Attitudes

Changing Attitude
 CHANGING OUR OWN ATTITUDE : PROCESS OF COGNITIVE
DISSONANCE
 It is a process in which inconsistency between the attitudes leads to
dissonance and in the process of overcoming dissonance , there is a
change in the attitude of the person.

 CHANGING OTHER’S ATTITUDES:THE DETERMINANTS OF

PERSUASIVENESS
 In the persuasion process ,a target person is given a message in which
the information presented is designed to change attitude.
Target Person
Persuasive attitude change
Communicator
•People we like Communication
•Eloquent speakers
•Credible sources •Clear , intelligible
(e.g. expertise in subject •Not too extreme
matter, no ulterior motive) •Small discrepancy
Attitude and Behaviour
 A simple direct link between behaviour and attitude doesn’t
frequently exist.
 Three principles can improve the accuracy of predicting behaviour
from attitudes:
 General attitudes best predict general behaviour
 Specific attitudes best predict specific behaviour
 The less time that elapses between attitude measurement and
behaviour , the more consistent will be the relationship between
attitude and behaviour.
 THE BEHAVIOUR INTENTION MODEL – The behaviour
intention model suggests that focusing on a person’s specific intention to
behave in a certain way makes behaviour more predictable and the
relationship between the attitude and behaviour more understandable than
if the intention is not considered.
Attitude Which influences
Expectations from Affects developed by the Propensity to behave
the behaviour person
Leading to

Actual
Behaviour
Compliance with
social norms about Leading to
Affects Formation of
the behaviour Influencing
personal norms Propensity to behave
 Recent research indicates that the attitudes (A)
significantly predict behaviors (B) when moderating
variables are taken into account.

Moderating
ModeratingVariables
Variables
• •Importance
Importanceof ofthe
theattitude
attitude
• •Specificity
Specificityof
ofthe
theattitude
attitude
• •Accessibility
Accessibilityof
ofthe
theattitude
attitude
• •Social
Socialpressures
pressureson onthe
theindividual
individual
• •Direct
Directexperience
experiencewith
withthe
theattitude
attitude
WORK ATTITUTDES
 The importance of attitude – behaviour
relationship can best be demonstrated by
examining two key work attitudes:

 Job Satisfaction- General attitude of employees

towards their work or job is often called job
satisfaction

 OrganizationalCommitment – refers to the

strength of an employee’s involvement in the
organization and identification with it.
Belief and Trust
 BELIEF - are the assumptions that we make about
ourselves, about others in the world and about how we
expect things to be
 BELIEF SYSTEM - consists of a core set of values on which
everything we say , do or behave depends
 TRUST – Trust is described as the amount of confidence
and the belief that an individual has in specific individuals
or groups
 STEPS FOR BUILDING TRUST IN ORGANIZATIONS
 Effective Communication
 Real Understanding
 Development of relationship of mutual respect
 Maintaining the integrity of the relationship
ORGANIZATIONAL COMMITMENT
 Organizational Commitment refers to the
strength of an employees involvement in the
organization and identification with it.
 It is characterized by
 A belief in and acceptance of organizational goals and values
 A willingness to assert considerable effort on behalf of the
organization
 A desire to remain with the organization

The sources of organizational commitment vary

from person to person. Employees initial
commitment is determined largely by their
individ
Job Satisfaction and OCB
 Satisfaction and Organizational Citizenship Behavior (OCB)
 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.
VALUES
Values
Values
 RELATIOSHIP BETWEEN ATTITUDES AND VALUES –
A value is an ideal to which the individual subscribes , it represents a basic
conviction that a specific mode of conduct is preferable to any other.

Attitudes and behaviours are the consequence of adhering to certain

values. For example – A person who places high premium on honesty ,
will have a positive attitude toward a honest and just person.

 Value System: A hierarchy based on a ranking of an individual’s values

in terms of their intensity
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”
 Values influence attitudes and behaviours
 Employees performance and satisfaction will be highest
when not only the ability , experience and motivation to
perform fits the person job fit theory but also the the
employees value system is compatile with the organization.
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 termina
values.
VALUE CONFLICT
 INTRAPERSONAL VALUE CONFLICT –
Intrapersonal value conflict is experienced when
highly ranked instrumental or terminal values
pull the individual in different directions
 INTERPERSONAL VALUE CONFLICT –
Interpersonal value conflict exists when a person
encounters difficulties in interpersonal relations
 INDIVIDUAL ORGANIZATION CONFLICT – Conflict
that arises when individual employees find
themselves at odds with their employing
organization’s value system.
 Values
Values Across
Across Cultures:
Cultures: Hofstede’s
Hofstede’s Framework
Framework

 Power Distance
 Individualism vs. Collectivism
 Masculinity vs. Femininity
 Uncertainty Avoidance
 Long-term and Short-term Orientation

Power Distance -The extent to which a society accepts that

power in institutions and organizations is distributed unequally.
Low distance: Relatively equal power between those with status /
wealth and those without status / wealth
High distance: Extremely unequal power distribution between
those with status / wealth and those without status/wealth
 Hofstede’s Framework
Individualism vs Collectivism
Individualism: The degree to which people prefer to act as
individuals rather than a member of groups.
Collectivism :A tight social framework in which people expect
others in groups of which they are a part to look after them and
protect them.

Masculinity vs Feminity
Masculinity -The extent to which the society values work roles of
achievement , power and control, and where assertiveness and
materialism are also valued
Feminity - The extent to which there is little differentiation between
roles for men and women
Hofstede’s Framework (cont’d)
Long-term Orientation vs Short-term Orientation
Long term Orientation : A national culture attribute that emphasizes
the future, thrift, and persistence
Short term Orientation : A national culture attribute that emphasizes
the present and the here and now

Uncertainty Avoidance -The extent to which a society feels

threatened by uncertain and ambiguous situations and tries to
avoid them
High Uncertainty Avoidance :Society does not like ambiguous
situations and tries to avoid them.
Low Uncertainty Avoidance: Society does not mind ambiguous
situations and embraces them.
National Values