Attitude

Emotions &
Mood
Dr. Sajjad Ahmad
S-2022

Agenda
The nature and dimensions of
Attitude (Components and functions),
Ways of changing attitudes
Types of Attitude: Job satisfaction,
organizational citizenship behavior
and organizational commitment, HBS
case: Treadway Tire Plant
Attitude:
• The nature and dimensions
• Components and functions
• Types of Attitude
• Ways of changing attitudes
• Job satisfaction, organizational citizenship
behavior and organizational commitment
Emotions and Moods
• Aspects & Structure of Emotions
•
Sources of Emotions and Moods
• Affective Events Theory (AET)
• Emotional Intelligence
• The nature and dimensions of Attitude (Components and functions),
Ways of changing attitudes
• Types of Attitude: Job satisfaction, organizational citizenship behavior
and organizational commitment, HBS case: Treadway Tire Plant
 Evaluative statements or judgments
concerning objects, people, or events.
Three dimensions/ components of an
attitude:
Attitudes: Nature • Affective – The emotional or feeling
segment of an attitude
and Dimensions • Cognitive – The opinion or belief
segment of an attitude
• Behavioral – An intention to behave in
a certain way toward someone or
something
(See Exhibit 3.1)

3-5
Dimensions/
Components of an
attitude Attitude to
Observation

Affective Cognitive Behavioral

Component Component Component

Thoughts & Actions,

Feelings
Beliefs Behaviors
Types of Attitude
 Job Satisfaction

• A positive feeling about the job resulting from an evaluation of its characteristics.

Job Involvement

• Degree of psychological identification with the job where perceived performance is

important to self-worth.

What Are the Psychological Empowerment

Major Job • Belief in the degree of influence over the job, competence, job meaningfulness, and
autonomy.

Attitudes? Organizational Commitment

• Identifying with a particular organization and its goals, while wishing to maintain
membership in the organization

Perceived Organizational Support (POS)

• Degree to which employees believe the organization values their contribution and cares
about their well-being.

Employee Engagement

• The degree of involvement, satisfaction with, and enthusiasm for the job.

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 No: these attitudes are highly
related.
Are These Job
Attitudes
Variables may be redundant
Really (measuring the same thing under
Distinct? a different name).
While there is some distinction,
there is also a lot of overlap.
Attitude:
Causes and
Outcomes
 Causes of Job Satisfaction

• Pay influences job satisfaction only to a point:

Money may bring happiness, but not necessarily job
Job satisfaction.
• Personality can influence job satisfaction: Those
Satisfaction: with positive core self-evaluation are more satisfied
with their jobs.
Causes &
Outcomes Outcomes

• Exit: Behavior directed toward leaving the

organization
• Voice: Active and constructive attempts to improve
conditions
• Neglect: Allowing conditions to worsen
• Loyalty: Passively waiting for conditions to improve
 Job Performance
• Satisfied workers are more productive AND more productive workers are more
satisfied!
• The causality may run both ways.

Other
Organizational Citizenship Behaviors
• Satisfaction influences OCB through perceptions of fairness.

Customer Satisfaction

Outcomes • Satisfied frontline employees increase customer satisfaction and loyalty.

Absenteeism

of Job
• Satisfied employees are moderately less likely to miss work.

Turnover
• Satisfied employees are less likely to quit.

Satisfaction • Many moderating variables in this relationship.

• Economic environment and tenure.
• Organizational actions taken to retain high performers and to weed out lower
performers.

Workplace Deviance
• Dissatisfied workers are more likely to unionize, abuse substances, steal, be tardy, and
withdraw.

3-12
Organizational Citizenship Behavior (OCB)
Organizational Citizenship Behavior (OCB) refers to discretionary, voluntary, and extra-role behaviors exhibited by
employees that go beyond their formal job descriptions. These behaviors contribute to the overall functioning,
effectiveness, and well-being of the organization. Key points about OCB include:
• Voluntary Actions: OCB involves actions and behaviours that are not formally required or outlined in an
employee's job description. Employees engage in OCB voluntarily.
• Positive Contributions: OCB includes activities that benefit the organization, such as helping colleagues, showing
organizational loyalty, engaging in environmental initiatives, or going the extra mile to achieve organizational goals.
• Not Specifically Rewarded: OCB is not explicitly rewarded through formal compensation or performance appraisal
systems. It is driven by intrinsic motivation, job satisfaction, and the desire to contribute positively to the
organization.
•Dimensions of OCB: OCB can be categorized into various dimensions, such as altruism, conscientiousness,
sportsmanship, courtesy, and civic virtue.
•Impact on the Organization: OCB has a positive impact on organizational effectiveness, employee satisfaction,
workplace morale, and overall organizational performance.
Organizational Commitment (OC)
Organizational Commitment refers to the psychological attachment or bond that an employee feels toward their
organization. It reflects an employee's loyalty, belief in organizational goals and values, and willingness to exert effort
for the benefit of the organization. Key points about Organizational Commitment include:
• Types of Commitment:
• Affective Commitment: Emotional attachment and identification with the organization.
• Continuance Commitment: Commitment based on perceived costs associated with leaving the organization.
• Normative Commitment: Commitment based on a sense of obligation or moral responsibility to stay with the organization.

•Factors Influencing Commitment:

• Job Satisfaction: Satisfied employees are more likely to be committed to the organization.
• Leadership and Management Practices: Effective leadership and fair management practices positively impact commitment.
• Organizational Culture: A positive, supportive, and inclusive organizational culture fosters commitment.

•Outcomes of Commitment: - Committed employees tend to exhibit higher performance levels and stay with the
organization for longer durations. They are more likely to engage in OCB and contribute positively to the organization.
Does Behavior Always Follow from
Attitudes?
• Leon Festinger – No, the reverse is sometimes true!
• Cognitive Dissonance: Any incompatibility between two or more
attitudes or between behavior and attitudes
– Individuals seek to reduce this uncomfortable gap, or dissonance, to reach
stability and consistency
– Consistency is achieved by changing the attitudes, modifying the behaviors, or
through rationalization
– Desire to reduce dissonance depends on:
• Importance of elements
• Degree of individual influence
• Rewards involved in dissonance
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Moderating Variables
• The most powerful moderators of the attitude-behavior relationship
are:
• Importance of the attitude
• Correspondence to behavior
• Accessibility
• Existence of social pressures
• Personal and direct experience of the attitude
• Attitudes predict behavior, as influenced by moderating variables.

© 2009 Prentice-Hall Inc. All rights reserved. 3-16

Predicting Behavior from Attitudes
• Important attitudes have a strong relationship to behavior.
• The closer the match between attitude and behavior, the stronger the
relationship:
• Specific attitudes predict specific behavior
• General attitudes predict general behavior
• The more frequently expressed an attitude, the better predictor it is.
• High social pressures reduce the relationship and may cause dissonance.
• Attitudes based on personal experience are stronger predictors.
Changing Attitudes
at workplace
 Growth:
• Increase opportunities for growth
• Create a career development program
• Invest in management and leadership training

Ways of Environment:

changing
• Improve the physical work environment
• Simplify the digital employee experience
• Help employees find meaning in their work

attitudes Leadership:
• Lead by example
• Hire selectively
• Boost social connection in the workplace
• Invest in a health and well-being program
 • Managers should watch employee attitudes
• They give warnings of potential problems
Summary and • They influence behavior

Managerial • Managers should try to increase job satisfaction and

generate positive job attitudes
Implications • Reduces costs by lowering turnover, absenteeism,
tardiness, and theft, and increasing OCB
• Focus on the intrinsic parts of the job: make work
challenging and interesting
• Pay is not enough

3-20
Thanks