Unit II _ Individual Behaviour-part i

7/29/2019 Unit II _ Individual Behaviour-part i

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UNIT II

INDIVIDUAL

BEHAVIOUR

PART I

LEARNING,

ATTITUDESAND JOB

SATISFACTION


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ATTITUDE

An attitude is a fairly stable evaluative

tendency to respond consistently to some

specific object, situation, person, or

category of people.Attitudes are tendencies to respond to the

target of the attitude.

Thus, attitudes often influence ourbehaviour toward some object, situation,

person, or group.


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Belief + Value = Attitude Behaviour

Most attempts at attitude change are initiated by a communicator

who tries to use persuasion of some form to modify the beliefs

or values of an audience that supports a currently held attitude.

Persuasion that is designed to modify or emphasize certain

values is emotionally oriented, whereas persuasion designed to

modify or emphasize certain beliefs is rationally oriented.

Example:

o I like Subhash Ghais

movies.o Lady Gaga is a very nice

performer.


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Attitudes are complex

Attitudes represents an individual's degree of likeor dislike for an item

Attitudes are generally positive or negative views

of a person, place, thing, or event

Attitudes arejudgmentsAttitudes tend to persist unless something is done

to change them


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SEA LEVEL

BEHAVIOR

VALUES STANDARDS JUDGMENTS

ATTITUDEMOTIVES ETHICS - BELIEFS

KNOWN

TO OTHERS

UNKNOWN

TO OTHERS


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Attitude

Behavioral

Cognitive

Affective

The emotional

or feeling

segment of an

attitude

The opinion or

belief segment of

an attitudeAn intention to

behave in a certainway toward

someone or

something

COMPONENTS OF ATTITUDES


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Cognitive ComponentThe description of, beliefs inthe way things are.

It consists of belief, ideas, values and other

information that an individual may possess or has

faith in

for eg. My pay is low;

We should work hard

Affective ComponentThe emotional or feeling segment

of an attitude

Related to persons feelings about another person,which may be positive, negative or neutral.

for eg. I am angry over how little I am paid

I do not like Ravi because he is not

hard working


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Behavioral ComponentAn intention to behave in acertain way towards someone or something.

Related to impact of various situations or objects that

lead to individuals behaviour based on cognitive and

affective components

for eg. I am going to look for another job that

pays better ;

I would like to disassociate myself

with Ravi and therefore I would avoidhim.


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RELATIONSHIP BETWEEN THE THREE



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COGNITIVE DISSONANCE

Cognitive Dissonance Theory, developed by LeonFestinger (1957), is concerned with the relationships

among cognitions

A cognition, for the purpose of this theory, may be thought

of as a piece of knowledge. The knowledge may be about

an attitude, an emotion, a behavior, a value and so on. For example, the knowledge that you like the color red is a

cognition

Peoples attitudes or beliefs can be consonant (in line),

dissonant (at odds), or not related to each other Two cognitions are said to be dissonant if one cognition

follows from the opposite of another


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COGNITIVE DISSONANCE Cognitive Dissonance: Any incompatibility an

individual might perceive between two or moreattitudes or between behavior and attitudes

If dissonant, we experience psychological discomfort

Individuals seek to reduce this uncomfortable gap, ordissonance, to reach stability and consistency

Consistency is achieved by changing the attitudes,modifying the behaviors, or through rationalization of thediscrepancies

Desire to reduce dissonance depends on: Importance of elements creating that dissonance

Degree of individual influence over the elements causingdissonance

Rewards involved in dissonance


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Measuring the A-B Relationship

Recent research indicates that the attitudes (A)significantly predict behaviors (B) when

moderating variables are taken into account.

Moderating Variables

BehaviorPredictAttitudes


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MODERATING VARIABLES The most powerful moderators of the attitude-behavior

relationship are: Importance of the attitude: The important attitudes are the

ones that reflect fundamental values, self-interest oridentification with groups or individuals that a person values

Important attitudes tend to show a positive relationshipwith behaviour

Correspondence to behavior: The more closely theattitude and the behavior are matched, the stronger therelationship Accessibility: Attitudes that we remember easily are more

likely to predict our behavior

Existence ofsocial pressures: Discrepancies betweenattitudes and behavior are more likely to occur when socialpressures to behave in a certain way hold exceptional power

Personal and direct experience of the attitude


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CHANGING ATTITUDES

Barriers to changing attitudes: Prior commitment

Insufficient information

Methods to overcome barriers and change attitudes:

Providing new information Use of fear

Resolving Discrepancies

Influence of friends and peers

Using the co-opting approach By using Role-model

By improving working conditions


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Methods to overcome barriers and change

attitudes:

1.OFFERING NEW INFORMATION

When new information his provided to a person it may helphim/her to change his/her beliefs and eventually change attitude.Very often lack of insufficient information may be the cause ofnegative attitude.

2.BY USING FEAR

By using right measure of fear, fear can also force a person tochange his attitude.

Ex. If late coming three times is considered a day leave, then the

worker may change his attitude and avoid late comings in thefuture.


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attitudes:

3. BY RESOLVING DISCREPANCIES

Attitudes can be changed by resolving discrepancies

between attitudes and behaviour.

Ex. A fresh graduate may select one job of 3 to 4 jobs

offered to him. But sometime later he may feel to havemade a wrong choice and thus develops negative

attitude towards his selected job and if he feels that it

was only a temporary feeling then he may have

negative attitude towards other jobs offered to him.


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attitudes:

5.BY USING CO-OPTING APPROACHCo-opting means to try to change the attitude of anindividual by making persons who complain to become

personally involved in changing the situation o0rimproving things.

Ex. A person complains about problems in Accountsdepartment. So his boss assigns that person somespecific jobs in the Accounts department so that the

person can see for himself /herself how hard the

department works.


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attitudes:

5.BY USING CO-OPTING APPROACHCo-opting means to try to change the attitude of anindividual by making persons who complain to become

personally involved in changing the situation o0rimproving things.

Ex. A person complains about problems in Accountsdepartment. So his boss assigns that person somespecific jobs in the Accounts department so that the

person can see for himself /herself how hard the

department works.


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MAJOR JOB ATTITUDES

Job Satisfaction: A positive feeling about thejob resulting from an evaluation of its

characteristics

Job Involvement: Degree of psychological

identification with the job where perceivedperformance is important to self-worth

Psychological Empowerment: Belief in the

degree of influence over the job, competence,job meaningfulness and autonomy


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Self-Perception Theory


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MAJOR JOB ATTITUDES

Job Satisfaction: A positive feeling about thejob resulting from an evaluation of its

characteristics

Job Involvement: Degree of psychological

identification with the job where perceivedperformance is important to self-worth

Psychological Empowerment: Belief in the

degree of influence over the job, competence,job meaningfulness and autonomy


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MAJOR JOB ATTITUDES

Organizational Commitment: Identifying witha particular organization and its goals, whilewishing to maintain membership in theorganization.

Three dimensions:

Affective CommitmentAn emotionalattachment to organization and a belief in itsvalues

Continuance CommitmentThe perceived

economic value of staying with the organisation ascompared to leaving it

NormativeCommitmentThe moral or ethicalobligations to stay in the organisation


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MAJOR JOB ATTITUDES

Organizational CommitmentPositive relationship with job productivity and

performance but of a modest degree

Relationship between commitment and

performance strongest for newer employees andconsiderably weaker for experienced employees

Negative relationship with absenteeism and

turnover


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OTHER JOB ATTITUDESPerceived Organizational Support (POS)

Degree to which employees believe theorganization values their contribution and caresabout their well-being.

Higher when rewards are fair, employees areinvolved in decision-making, and supervisors areseen as supportive.

High POS is related to higher OCBs andperformance.

Employee Engagement

The degree of involvement with, satisfaction with,and enthusiasm for the job.

Engaged employees are passionate about theirwork and company.


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JOB SATISFACTION

Job satisfaction is defined as "the extent to

which people like (satisfaction) or dislike

(dissatisfaction) their jobs"


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WHAT CAUSES JOB SATISFACTION ?

The Work Itselfthe strongest correlation with overallsatisfaction

Social Componentthere is a strong correlation with

how people view the social context of their work

Paynot correlated after individual reaches a level ofcomfortable living

Advancement

Supervision

Coworkers Enjoying the work itself is almost always the facet

most strongly correlated with high levels of job

satisfaction


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OUTCOMES OF JOB SATISFACTIONJob Performance

Satisfied workers are more productive AND moreproductive workers are more satisfied!

The causality may run both ways.

Organizational Citizenship Behaviors

Satisfaction influences OCB through perceptions offairness.

Customer Satisfaction

Satisfied frontline employees increase customersatisfaction and loyalty.

AbsenteeismSatisfied employees are moderately less likely to miss

work.


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OUTCOMES OF JOB SATISFACTION

TurnoverSatisfied employees are less likely to quit.

Many moderating variables in this relationship.

Economic environment and tenure

Organizational actions taken to retain high performersand to weed out lower performers

Workplace Deviance

Dissatisfied workers are more likely to unionize,abuse substances, steal, be tardy and withdraw.

Despite the overwhelming evidence of the impact ofjob satisfaction on the bottom line, most managers areeither unconcerned about or overestimate workersatisfaction.


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MEASURING JOB SATISFACTION

Single Global Rating MethodOnly a few general questions

Remarkably accurate

Summation Score Method

Identifies key elements in the job and asks forspecific feeling about them

How Satisfied Are People in Their J obs?

Job satisfaction declined to 50.7% in 2000

Decline attributed to:

Pressures to increase productivity

Less control over work


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CONSEQUENCES OF JOB DISSATISFACTION

Exit Voice

Neglect LoyaltyPas

sivetoActive

Destructive to Constructive


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CONSEQUENCES OF JOB DISSATISFACTION


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JOB SATISFACTION AND OCB

Satisfaction and Organizational CitizenshipBehavior (OCB)

Satisfied employees who feel fairly treated by and are

trusting of the organization are more willing to engage

in behaviors that go beyond the normal expectations of

their job.

OCBDiscretionary behaviors that contribute to

organizational effectiveness but are not part of

employees formal job description


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LESSONS FOR MANAGERS

Employee attitudes give warnings of potential problemsand influence behavior

Satisfied and committed employees exhibit behaviors

that increase organizational outcomes

Managers must measure job attitudes in order toimprove them

Most important elements a manager can focus on are

the intrinsic parts of the job: making the work

challenging and interesting

High pay is not enough to create satisfaction


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CASE STUDY

Hemlatha as an entrepreneur, wants to find out

how she can make her employees work harder.Right after completing her graduation she had

taken this job. Her father passed away suddenly

due to an attack and she was left with limited

resources to take her fathers business. Shechanged the philosophy of the organisation. She

wanted her employees to work on their own to

come out with innovative ideas in solving their

problems. On the other hand, the employees

developed an attitude towards Hemlatha beingvery rude in her approach towards them.


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CASE STUDY..contd

There was lot of commotion. Her instruction to the

supervisors to increase the production went in vain.Though the employees were paid well, their

absenteeism increased. Finally Hemlatha called on her

employees in desperation. She announced that those

employees who are failing to give the expected

productivity might have to undergo a cut in their salary.

1. If you were the entrepreneur, what

would you do in this situation ?

2. Suggest a possible solution in this case.

3. Explain the different attitudes youfind in the case.

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Unit II _ Individual Behaviour-part i