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9/9/16

CH 3 -‐ Individual Differences: Employee A?tudes MGT308

The ABCs of Attitudes

Evaluative statements or judgments concerning objects, people, or events Three components of an attitude:

A?tude

Behavioral

CogniKve AffecKve

The emotional or feeling segment of an attitude

The opinion or belief segment of

an attitude An intention to behave in a certain way toward someone or something

Eagley & Chaiken, 1998

Connecting attitudes to behavior

A?tude Behavior

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Rate each question on a scale of 1 (strongly disagree) to 5 (strongly agree)

1. Breakfast is the most important meal with regards to one’s overall health.

2. Homelessness is one of the biggest problems in society today.

3. The right to vote is one of the most valuable rights of American ciKzens.

4. Whether or not one arrives on Kme (to appointments, meeKngs, classes, etc.) says a lot about one’s character.

FLIP YOUR PAPER OVER PLEASE!

Rate each question on a scale of 1 (not at all) to 5 (yes, deBinitely)

1. Do you eat a healthful breakfast every day?

2. Do you personally do anything to help the homeless (e.g., volunteer at a homeless shelter or donate money)?

3. Did you vote in the last elecKon for which you were eligible?

4. Are you consistently on Kme to your appointments, classes, and other commitments?

Connecting attitudes to behavior

A?tude Behavior

A?tude MoKvaKon to

reduce dissonance

Behavior

FesKnger: the WHY is all about cogni4ve dissonance!

Cogni4ve Dissonance Theory

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Connecting attitudes to behavior Do a%tudes and behavior always align? •  Example: hiring candidates with criminal background

(Pager & Quillian, 2005)

When have you acted in a way that was inconsistent with your a2tude about something? Why do you think you did?

Connecting attitudes to behavior

•  Importance of the a?tude •  Its correspondence to behavior •  Its accessibility •  The presence of social pressure •  Whether or not a person has had direct experience with the behavior

•  The a?tude/behavior relaKonship is stronger if it refers to something in our direct personal experience

‘Big Attitudes’ in Organizational Behavior

Employee Engagement/

Job Involvement

Perceived Org/ Supervisor Support

Perceived Fairness

(Org. JusKce)

Job SaKsfacKon OrganizaKonal Commitment

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Perceptions of Fairness (Organizational Justice)

•  How fair one perceives: •  1) Rewards & outcomes at work (distribu4ve jus4ce) •  2) Decision-‐making Procedures at work (procedural jus4ce) •  3) Interpersonal CommunicaKon with supervisors/managers (interac4onal jus4ce)

•  What are benefits? How can managers impact?

Perceived Support from Organization/ Supervisor •  Degree to which employees believe the org./supervisor values their contribu7on and cares about their well-‐being.

•  Commonly linked to empowerment, saKsfacKon, commitment •  à PercepKons of meaning in work, competence, self-‐determinaKon (autonomy), and impact

•  What are the benefits? How can managers impact?

Employee Engagement •  Psychological state of affecKve, cogniKve, & physical components wherein employees give all of themselves to their work roles (Kahn, 1990) •  Energy, involvement (absorpKon), & dedicaKon (Schaufeli et al.)

•  Commonly linked with overall saKsfacKon & job involvement •  à Degree of psychological idenKficaKon with the job

•  What are the benefits? How can managers impact?

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Organizational Commitment •  IdenKfying with one’s organizaKon and its goals; wishing to stay with organizaKon

•  3 Dimensions (Meyer & Allen, 1991): •  AffecKve Commitment •  ConKnuance Commitment •  NormaKve Commitment

•  Benefits •  Higher organizaKonal ciKzenship behaviors (affecKve) •  Greater moKvaKon •  Lower absenteeism & turnover (especially intenKons)

Impacting Organizational Commitment •  ConKnuance:

•  Maintaining compeKKve rewards/salary/benefits •  AffecKve:

•  Fairness in rewards/decision-‐making/interpersonal treatment •  PosiKve relaKonship-‐oriented leadership & support •  Open, transparent communicaKon

•  WHY? -‐-‐-‐ Homan’s Social Exchange Theory provides one explanaKon:

Receiving something

posiKve from organizaKon/ manager

MoKvated by the Norm of Reciprocity

PosiKve behavioral

response (giving back)

Job Satisfaction •  The extent to which you like your job (and all the components of your job)

•  Conceptualized as general sa4sfac4on or component-‐specific •  Measured via self-‐report survey as single global ra4ng or summa4on of ra4ngs across job facets

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BeneBits of Job Satisfaction •  Lower turnover •  Higher customer saKsfacKon •  Higher OCBs, lower CPBs (counter-‐producKve behaviors) •  Higher job performance!

Does job sa<sfac<on à performance or does performance à job sa<sfac<on?

Impacting Job Satisfaction (& related attitudes) •  Factors outside manager’s control: Personality

•  Core self-‐evaluaKons (Bono & Judge, 2003) •  Trait affecKvity (Connolly & Viswesvaran, 2000)

•  Pay – but only to a certain point •  ‘Good leadership’ (direct managers especially) •  Fair outcomes/decision/interacKons •  PosiKve social experiences at work (work buddies!) •  Via impacKng support

Impacting Job Satisfaction •  Change the Job/Tasks (Job CharacterisKc Theory, Hackman & Oldham, 1976)

Job Enrichment Task Iden4ty

Task Significance Skill Variety Autonomy Feedback

Psychological States Meaningfulness Responsibility

Knowledge of Results

Job Sa4sfac4on

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Wrap-‐up & Questions Big Theories in aVtudes: •  CogniKve Dissonance Theory (FesKnger) •  Job CharacterisKc Theory (Hackman & Oldham)

5 important aVtudes •  What they’re all about •  Consequences (Benefits) •  How to impact

QUESTIONS?

What’s Next for Thursday: •  READ: CH 4 & “Waking Up on the Wrong Side of the Desk” arKcle on d2l

•  On Thursday we will cover EmoKons & Moods (ch 4) & finish “Work Happiness Videos”

•  Quiz on Tuesday the 20th on intro, ch 1, 3, 4.