Transcript Understanding People Attitudes Perceptions and Learning

© Prentice Hall, 2005
1-1
Objectives
1. An understanding of employee workplace attitudes
2. Insights into how to change employee attitudes
3. An appreciation of the impact of employee perceptions on employee
behaviors
4. Knowledge of employee perceptions of procedural justice
5. An understanding that adult learners are different from younger students
© Prentice Hall, 2005
1-2
What Are Attitudes?
Attitudes have three primary components:
1. Cognitive
2. Affective
3. Behavioral
 How
Beliefs and Values Create Attitudes
Beliefs are
Accepted facts or truths about an object or person
Gained from either direct experience or a secondary source
Values are
Levels of worth
Placed by an individual on various factors in the environment
© Prentice Hall, 2005
1-3
What Are Attitudes?
© Prentice Hall, 2005
1-4
What Are Attitudes?
 Attitude
Surveys
 Theory
of Reasoned Action
Intention is best predicted from two factors:
1. Attitude toward performing the behavior
2. Subjective norm—perceived performance expectations
 Employee Attitudes
Primary determinations of employee attitudes:
1) Focuses on the design of the job
2) Stresses social influence
3) Stresses personal characteristics (Dispositional approach)

Attitude Theory and Reasoned Action
© Prentice Hall, 2005
1-5
What Are Attitudes?
© Prentice Hall, 2005
1-6
What Are Attitudes?
© Prentice Hall, 2005
1-7
What Are Attitudes?
 Attitude
Surveys (continued)
 Changing Attitudes
Behaviors and attitudes can best be predicted by knowing:
1. A person’s beliefs
2. The social norms that influence a person’s intentions

Human Resource Approach
Why managers should not focus too sharply on attitudes:
1. Attitudes are internal and cannot be accurately measured or observed
2. Beliefs, values, and norms that affect attitudes are complex and lifelong
Causes of behavior problems:
1. Lack of Skills
2. Lack of Positive Attitude
3. Rule Breaking
4. Personal Problems
© Prentice Hall, 2005
1-8
What Are Attitudes?
© Prentice Hall, 2005
1-9
Perception
 Perception
and the Perceptual Process
Perception - psychological process
Perceptual process - series of actions
© Prentice Hall, 2005
1 - 10
Perception
© Prentice Hall, 2005
1 - 11
Perception
 Attribution
Theory: Interpreting the Behavior of Others
To avoid inappropriate attributions:
1. Make greater effort to see situations as perceived by others
2. Guard against perceptual distortions
3. Pay more attention to individual differences among subordinates
People focus on these factors when making attributions:
1. Consensus
2. Consistency
3. Distinctiveness
Attribute behavior to external causes:
1. If other employees behave the same way
2. If employee has behaved the same way in similar situations
3. If this behavior is highly unusual or distinctive
© Prentice Hall, 2005
1 - 12
Perception
 Perceptual
Distortions
 Stereotypes
 Halo
Effect
 Projection
 Self-Serving
 Selective
Bias and Attribution Error
Perception
 Recency
© Prentice Hall, 2005
1 - 13
Perception
 Perceptions
of Procedural Justice
Procedural justice:
Perceived fairness of process
Used for deciding outcomes (merit increases and promotions)
 Procedures
 Dispute
and Outcomes
Resolution
 Employee
Responses
 Measuring
Employee Attitudes
© Prentice Hall, 2005
1 - 14
Learning
 Operant
Learning
Operant conditioning
Behavior is a function of its consequences
 Cognitive
Learning
Assumes people have a high capacity to act in a purposeful manner
Choose behaviors that will enable them to achieve long-run goals
© Prentice Hall, 2005
1 - 15
Learning
 Cognitive
Learning (continued)
 Goal-Setting
Strategies
Advantages:
1. Directed Behavior
2. Challenges
3. Resource Allocation
4. Structure
 Goal
Setting and Problem Solving
 Learning Strategies
 Reinforcement Strategy
1. Positive Reinforcement
2. Avoidance Strategy
3. Escape Strategy
4. Punishment Strategy
© Prentice Hall, 2005
1 - 16
Questions
© Prentice Hall, 2005
1 - 17