1. Sources and Consequences of Attitudes.

2. Objectives Define attitudes Define attitudes Describe job satisfaction and its relationship to productivity Describe job satisfaction and its relationship to productivity Explain the theory of cognitive dissonance Explain the theory of cognitive dissonance

3. Summary (cont.) Discuss the relationship between attitudes and behaviors Discuss the relationship between attitudes and behaviors Examine attitude change Examine attitude change

4. Key Variables Affecting Individual Behavior AttitudesAttitudes MotivationMotivation PerceptionPerception LearningLearning Individual Behavior ValuesValues PersonalityPersonality AbilityAbility

5. AttitudesAttitudes Evaluative statements – favorable or unfavorable – about objects, people, or events; reflect how one feels about something

6. Job Satisfaction Refers to an individual’s general attitude toward the job; when people speak of employee attitudes, often means job satisfaction

7. What Determines Job Satisfaction? Evidence indicates that the most important factors conducive to job satisfaction are Mentally challenging work Mentally challenging work Equitable rewards Equitable rewards Supportive working conditions Supportive working conditions Supportive colleagues Supportive colleagues

8. Satisfaction and Productivity Evidence shows that satisfaction’s effect on productivity is fairly small Evidence shows that satisfaction’s effect on productivity is fairly small Productivity can be increased: Productivity can be increased: More by removing outside constraints than by influencing satisfaction More by removing outside constraints than by influencing satisfaction By introducing organizational rewards for productivity, such as By introducing organizational rewards for productivity, such as Verbal Recognition Verbal Recognition Pay Level Pay Level Probabilities for Promotion Probabilities for Promotion

9. Cognitive Dissonance Inconsistencies between two or more of a person’s attitudes or between a person’s behavior and attitudes

10. Reducing Dissonance If elements creating dissonance are relatively unimportant, pressure to correct imbalance will be low If elements creating dissonance are relatively unimportant, pressure to correct imbalance will be low Degree of influence over the elements will impact how we react to dissonance Degree of influence over the elements will impact how we react to dissonance Rewards influence the degree that we are motivated to reduce dissonance Rewards influence the degree that we are motivated to reduce dissonance

11. The Attitude-Behavior Relationship Social constraints moderate behavior Social constraints moderate behavior Although some hold contradictory attitudes, pressures are toward consistency Although some hold contradictory attitudes, pressures are toward consistency Other things besides attitudes influence behavior Other things besides attitudes influence behavior Attitudes do influence behavior Attitudes do influence behavior

12. PerceptionPerception Process by which people organize and interpret their sensory impressions in order to give meaning to their environment

13. Factors Influencing Perception Operate to shape and sometimes distort perception Reside in the perceiver Reside in the perceiver Part of the object or target being perceived Part of the object or target being perceived Exist in the context of the situation in which the perception is made Exist in the context of the situation in which the perception is made

14. Attribution Theory Judging people differently depending upon meaning attributed to a behavior Judging people differently depending upon meaning attributed to a behavior Determine whether caused internally or externally, depending upon Determine whether caused internally or externally, depending upon 1. Distinctiveness - different behavior in different situations 2. Consensus - same behavior in similar situations 3. Consistency - same behavior over time

15. Fundamental Attribution Error In Others: Underestimating influence of external factors Underestimating influence of external factors Overestimating influence of internal factors Overestimating influence of internal factors Self-Serving Bias: Attributing success to internal factors Attributing success to internal factors Blaming external factors for failure Blaming external factors for failure

16. Shortcuts to Judging Others Selectivity - choosing bits of data depending on the interests, background, experience, and attitudes of observer Selectivity - choosing bits of data depending on the interests, background, experience, and attitudes of observer Assumed Similarity - perceptions of others more influenced by what the observer is like or thinks Assumed Similarity - perceptions of others more influenced by what the observer is like or thinks Stereotyping - basing perception on group membership or association Stereotyping - basing perception on group membership or association Halo Effect - drawing a general impression on the basis of a single characteristic, such as intelligence, sociability, or appearance Halo Effect - drawing a general impression on the basis of a single characteristic, such as intelligence, sociability, or appearance