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2. © Prentice Hall, 2005 1 - 2ObjectivesObjectives 1.An understanding of employee workplace attitudes 2.Insights into how to change employee attitudes 3.An appreciation of the impact of employee perceptions on employee behaviors 4.Knowledge of employee perceptions of procedural justice 5.An understanding that adult learners are different from younger students

3. © Prentice Hall, 2005 1 - 3 What Are Attitudes? Attitudes have three primary components: 1. Cognitive 2. Affective 3. Behavioral How Beliefs and Values Create Attitudes Beliefs are Accepted facts or truths about an object or person Gained from either direct experience or a secondary source Values are Levels of worth Placed by an individual on various factors in the environment

4. © Prentice Hall, 2005 1 - 4 What Are Attitudes?

5. © Prentice Hall, 2005 1 - 5 What Are Attitudes? Attitude Surveys Theory of Reasoned Action Intention is best predicted from two factors: 1. Attitude toward performing the behavior 2. Subjective norm—perceived performance expectations Employee Attitudes Primary determinations of employee attitudes: 1) Focuses on the design of the job 2) Stresses social influence 3) Stresses personal characteristics (Dispositional approach) Attitude Theory and Reasoned Action

6. © Prentice Hall, 2005 1 - 6 What Are Attitudes?

7. © Prentice Hall, 2005 1 - 7 What Are Attitudes?

8. © Prentice Hall, 2005 1 - 8 What Are Attitudes? Attitude Surveys (continued) Changing Attitudes Behaviors and attitudes can best be predicted by knowing: 1. A person’s beliefs 2. The social norms that influence a person’s intentions Human Resource Approach Why managers should not focus too sharply on attitudes: 1. Attitudes are internal and cannot be accurately measured or observed 2. Beliefs, values, and norms that affect attitudes are complex and lifelong Causes of behavior problems: 1. Lack of Skills 2. Lack of Positive Attitude 3. Rule Breaking 4. Personal Problems

9. © Prentice Hall, 2005 1 - 9 What Are Attitudes?

10. © Prentice Hall, 2005 1 - 10PerceptionPerception Perception and the Perceptual Process Perception - psychological process Perceptual process - series of actions

11. © Prentice Hall, 2005 1 - 11PerceptionPerception

12. © Prentice Hall, 2005 1 - 12PerceptionPerception Attribution Theory: Interpreting the Behavior of Others To avoid inappropriate attributions: 1. Make greater effort to see situations as perceived by others 2. Guard against perceptual distortions 3. Pay more attention to individual differences among subordinates People focus on these factors when making attributions: 1. Consensus 2. Consistency 3. Distinctiveness Attribute behavior to external causes: 1. If other employees behave the same way 2. If employee has behaved the same way in similar situations 3. If this behavior is highly unusual or distinctive

13. © Prentice Hall, 2005 1 - 13PerceptionPerception Perceptual Distortions Stereotypes Halo Effect Projection Self-Serving Bias and Attribution Error Selective Perception Recency

14. © Prentice Hall, 2005 1 - 14PerceptionPerception Perceptions of Procedural Justice Procedural justice: Perceived fairness of process Used for deciding outcomes (merit increases and promotions) Procedures and Outcomes Dispute Resolution Employee Responses Measuring Employee Attitudes

15. © Prentice Hall, 2005 1 - 15LearningLearning Operant Learning Operant conditioning Behavior is a function of its consequences Cognitive Learning Assumes people have a high capacity to act in a purposeful manner Choose behaviors that will enable them to achieve long-run goals

16. © Prentice Hall, 2005 1 - 16LearningLearning Cognitive Learning (continued) Goal-Setting Strategies Advantages: 1. Directed Behavior 2. Challenges 3. Resource Allocation 4. Structure Goal Setting and Problem Solving Learning Strategies Reinforcement Strategy 1. Positive Reinforcement 2. Avoidance Strategy 3. Escape Strategy 4. Punishment Strategy

17. © Prentice Hall, 2005 1 - 17 Questions