Modern Management, 10e Certo

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Objectives

• 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

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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

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What Are Attitudes?
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What Are Attitudes?

• Attitude Surveys
• Theory of Reasoned Action
• Intention is best predicted from two factors
• 1. Attitude toward performing the behavior
• 2. Subjective normperceived 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

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What Are Attitudes?
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What Are Attitudes?
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What Are Attitudes?

• Attitude Surveys (continued)
• Changing Attitudes
• Behaviors and attitudes can best be predicted by
  knowing
• 1. A persons beliefs
• 2. The social norms that influence a persons
  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

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What Are Attitudes?
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Perception

• Perception and the Perceptual Process
• Perception - psychological process
• Perceptual process - series of actions

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Perception
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Perception

• 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

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Perception

• Perceptual Distortions
• Stereotypes
• Halo Effect
• Projection
• Self-Serving Bias and Attribution Error
• Selective Perception
• Recency

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Perception

• 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

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Learning

• 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

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Learning

• 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

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Questions