attitudes, values and job
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This document discusses attitudes, values, and job satisfaction. It defines attitudes as positive or negative evaluations of people, objects, or events. Attitudes have three components - affective, behavioral, and cognitive. Values are beliefs about preferable modes of conduct or outcomes. Job satisfaction is positive feelings about one's job. It is measured through single questions or summing scores on job aspects. Satisfied employees perform better and are less likely to quit. The document also discusses cognitive dissonance theory and how people resolve conflicts between attitudes and behaviors.
attitudes, values and job
- 1. Attitudes, Values and Job Satisfaction MS. PREETI BHASKAR ASSISTANT PROFESSOR ICFAI BUSINESS SCHOOL , DEHRADUN
- 2. Content • Attitudes – The Nature and Dimensions of Attitudes – Components of Attitude – Sources and types – Cognitive dissonancetheory • Values • Job Satisfaction – Measuring job satisfaction – The effect of job satisfaction onemployee performance
- 3. Attitude • Evaluative statements or judgments concerning objects, people, or events. • An attitude is a positive; negative or mixed evaluation of an object that is expressed at some level of intensity. It is an expression of favorable or unfavorable evaluation of a person, place, thing or event. • According to Si P. Robbins – “Attitude is manner, disposition, feeling and position with regard to a person or thing, tendency or orientation especially in the mind.”
- 4. Components of Attitude Affective Component Behavioral Component Cognitive Component ABC model of attitude this involvesa person’s feelings / emotionsabout the attitudeobject. For example:“I am scared of spiders”. the way the attitudewe have influenceshow we act or behave. For example:“I will avoid spiders and scream if I see one”. this involvesa person’s belief / knowledge about an attitude object. For example:“I believe spiders are dangerous”.
- 5. Types of Attitude Job Satisfaction Job Involvement Organizational Commitment Types of Attitude A collectionof positiveand/or negativefeelings that an individual holds toward his or her job. Identifying with the job, actively participatingin it, and considering performance importantto self- worth. Identifying with a particular organizationand its goals, and wishing to maintainmembership in the organization
- 6. Attitude Surveys Eliciting responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, and the organization.
- 7. The Theory of Cognitive Dissonances • Cognitive Dissonance Cognitive dissonance refers to a situation involving conflicting attitudes, beliefs or behaviors. This produces a feeling of discomfort leading to an alteration in one of the attitudes, beliefs or behaviors to reduce the discomfort and restore balance, etc. For example, when people smoke (behavior) and they know that smoking causes cancer (cognition), they are in a state of cognitive dissonance.
- 8. Cognitive Dissonances : How to Reduce It • Focus on more supportive beliefs that outweigh the dissonant belief or behavior. For example, people who learn that greenhouse emissionsresult in global warming might experience feelings of dissonance if they drive a gas-guzzlingvehicle. In order to reduce this dissonance,they might seek out new information that disputesthe connectionbetween greenhouse gasses and global warming. This new informationmight serve to reduce the discomfort and dissonancethat the person experiences. • Reduce the importance of conflictingbelief. For example, a man who cares about his health might be disturbedto learn that sittingfor long periods of time during the day are linked to a shortened lifespan. Since he has to work all day in an office and spends a great deal of time sitting,it is difficultto change his behavior in order to reduce his feelingsof dissonance.In order to deal with the feelings of discomfort, he might instead find some way to justify his behavior by believingthat his other healthy behaviors make up for his largely sedentary lifestyle. • Change the conflicting belief so that it is consistent with other beliefs or behaviors. Changing the conflictingcognitionis one of the most effective ways of dealing with dissonance,but it is also one of the most difficult. Particularlyin the case of deeply held values and beliefs,change can be exceedinglydifficult.
- 9. Values • Basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence. Value System • A hierarchy based on a ranking of an individual’s values in terms of their intensity. Introduction
- 10. Importance of Values • Provide understanding of the attitudes, motivation, and behaviors of individuals and cultures. • Influence our perception of the world around us. • Represent interpretations of “right” and “wrong.” • Imply that some behaviors or outcomes are preferred over others.
- 11. Types of 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. Instrumental Values Preferable modes of behavior or means of achieving one’s terminal values.
- 14. • Job satisfaction or employee satisfaction is a measure of workers' contentedness with their job, whether or not they like the job or individual aspects or facets of jobs, such as nature of work or supervision. • 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. Job Satisfaction
- 15. • Measuring Job Satisfaction – Single global rating – Summation score • How SatisfiedAre People in Their Jobs? – Job satisfactiondeclined to 50.4% in 2002 – Decline attributed to: • Pressures to increase productivity and meet tighter deadlines • Less control over work Job Satisfaction
- 16. • Satisfaction and Productivity – Satisfiedworkers aren’t necessarilymore productive. – Worker productivity is higher in organizationswith more satisfiedworkers. • Satisfactionand Absenteeism – Satisfiedemployees have fewer avoidable absences. • Satisfaction and Turnover – Satisfiedemployees are less likely to quit. – Organizationstake actionsto retain high performers and to weed out lower performers. The Effect of Job Satisfaction on Employee Performance
- 17. How Employees Can Express Dissatisfaction Behavior directed toward leaving the organization. Active and constructive attempts to improve conditions. Allowing conditions to worsen. Passively waiting for conditions to improve.
- 18. Singleglobal rating – Under single global rating, the employees are asked to respond to one question. An example of single question may be considering all dimension of job, how satisfied are you with your job? Employees need to respond by reporting a figure based on rating scale. Rating scales may be from 1 to 5 as follows: » Highly dissatisfied » Dissatisfied » No comment » Satisfied » Highly satisfied Thus, the rating, based on above scale, to a question given by a employee is a reflection of magnitude or measurement of employees job attitude towards his/her job. Measuring Job Satisfaction
- 19. The employees attitudestowards the various aspects of the job is considered in summation score. Nature of the work, supervision,pay, promotion, opportunitiesand relationshipwith coworkers are the importantaspects of the job that are included in rating score. The scores given to each of these aspects are then added up to create and overall job satisfactionscore of an individual employee. Besides,mentionedabove heads, the followingare the some ways of measuringjob satisfaction. Summation Score • Interview: Thisis yet another method of measuring of job satisfaction.Under this method,employees are interviewedpersonally.The responds given by them reverse their satisfactionor dissatisfactiontowards their jobs. • ActionsTendencies: Under this method, informationis gathered about how the employees wereinclined to avoid or joined certainthings relatingto job satisfactionor dissatisfaction. • CriticalIncidence: This method is based on Herz Berg's twofactors theory of motivation.In this approach, employees are asked to identifythe specific incidence in their job in which they were particularlysatisfiedor dissatisfied.These incidences further analyzed to ascertain the aspect which were closely relatedwith to positive and negative attitude of the employees towards incidence so identified.