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ATTITUDE&
PERCEPTIONModule 2
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IT'SYOURATTITUDE, NOTYOUR
APTITUDETHATDETERMINESYOURALTITUDE.
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"No matter where you move, you take
your own attitude with you and that'swhat makes it terrible or wonderful.
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ATTITUDE
The term attitude is in general terms thepositive or negative orientation of aperson.
Evaluative statements or judgmentsconcerning objects, people or events.
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COMPONENTSOF ATTITUDES
1) Cognition (beliefs and values) (My supervisor isunfair)
2) Affect (Feelings and emotions) (I dislike mysupervisor)
3) Behaviour (intended behaviour) (Im looking forother job)
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TYPESOFWORK-RELATEDATTITUDES
Job satisfaction
Job involvement
Organizational commitment
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JOBSATISFACTION
Collection of feelings that an individual holdstoward his or her job
Job satisfaction includes various aspects-the natureof the job itself, the compensation a person getsby working on the job, growth opportunities,opportunities for career advancement, the
organizational climate, the behaviour of thesupervisor and co-workers, and so on.
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SUMMARYOF HERZBERGS MOTIVATORHYGIENE(TWO-FACTORTHEORY) FINDINGS
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JOBINVOLVEMENT
The degree to which a person identifies with hisor her job, actively participates in it, andconsiders his or her performance important
to self worth.
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ORGANIZATIONALCOMMITMENT
Organizational commitment indicates a personsfeelings with regard to continuing his or her
association with the organization, acceptance ofthe values and goals of the organization, andwillingness to help the organization achieve suchgoals and values.
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COGNITIVE DISSONANCETHEORY
Developed by Leon Festinger is concerned withthe incompatibility a person experiencesbetween his/her attitude and behaviour or
perceived differences between two or moreattitudes.
Eg: An employee is likely to experiencecognitive dissonance when asked to praiseboss whom he/she dislikes most.
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COGNITIVE DISSONANCETHEORY
Any form of inconsistency is uncomfortable andthat individuals will attempt to reduce thedissonance, and hence the discomfort.
Therefore, individuals will seek a stable state wherethere is minimum of dissonance. Whendissonance is minimized, the consistency inbehaviour will increase.
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COGNITIVE DISSONANCETHEORY-MANAGERIALIMPLICATIONS
The theory of cognitive dissonance has an importantrole in recruitment, reward management andbuilding a performance-oriented culture.
Persons recruited with a set of beliefs/attitudes thatsuit the demands of job will experience nodissonance, resulting in enhanced commitmentand productivity.
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"Believe in yourself and there will come aday when others will have no choice but to
believe with you." -Oscar Wilde
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PERCEPTION
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PERCEPTION
Perception can be defined as a process bywhich individuals organize and interpret
their sensory impressions in order to givemeaning to their environments.
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FREQUENTLYUSEDSHORTCUTSINJUDGINGOTHERS
Selective perception: People selectivelyinterpret what they see on the basis of theirinterests, background, experience and
attitudes.
Halo effect: Drawing a general impressionabout an individual on the basis of a singlecharacteristic.
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FREQUENTLYUSEDSHORTCUTSINJUDGINGOTHERS
Contrast effects: Evaluation of a personscharacteristics that are affected by comparisons
with other people recently encountered who rankhigher or lower on the same characteristics.
Projection: Attributing ones own characteristicsto other people. If you are honest and trustworthy,
you believe that others are also honest andtrustworthy.
Stereotyping: Judging someone on the basis ofones perception of the group to which that personbelongs.
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ATTRIBUTIONTHEORY
Fritz Heider-The psychology of interpersonalrelations1958
This is a theory about how people generate
causes to any outcome. Eg: An employee whofails to achieve promotion in his/her org willsearch for causes of failure to understand whyit happened. The individual may attribute the
same to organizational politics, irrationalityin procedures, bias on the part of evaluationcommittee etc. This is called externalattribution.
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ATTRIBUTIONTHEORY
The same is called internal attribution, if theindividual thinks that failure is due to his/hermistakes such as insufficient preparation, under
performance, lack of skill etc. When people makean internal attribution for their actions, it appearsthat they also change their attitudes and beliefsabout themselves. Therefore, the key to change is
internal attribution.
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ATTRIBUTIONTHEORY
In contrast, external attribution can undermine anexisting habit. Further, under achievers tend toattribute to external and achievers to internal.
People generally focus on the following factorswhen making attributions:
Distinctiveness information: It is called lowdistinctiveness if an individual behaves in the
same manner in all situations and highdistinctiveness if this individual does not.
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ATTRIBUTIONTHEORY
Consensus information: These are of 2 types-lowconsensus means, others do not behave in thesame manner in this situation and high
consensus, if others behave in the same manner inthis situation.
Consistency information: An individual repeatedlyacts in the same way in similar situations.
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ATTRIBUTIONTHEORY
Combination of (a) Low distinctiveness, (b) Lowconsensus and (c) High consistency causes theinternal attribution whereas, (a) Highdistinctiveness, (b) High consensus and (c) Highconsistency causes the external attribution.
Managerial implication
The attribution model has profound influence over
motivational and learning behaviour of employeesin organizations.
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ATTRIBUTIONTHEORY
Hence, proper understanding of attributionpatterns in organizations is of paramountimportance for design of reward, promotion and
training efforts. Though external attributionbehaviour may not always be undesirable, it coulddiscourage the efforts of behavioural changes.Internal attribution behaviour is crucial for
organizations, which are HR driven
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