipedia.org/wiki/Fablehttp://en.wikipedia.org/wiki/Aesophttp://en.wikipedia.org/wiki/The_Fox_and_the_Grapeshttp://en.wikipedia.org/wiki/Fablehttp://en.wikipedia.org/wiki/Aesop


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Self-Perception Theory


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An Application: Attitude Surveys


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Sample Attitude Survey


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Responses to JobDissatisfaction


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Beliefs

Beliefs are descriptive thought that an individual holds

about something

Beliefs are the psychological cornerstone of people

For e.g. My job pays me well is a belief because itdescribes the relationship between ones job and otheraspects of the job setting

They serve as a foundation upon which people order &

structure their lives

A persons beliefs are influenced by a wide variety offactors such as:

Self esteem

Past experience


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Beliefs may be of various types: A l : i l .

E. . i ll w

N A l : l. E. . i v l

, i l , ITv l .

A i l i :

i i i

i l l : lw i i , w , ,

w .


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Values inthe

Rokeach

Survey


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Values inthe

RokeachSurvey

(contd)


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Mean Value Rankings ofExecutives, Union

Members, and Activists


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2003 Prentice Hall Inc. All rights reserved. 26

Dominant Work Values in Todays Workforce

SN Stage Job Entry Influence Dominant Work

Values

Terminal Values

1 Veterans(ProtestantWork Ethics)

1950 early1960s

GreatDepression W-W II.

Hard work,conservative, & org.loyalty.

Comfortable life &family security.

2 Existential 1960 1970J-F-K, TheBeatles,Vietnam War.

Quality of Life, non-confirming, seekingautonomy, & self

loyalty.

Freedom, equality(Hippie ethics).

3 Boomers(Pragmatic)

1965 1985Reagan &conservativepolicy.

Success, achievement,ambition, hard work,loyalty to career.

Accomplish & socialrecognition.

4 Generation X(Xers)

1985 2000M-T-V, A-I-D-S, I-T &Global

Village.

Flexibility, Jobsatisfaction, leisuretime & loyalty to

relationships.

True friendship,pleasure &happiness.

5 Nexters 2000 topresent

(Approximately under theage of 30)

Confident, financialsuccess, self-reliant butteam-oriented; loyaltyto both self andrelationships.


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Dominant Work Values in Todays Workforce


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Hofstedes Framework for Assessing Cultures

Power Distance.

Individualism versusCollectivism.

Quantity of Life versus Quality ofLife.

Uncertainty Avoidance.

Long-term versus Short-termOrientation.


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Hofstedes Framework for Assessing Cultures

Hofstedes Framework: Power DistanceHofstedes Framework: Power Distance


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Hofstede s Framework: Power DistanceHofstede s Framework: Power Distance

Low distanceRelatively equal power between those withstatus/wealth and those without status/wealth

Accept power relations that are more consultative ordemocratic

People relate to one another more as equalsregardless of formal positions

e.g. Ireland, Austria, Australia, Denmark, New Zealand

High distanceExtremely unequal power distribution between thosewith status/wealth and those without status/wealth

The less powerful accept power relations that are

autocratic or paternalistic

Subordinates acknowledge the power of others basedon their formal, hierarchical positions

e.g. Malaysia
http://en.wikipedia.org/wiki/Irelandhttp://en.wikipedia.org/wiki/Austriahttp://en.wikipedia.org/wiki/Australiahttp://en.wikipedia.org/wiki/Denmarkhttp://en.wikipedia.org/wiki/New_Zealandhttp://en.wikipedia.org/wiki/Malaysiahttp://en.wikipedia.org/wiki/Malaysiahttp://en.wikipedia.org/wiki/New_Zealandhttp://en.wikipedia.org/wiki/Denmarkhttp://en.wikipedia.org/wiki/Australiahttp://en.wikipedia.org/wiki/Austriahttp://en.wikipedia.org/wiki/Ireland


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Hofstedes Framework (contd)


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Hofstedes Framework: Uncertainty AvoidanceHofstedes Framework: Uncertainty Avoidance

Low UncertaintyAvoidance

Society does notmind ambiguoussituations andembraces them

People preferimplicit (hidden) orflexible rules orguidelines and informalactivities

Employees tend tochange employersmore frequently.

High Uncertainty Avoidance

Society does not likeambiguous situations and triesto avoid them

Measures how much membersof a society attempt to cope

with anxiety by minimizinguncertainty

People prefer explicit (open)rules (e.g. about religion andfood)

Formally structured activities,and employees tend to remainlonger with their presentemployer


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People value actions and attitudes that affect the future

Normative statements, protecting one's own face, respect for tradition

People value actions and attitudes that are affected by the past or the present


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Hofstedes Framework: An AssessmentHofstedes Framework: An Assessment

There are regional differences within countries

Hofstede had to make many judgment calls while doingthe research

Some results dont match what is believed to be trueabout given countries

Despite these problems it remains a very popularframework

Needs and Goals


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Needs and Goals

Needs trigger a certain behavior &influences individual motivation in

organizations. Unsatisfied needs give rise to tension & an

individual engages in behavior to satisfy

needs for tension reduction. The actual process of motivation starts with

the identification of needs.

The stronger the needs we have, the more

we are motivated to fulfill these needs.

Needs are deficiencies that ener ize us or

2 f d


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2 types of needs

Primary Needs:

Are the basic physical needs that include food,water, sex, sleep, air and reasonably comfortabletemperature.

These needs are conditioned by our social practices.

Secondary Needs:

Are social and psychological needs, including self-esteem, belongingness and affection.

They are valuable in our career making process.

These are the needs that complicate our efforts in

the organization.

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Atti, Values, Beliefs, Needs, Goals