ATTITUDES AND VALUES What is Attitude Attitude are

ATTITUDES AND VALUES

What is Attitude ? Attitude are feelings and beliefs that largely determine how employees will perceive their environment, commit themselves to intended actions, and ultimately behave. Attitudes form a mental set that affects how we view something else, much as a window provides a framework for our view into or out of a building.

According to G. W. Allport, “ Attitude is a mental and neutral state of readiness, organised through experience, exerting a directive or dynamic influence upon the individual, s response to all objects and situations with which it is related ’’ According to Bernard, “Social attitudes are individual attitudes directed towards social objects and individual attitudes strongly interconditioned by collective or group contacts ’’

Nature of Attitude ❏ Attitudes are learned. ❏ Attitudes refers to feelings and beliefs of an individual or a group of people. ❏ These feelings and beliefs define one’s predispositions towards aspects of the world. ❏ Attitudes endure, unless something happens. For example if X is transferred to day shift his attitude may become positive. ❏ Attitudes can fall anywhere along a continuum for very favourable to very unfavourable. Such expressions as ‘’ This B-School is good’’ , ‘’ This leader is corrupt and incompetent’’ are heard from people.

Components of Attitudes IN GENERAL, ATTITUDES COMPRISES OF THREE ELEMENTS. THEY ARE :

The ABC Model The three components of attitudes i. e. affection , behaviour and cognitive or beliefs are called as ABC model. The significance of the model is that to thoroughly understand an attitude, one must assess all the 3 components. It is only behavioural component which can be directly observed whereas other 2 components can only be inferred.

Experience with the object Mass Communication Economic Status Neighbourhood ATTITUDES FFamily and Peer Groups

Functions Of Attitudes Ego Defensive Adjustment Ego Attitude Knowledge Value Expression

Changing Attitudes Employee attitudes need to be changed , particularly when they are unfavourable. It is in the best interest of the organisation to change attitudes. But changing the attitudes is a difficult task as attitudes generally endure. Difficulty is reinforced because of the escalation of commitment , cognitive dissonance , and insufficient information.

Ways Of Changing attitudes of SELF ❏ ❏ ❏ Be aware of one’s attitude Think for self Keep an open mind Build a positive self- esteem Stay away from negative influences Changing attitudes of EMPLOYEES ❏ ❏ ❏ ❏ Give feedback Accentuated positive conditions Positive role model Providing new information Use of fear Influence of friends or press Group membership Rewards

Basis For Change ❏ Compliance (change in behaviour based on consequences) ❏ Identification (change of beliefs and affect in order to be similar to someone who admires or dislikes) ❏ Internalization (change in beliefs and affect when one finds the content of the attitude to be intrinsically rewarding, and thus leading to actual change in beliefs or evaluation towards an object)

Barriers to changing attitudes ❏ Prior Commitments ❏ Strong Commitment ❏ Publicity Expressed Attitudes ❏ Low Credibility ❏ Insufficient Information ❏ Degree of Fear

Ways of overcoming Barriers ❏ Providing New Information ❏ Use of Fear ❏ Resolving Discrepancies ❏ Influence of Friends or Peers ❏ The Co-opting Approach ❏ Oral Pursuation Technique ❏ Training Sessions

Theories Of Attitude Formation Cognitive. Consistency Theories Functional Theories Social Judgement Theories

COGNITIVE CONSISTENCY THEORIES (A)Balance Theory is a motivational theory of attitude change, proposed by Fritz Heider. It conceptualizes the cognitive consistency motive as a drive toward psychological balance. The consistency motive is the urge to maintain one's values and beliefs over time. Heider proposed that "sentiment" or liking relationships are balanced if the affect valence in a system multiplies out to a positive result. . Analytically, Balance Theory can be described as follows: ● P: the a person to analyse ● O: A comparison person (O) ● X: A comparison 'thing', such as a impersonal entity, which could be a physical object, an idea or an event. This may also be a third person. P +/- O X +/-

(B)Congruity Theory Congruity model of attitude change was proposed by C. E. Osgood and P. H, Tannenbaum. It focuses on the changes in the evaluation of a source and a concept, they are linked by an associative or dissociative assertion. Congruity is a stable stage and incongruity is an unstable one. As a result, incongruity leads to a change of attitude. This theory states how much change should be there in the attitudes towards the source and the concept so the incongruity is resolved. (C ) Affective Cognitive Consistency Theory M. J Rosenberg suggested this theory. Theory of Cognitive Consistency states that behavior which is at odds with an established attitude demands change. This change usually takes the form of altering the original attitude to conform more with the actual behavior. Accordingly, when a person behaves differently, she/he will also change his/her attitude about him/herself.

(D)Cognitive Dissonance Theory In psychology, cognitive dissonance is the mental stress or discomfort experienced by an individual who holds two or more contradictory beliefs, ideas, or values at the same time, or is confronted by new information that conflicts with existing beliefs, ideas, or values. Leon Festinger's theory of cognitive dissonance focuses on how humans strive for internal consistency. When inconsistency (dissonance) is experienced, individuals tend to become psychologically uncomfortable and are motivated to attempt to reduce this dissonance, as well as actively avoiding situations and information which are likely to increase it.

FUNCTIONAL THEORY This theory was suggested by Katz. It focuses on 2 things : ❏ Meaning of the influence situation ❏ Individual’s method of coping and achieving goals This theory is directed towards 3 types of social relationships that occur in social influence situations(given by Kelman). COMPLIANCE IDENTIFICATION INTERNALISATION

SOCIAL JUDGEMENT THEORY Social judgment theory (SJT) is a self-persuasion theory proposed by Carolyn Sherif, Muzafer Sherif and Carl Hovland, defined by Sherif and Sherif as the perception and evaluation of an idea by comparing it with current attitudes. According to this theory, an individual weighs every new idea, comparing it with the individual's present point of view to determine where it should be placed on the attitude scale in an individual's mind. SJT is the subconscious sorting out of ideas that occurs at the instant of perception.

Work Related Attitudes JOB SATISFACTION JOB INVOLVEMENT ORGANISATIONAL COMMITMENT

Values represent stable, long-lasting beliefs about what is important. They are evaluative standard that help us define what is right or wrong, good or bad, in the world. Values are general beliefs about life. Values influence our attitudes towards objects

Types of Values TERMINAL INSTRUMENTAL These are desired states of existence that we think are worth striving for. These are desirable modes of behaviour that help us reach the objectives of terminal values. A world of beauty, equality, wisdom and a comfortable life are some of terminal values. They include being polite, courageous, logical, self-controlled and ambitious.

SOURCES OF VALUES ❏ Family Factors ❏ Social Factors ❏ Personal Factors ❏ Cultural Factors ❏ Religious Factors ❏ Life experiences ❏ Role Demands ❏ Halo Effect

Values Across Cultures Values differ across cultures. Thus, managers must have an understanding of these differences so that they may be able to explain and predict behaviour of employees. Following values account for differences in orientation across cultures : ❏ ❏ ❏ Individualism Vs. Collectivism Power Distance Uncertainty Avoidance Achievement Vs. Nurturing Orientation Long Term Vs. Short term Orientation

8 Values Of Highly Productive Organisations CHANGING MINDSET MODEL OLD MINDSET ❏ ❏ ❏ ❏ Specialist Employment Internal Focus Job Focus Functional-Based Work Human Dispirit and WOrk Loyalty Training Closed Information NEW MINDSET ❏ ❏ ❏ ❏ Flexible Development Customer Focus Performance Focus Project-Based Work Human Spirit and Work Commitment Learning and Development Open Information