Transcript LECTURE 27 ATTITUDE

Organizational Behavior
Robbins & Judge
Chapter 3
Attitudes and Job Satisfaction
Summary of Lecture 26
Ability and Dimensions of Ability
Biographical Characteristics
What is learning
Learning Theories
-
Classical or respondent conditioning theory
- Operant or instrumental conditioning theory
- Social learning Theory
Process of Influence
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Learning Objectives
- Learning Theories
- Attitude
- Components of attitude
- Relationship between attitude and behavior
- Job satisfaction and other job attitudes
- Main causes of job satisfaction
- Employees responses to job dissatisfaction
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Robbins and Judge (2008): Organizational Behavior, Pearson, Prentice Hall
Operant Conditioning Theory
Classics conditioning theory explains reflexive behavior:
elicited in response to identifiable events whereas most
behaviors are voluntary or learned rather than elicited
Operant conditioning is the study of the impact of
consequences on behavior.
Learning that takes place when the learner recognizes
the connection between a behavior and its
consequences.
–- Behaviors with positive consequences are acquired.
–- Behaviors with negative consequences are eliminated
Note: With operant conditioning we are dealing with
voluntary behaviors.
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Operant Conditioning Keys
• Behaviors: Desirable organizational behaviors and
undesirable organizational behaviors.
• Consequences of Behavior:
Include positive
reinforcement and negative reinforcement for desirable
organizational behaviors; and extinction and
punishment for undesirable organizational behaviors.
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Consequences of Behavior
• Positive Reinforcement:
Administering positive
consequences to workers who perform the desired
behavior. P.R. occurs when the introduction of a
consequence increases or maintains the frequency or
future probability of a behavior. (receiving bonus after
successful completion of a project creates positive
reinforcement)
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Contd…..
Consequences of Behavior
• Negative Reinforcement:
Removing negative
consequences to workers who perform the desired
behavior.
• - Occurs when the removal or avoidance of
consequence increases or maintains the frequency or
future probability of a behavior.
• - Supervisors apply negative reinforcement when
they stop criticizing employees whose substandard
performance has improved. (Basically you want the
employees to engage in desired behavior to escape or
avoid unpleasant consequence.)
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Social Learning Theory
Learning theory takes into account the fact that
thoughts and feelings influence learning.
Individuals learn by observing others what
happens to other or by telling something or through
direct experience
People response based on how perceive and define
consequence
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Social Learning Theory
• Observational Learning (Modeling): People can learn
new behaviors by observing the rewards and
punishments given to others.
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Robbins and Judge (2008): Organizational Behavior, Pearson, Prentice Hall
Social Learning Theory
Contd….
Processes of Model influence
Attention Processes: Individual is influenced by model
that are attractive and important to us
Retention Processes: Influence depends on how well
individual remember model 's action
Motor Production Processes: After seen new behavior
by observing the model it must be converted to doing
Reinforcement Processes: Individual will exhibit
modeled behavior if incentives are provided
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Shaping Behavior: A Managerial Tool
Manager shape behavior by systematically reinforcing each
successive step that moves an individual closer to the
desired response.
Example: If student usually come late in class 20 minutes
and if he comes 10 minutes we can reinforce the
improvement
Problems with reinforcement theory:
The relationship between stimulus. Response and
consequence is never so simple, individual use thinking
process to weigh value of different stimulus, consequences
and circumstances to choose appropriate behavior
Example: Asking good question given compliment by
supervisor
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Attitude
•Attitudes are evaluative statements
•Favorable or unfavorable concerning people, object or events
•It reflect how one feel about something
Example: I like my job
My supervisor is good
I like my teacher
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Attitude
Components of Attitudes
1 Cognitive Component
- Discrimination is wrong
2 Affective Component
- Emotional and feeling segment
- I don't like A because he discriminates based on ethnicity
3 Behavioral Component
- Intention to behave in certain way toward something or
someone
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Robbins and Judge (2008): Organizational Behavior, Pearson, Prentice Hall
Attitude
Cognitive Statement
My supervisor gave promotion to
A
Who deserves less than me
Affective = Feeling
I dislike my supervisor
Negative attitude
toward
supervisor
Behavioral = action
I am looking for other job
I complained against him
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Robbins and Judge (2008): Organizational Behavior, Pearson, Prentice Hall
Attitude
•Are attitudes consistent?
•Why people change attitudes and behavior?
•Individual seek to reconcile divergent attitudes and align their
behavior and attitudes so they appear rational and consistent
•In state of equilibrium, external forces are initiated to return to
state of equilibrium again in which behavior and attitudes are
consistent
•Individual attain state of equilibrium through changing attitude,
behavior or by developing rational for discrepancies
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Attitude
•Festinger proposed the theory of cognitive dissonance in late
1950s
•Theory try to explain link between attitude and behavior
•Dissonance mean discrepancy or inconsistency
•Cognitive dissonance means inconsistency between two or
more attitudes or between attitude and behavior
•Inconsistency is discomfort hence individual tries to reduce it
•There is tendency in individuals to achieve stable state having
minimum dissonance
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Attitude
Tendency to minimize dissonance depends on
1 Importance of element
2 Degree of influence over element
3 rewards involved in dissonance
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Robbins and Judge (2008): Organizational Behavior, Pearson, Prentice Hall
Attitude
Example:
Mr. Afzal believes that no company should pollute environment
A job require him to dispose off wastage of factory. There is no
legal bar on throwing wast in river
Importance of element is high so he can not ignore
inconsistency
•Option1: Stop polluting environment (change his behavior)
•Option 2: dissonant behavior is not important as I got to earn
and in my position for me corporate interests are above than
environment
•Option 3:change his attitude (nothing wrong polluting the river)
•Option 4:benefits to society from my company is more than cost
to society in terms of polluting the river)
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Attitude
2 Degree of influence:
If dissonance because of something over which no
control/choice the pressure to reduce dissonance will be less
3 Rewards
Rewards also influence motivation to reduce dissonance
High reward reduce pressure to overcome dissonance
These moderating factors determine what efforts individual will
make to reduce dissonance
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Attitude
Behavior always follow from attitude?
Moderating variables:
1 Importance of the attitude
2 Attitudes easily remembered are more likely to predict
behavior. Attitudes are remembered that are frequently
expressed and more likely to shape behavior
3 Social pressure: Anti union attitude but attend pro union
meeting
4 Direct experience: Attitudes that are based on having
direct experience then there is stronger relationship
between attitude and behavior
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Robbins and Judge (2008): Organizational Behavior, Pearson, Prentice Hall
Self Perception Theory
•Self perception theory explains whether behavior influence
attitude or not
•Attitudes are based on experience after behavior
•Individual tend to infer attitude from behavior
•However, when strong attitudes have developed then they
direct behavior
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Robbins and Judge (2008): Organizational Behavior, Pearson, Prentice Hall
Job Attitudes
Job Satisfaction:
- Positive feeling about job based on evaluation of
characteristics
Job Involvement:
- Degree of to which people associates with job
psychologically and consider perceived performance
important for self worth
Psychological empowerment
- Degree to which employee belief that they can influence
their work environment and perceived autonomy in their job
- Participation in decision making, independence to schedule
their work and discretion to decide how to do work
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Robbins and Judge (2008): Organizational Behavior, Pearson, Prentice Hall
Job Attitudes
Organizational Commitment
- A state in which employee wish to remain in the
organization
a) Affective Commitment
- Emotional attachment to organization and belief in its
values
b) Continuance Commitment
- Perceived economic value of being part of the organization
as compare to quit
c) Normative Commitment
- Moral or ethical obligation to remain in the organization
- Example: Working on strategically important project
Occupational Commitment
Robbins and Judge (2008): Organizational Behavior, Pearson, Prentice Hall
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Others Job Attitudes
Perceived Organizational Support
- employee belief that organization value his contribution
and efforts and will extend support in case of problem and
will do for his well being
Measuring Job Attitudes:
- Attitude Surveys
- Managers should use attitude surveys to get feedback on
feelings of employees (about their job, about work
conditions, peer support, supervision, about pay, about
policies and practices)
- It alerts management what is going in organization and
timely feedback allow to take corrective actions or change
wrong perceptions
- Think about promotion policies like seniority based
promotion you feel just and fair but what employees
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Robbins and Judge (2008): Organizational Behavior, Pearson, Prentice Hall
Job Satisfaction
What causes job satisfaction?
- Pay (highly subjective)
- Job itself
- Co workers
- Promotion opportunities
- Personal and professional development
- Supervisor support
- Policies
- Working conditions and facilities
- Finally personality matters
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Robbins and Judge (2008): Organizational Behavior, Pearson, Prentice Hall
Job Dissatisfaction Response
Active
Exit
Voice
Destructive
Constructive
Neglect
Loyalty
Passive
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Robbins and Judge (2008): Organizational Behavior, Pearson, Prentice Hall
Job Satisfaction
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Job satisfaction and Performance
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Job satisfaction and OCB
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Job satisfaction and Customer satisfaction
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Job satisfaction and Absenteeism
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Job satisfaction and Turnover
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Robbins and Judge (2008): Organizational Behavior, Pearson, Prentice Hall
Managerial Implications
- Be aware of attitudes as they influence behavior
- Give warnings for potential problems
- Organizations don't want to loose their employees specially
productive workers
- Managers should try to improve job satisfaction
- Make job challenging
-
Right pay and reward system
Person-Job fit
- Understand their cognitive dissonance
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Robbins and Judge (2008): Organizational Behavior, Pearson, Prentice Hall
Summary
- Learning Theories
- Attitude
- Components of attitude
- Relationship between attitude and behavior
- Job satisfaction and other job attitudes
- Main causes of job satisfaction
- Employees responses to job dissatisfaction
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Robbins and Judge (2008): Organizational Behavior, Pearson, Prentice Hall