Unit – 2

Foundation of Individual
behavior

a) Attitude
b) Values
c) personality
ATTITUDE
Attitude
Considered as the psychological attributes of
individuals which shape their behaviour

Attitude can be defined as a Pre-disposition

(tendency) to respond in a positive or negative way
to someone or something in one’s environment.

Or the way a person feels about something – a

person, a place, a commodity, a situation or an idea.
 Components of Attitude
Informational Affective or Behaviour
Emotional
Component Tendency to
Ideas, Beliefs and behave
Information Feelings of likes
and dislikes,
Components of Attitude
Positive or
Negative

Attitude
Features of Attitudes

 Attitudes affect behaviour: consistency between attitude

and behaviour provided no external intervention

 Attitude are Invisible: can not see but can observe

through our expressions

 Attitude are acquired: learnt over a period of time

through our socialization process or experiences

 Attitudes are pervasive: formed through socialisation

process and relates with everything in the world
Work Related Components of
Attitudes
 Formation of Attitude
Experience with
the object

Mass Communication Classical Conditioning

ATTITUDE Operant
Economic Status S conditioning

Neighbourhood Family and peer Vicarious learning

group
Cognitive Dissonance

a state of tension that is produced when an

individual experiences conflict between

attitudes and behavior

Attitudes and OB
 Job Satisfaction: Refers to an individuals general
attitude towards the job.

High Satisfaction : Positive attitude

Low Satisfaction : Negative Attitude
 Job Satisfaction Model
Low
turnover

Organizational Job
Factors satisfaction
Outcomes Low
expected / absenteeism
Valued
Group Factors

Outcomes High
Received turnover
Individual
Factors Job
Dissatisfacti
on
High
absenteeism
 Job Involvement
It measures the degree to which a person identifies
psychologically with his job and considers his
perceived performance level important to his self –
worth.

1) High Job Involvement: Absenteeism Low, High

quality
2) Low Job Involvement: More absenteeism, Low
performance
 Organizational Commitment
 It is defined as a state in which employee identifies
with a particular organization and its goals and
wishes to maintain membership in the organization

High Orgl. Commitment: Low Labour Turnover,

Low Absenteeism
Low Orgl. Commitment: High Labour Turnover,
High Absenteeism
Attitudes and OB
 Job Satisfaction: Refers to an individuals general
attitude towards the job.

High Satisfaction : Positive attitude

Low Satisfaction : Negative Attitude
 Job Involvement
It measures the degree to which a person identifies
psychologically with his job and considers his
perceived performance level important to his self –
worth.

1) High Job Involvement: Absenteeism Low, High

quality
2) Low Job Involvement: More absenteeism, Low
performance
 Organizational Commitment
 It is defined as a state in which employee identifies
with a particular organization and its goals and
wishes to maintain membership in the organization

High Org. Commitment: Low Labour Turnover,

Low Absenteeism
Low Org. Commitment: High Labour Turnover,
High Absenteeism
VALUES
 Value
Values represents stable, long lasting beliefs about what is
important and worth while which in turn influence our
thoughts and behavior.

They are evaluative standards that help us to define what is

write or wrong, good or bad in the world.
Examples of Values
1. If a person values time, he will always be motivated to be
punctual and just a thought of being late can give him stress.
2. Similarly, some people values money while some give more
importance to their morals.
Difference between Values and Attitude

Values Attitude
Values are general beliefs about Attitudes are directed towards
life specific objects, events or people
Values influence out attitude and Attitudes are influenced
behavior
Values are related to social, Attitudes are more dependent
cultural or behavior norms upon personal experiences
 Types of Values(According to Rokeach)
 Terminal Values: Terminal
Values are desired states of
existence that we think are
worth striving for. These
values lead to ends to be
achieved. Eg.
 Comfortable Life
 Sense of Accomplishment
 Family Security
 Self Respect
 Instrumental Values: these
are desirable modes of
behavior that help us to
reach the objectives of
terminal values. They are
the means to achieve
desired ends. Eg.
 Ambitious
 Courage
 Honesty
 Independence
 Imagination and Creativity
TERMINAL VALUES: INSTRUMENTAL VALUES:

True Friendship Cheerfulness

Mature Love Ambition
Self-Respect Love
Happiness Cleanliness
Inner Harmony Self-Control
Equality Capability
Freedom Courage
Pleasure Politeness
Social Recognition Honesty
Wisdom Imagination
Salvation Independence
Family Security Intellect
National Security Broad-Mindedness
A Sense of Accomplishment Logic
A World of Beauty Obedience
A World at Peace Helpfulness
A Comfortable Life Responsibility
An Exciting Life Forgiveness
Work Values

Influence individual’s perceptions of right and

wrong in the workplace.

 Achievement
 Concern for others
 Honesty
 Fairness
Cultural Differences in Values
Doing business in a
global marketplace often
Means encountering a
clash of values among
different cultures.

1. Loyalty
2. Contribution
3. Use of Authority
4. Need for structure
B) Hofstede’s Cultural Value :
 Power Distance Index (PDI)
 Individualism versus Collectivism (IDV)
 Masculinity versus Femininity (MAS)
 Uncertainty Avoidance Index (UAI)
 Long term orientation Vs Short term orientation
 Indulgence Vs Restraint

http://geert-hofstede.com/organisational-culture.html
Hofstede’s Cultural Value :
 Power Distance (PDI) - 77
India scores high for this dimension, 77, which indicates a high level
of inequality in regards to power and wealth within the society. This
condition is not necessarily subverted upon the population, but
rather accepted by the population as a cultural norm. In this type of
society, managers count on the obedience of their team members
and employees expect to be directed clearly in regards to their
functions and what is expected of them. India is a strong example of
a culture with high power distance as its Caste System divides the
Indian population into five groups, with each group having a higher
status than the one below it. These castes define the power of an
Indian citizen from birth and they cannot aspire to enter another
caste. 
 Individualism versus Collectivism (IDV) - 48
India is a society with clear collectivistic traits as it scores a 48 for this
dimension. This indicates that there is a high preference for belonging to a
larger social framework. Individuals are expected to act in accordance to the
greater good of one’s defined in-group(s). Many members of the Indian society
have their future prescribed for them by the government, church, or family. In
such situations, the actions of the individual are influenced by various concepts
such as the opinion of one’s family, extended family, neighbours, work group
and other such wider social networks that one has some affiliation toward. The
relationship between an employer and an employee is one based on
expectations – loyalty from the employee and familial protection from the
employer. In the workplace, hiring and promotional decisions are often based
on relationships. Relationships are the key to everything in a collectivist
society.
 Masculinity versus Femininity (MAS) - 56
India is considered a masculine country with a score of
56 on this dimension. India is very masculine in terms
of visual displays of success and power, despite the fact
it scores barely above the midrange. In masculine
countries like India, the focus is on success and
achievements, is validated by material gains, work is
the center of one’s life and visible symptoms of success
in the workplace is very important. The Indian culture
values assertiveness, competitiveness and ambition. 
 Uncertainty Avoidance (UAI) - 40
India scores 40 on this dimension and thus has a medium to low
preference for avoiding uncertainty. In this country, there is 
acceptance of imperfection; nothing has to be perfect no has to go exactly
as planned. Traditionally, India is a patient country where tolerance for
the unexpected is high. People in India generally do not feel driven or
compelled to take action-initiatives and feel comfortable when settling
into established rolls and routines with questioning. People in cultures
with a medium to low uncertainty avoidance level tend to value risk-
taking, seek change instead of avoiding it, and demonstrate a high
tolerance for difference or error. India possesses all of these traits which
makes it a favourable destination for outsiders to establish business
relationships.                            
 Orientation (LTO) - 61
India scores a 61, making it a culture with long term orientation. In India,
the concept of karma dominates all religious and 
philosophical thought. Time is not linear, it is polychronic, and thus not as
important as to Western societies who perceive time in a monochronic
manner and usually score low on this dimension. Countries like India have
a great tolerance for religious views from all over the world – Hinduism is
often considered a philosophy more than even a religion; an amalgamation
of ideas, views, practices and  beliefs. In India there is an acceptance that
there are many truths and often depends on the seeker. India’s high score
on long term orientation means that its members typically forgive lack of
punctuality, a change of plans based on changing reality and a general
comfort with discovering the fated path as one goes along rather than
following an exact plan.
Values and Organization Behaviour
When people enter the orgn., they bring with them a set of
beliefs, that shapes and influences individual behavior.

Organizations on the other hand, have their own corporate

culture consisting of selected values

This creates sometimes a tug of war between personal and

organizational values.
Values that employees carries with themselves are called personal
values. These are socially and culturally induced and are
important to mangers personally. While the values
emphasized by organization are called intended values.

When these values are congruent, there is more possibility that

decisions taken are more consistent, realistic and for the
betterment of society as well as for the organization.

Personal conflicts and ethical dilemmas arise when there are

clashes between personal and intended values
 Values can also be categorized as

According to Allport and his associates: -

Theoretical: interest in discovery of truth through reasoning and systematic
thinking. For eg. Scientists, Research Scholars
Economic: Values utility and practicality and emphasizes standard of living.
For eg. Business man
Aesthetic: interest in beauty, grace, harmony and emphasizes artistic aspects
of life. For eg. Artists
Social: values love of people and altruism and emphasizes concern for others.
For eg. Psychiatrists, Social Workers
Political: Interest in gaining power, position, influencing other people. Such
people emphasize competition and winning. For eg. Political leaders,
Executives
Religious: values unity of people’s relationship on universe, high ideals and
the search for purpose for being on earth. Eg. philosopher