1. © Prentice Hall, 2002 18 - 1 Modern Management 9 th edition.

2. © Prentice Hall, 2002 18 - 2  Objectives An understanding of employee workplace attitudes Insights into how to change employee attitudes An appreciation of the impact of employee perceptions on employee behaviors Knowledge of employee perceptions of procedural justice An understanding that adult learners are different from younger students.

3. © Prentice Hall, 2002 18 - 3 W HAT A RE A TTITUDES? Components of attitudes: 1. Cognitive 2. Affective 3. Behavioral How Beliefs and Values Create Attitudes.

4. © Prentice Hall, 2002 18 - 4 W HAT A RE A TTITUDES? Figure 18.1 Situation: Based on personal attitudes, beliefs, and values, a manager decides to deny a request for new software.

5. © Prentice Hall, 2002 18 - 5 W HAT A RE A TTITUDES? Attitude Surveys Theory of Reasoned Action Best predictors of intention: 1. Attitude toward performance 2. Subjective norm Employee Attitudes Determinations of employee attitudes: Job design Social influence Dispositional Attitude Theory and Reasoned Action.

6. © Prentice Hall, 2002 18 - 6 W HAT A RE A TTITUDES? Figure 18.2 Theory of reasoned action.

7. © Prentice Hall, 2002 18 - 7 W HAT A RE A TTITUDES? Figure 18.3 Three theories of job attitudes applied to the theory of reasoned action.

8. © Prentice Hall, 2002 18 - 8 W HAT A RE A TTITUDES? Attitude Surveys (con’t) Changing Attitudes Best predictors of behaviors and attitudes: 1. A person’s beliefs 2. The social norms that influence a person’s intentions Human Resource Approach Belief that employers care fosters: More positive attitudes Reduced absenteeism Increased quality and productivity Greater creative input 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 have been constructed over a lifetime.

9. © Prentice Hall, 2002 18 - 9 W HAT A RE A TTITUDES? Table 18.1 Basic Principles of the Human Resource Approach Providing employee training Communicating about human resource programs and policies Helping new employees learn about their job and the company Providing advancement opportunities within the company Providing job security Hiring qualified employees Having enough people to get the job done Asking my opinions about how one can improve one’s own job Asking my opinion about making the company successful Asking for employee suggestions Acting on employee suggestions.

10. © Prentice Hall, 2002 18 - 10 W HAT A RE A TTITUDES? Attitude Surveys (con’t) Changing Attitudes (con’t) Human Resource Approach (con’t) Major causes of behavior problems: 1.Lack of Skills Remedies: a)Train employee to remove skill deficiency b)Transfer employee to job that better uses current skills c)Terminate employee 2.Lack of Positive Attitude Remedy: Determine what employee needs and offer it as a reward 3.Rule Breaking Remedy: Apply positive discipline 4.Personal Problems.

11. © Prentice Hall, 2002 18 - 11 P ERCEPTION Perception and the Perceptual Process Bombarded by countless stimuli Respond, select and process only a small portion of stimuli Not aware of everything that occurs around us Filter stimuli through past experiences, attitudes, and beliefs Ignore and distort inconsistencies Become “closed-minded”.

12. © Prentice Hall, 2002 18 - 12 P ERCEPTION Figure 18.4 Process of perception.

13. © Prentice Hall, 2002 18 - 13 P ERCEPTION Attribution Theory: Interpreting the Behavior of Others Managers can avoid inappropriate attributions by: 1. Making a greater effort to see situations as they are perceived by others 2. Guarding against perceptual distortions 3. Paying more attention to individual differences among subordinates Causes: Internal External Focus for making attributions: 1. Consensus 2. Consistency 3. Distinctiveness.

14. © Prentice Hall, 2002 18 - 14 P ERCEPTION Attribution Theory: Interpreting the Behavior of Others (con’t) Attribute behavior to external causes: 1. If other employees behave the same way 2. If the employee has behaved the same way in similar situations in the past 3. If this behavior is highly unusual or distinctive Attribute behavior to internal causes: 1. If other employees do not behave in the same manner 2. If employee usually behaves in the same manner.

15. © Prentice Hall, 2002 18 - 15 P ERCEPTION Perceptual Distortions Stereotypes Halo Effect Projection Self-Serving Bias and Attribution Error Selective Perception Recency.

16. © Prentice Hall, 2002 18 - 16 P ERCEPTION Perceptions of Procedural Justice Procedures and Outcomes Dispute Resolution Employee Responses Measuring Employee Attitudes.

17. © Prentice Hall, 2002 18 - 17 L EARNING Operant Learning Cognitive Learning Goal-Setting Strategies Advantages: 1. Directed Behavior 2. Challenges 3. Resource Allocation 4. Structure Goal Setting and Problem Solving.

18. © Prentice Hall, 2002 18 - 18 L EARNING Learning Strategies Reinforcement Strategy 1. Positive Reinforcement 2. Avoidance Strategy 3. Escape Strategy 4. Punishment Strategy.

19. © Prentice Hall, 2002 18 - 19 Chapter Eighteen Questions