Development of Attitudes & Values

What are attitudes? Work Attitudes Attitudinal Change What are Values? Definitions of Values Functions of Values Classification of Values Developing Values

What are attitudes?

Work Attitudes

Attitudinal Change

What are Values?

Definitions of Values

Functions of Values

Classification of Values

Developing Values

What are Attitudes? If a man perceives some relationship between two things or between something and a characteristic of it he is said to hold a belief. An attitude is an organisation of several beliefs focused on a specific object or situation, predisposing one to respond in some preferential manner. ABC of Attitudes

If a man perceives some relationship between two things or between something and a characteristic of it he is said to hold a belief.

An attitude is an organisation of several beliefs focused on a specific object or situation, predisposing one to respond in some preferential manner.

ABC of Attitudes

Work Attitudes: Job Satisfaction & Organizational Commitment Job Satisfaction: Includes aspects such as the nature of the job itself, the compensation one gets, growth opportunities, opportunities for career advancement, organizational climate, behaviour of the supervisor & co-workers and so on Job satisfaction leads to improved performance retention of personnel

Job Satisfaction: Includes aspects such as

the nature of the job itself,

the compensation one gets,

growth opportunities,

opportunities for career advancement,

organizational climate,

behaviour of the supervisor & co-workers and so on

Job satisfaction leads to

improved performance

retention of personnel

Organizational Commitment Indicates an individual’s feelings with regard to continuing his or her association with the organization, acceptance of the values and goals of the organization, and willingness to help the organization achieve such goals and values

Indicates an individual’s feelings with regard to continuing his or her association with the organization, acceptance of the values and goals of the organization, and willingness to help the organization achieve such goals and values

Organizational commitment - affective commitment - continuous commitment - normative commitment Enhancing Organizational Commitment Clarifying the mission & values of the organization Involving people in organizational goal development Equitable treatment without discrimination Developing collective sense of the organization Investing in people’s growth & advancement

Organizational commitment

- affective commitment

- continuous commitment

- normative commitment

Enhancing Organizational Commitment

Clarifying the mission & values of the organization

Involving people in organizational goal development

Equitable treatment without discrimination

Developing collective sense of the organization

Investing in people’s growth & advancement

Attitude Formation & Change Formation From Direct Experiences with the referent (Cognitive & Affective Components) From Other people (Conative/Behavioural) Change Engineer one of the 3 components Communication

Formation

From Direct Experiences with the referent (Cognitive & Affective Components)

From Other people (Conative/Behavioural)

Change

Engineer one of the 3 components

Communication

McGuire’s Matrix of Attitude Change Credibility, Attractiveness & Power Suggestions, Conformity, Persuasion, indoctrination Direct Experience, Interpersonal commn, GD, mass media Suggestibility, Conformity, Persuability Duration of the change, delayed action effect, immunizing effect Action Retention Yielding Comprehension Attention Destination Receiver Channel Message Source Communication Process Aspects of Attitude Change

Values: Definitions “ an abstract, generalised principle of behaviour to which members of a group feel a strong emotionally toned positive commitment and which provides a standard for judging specific acts and goals” Rokeach (1975) "an enduring belief that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence". Allport (1961) A belief upon which a man acts by preference Chakraborty (1987) “ the manner in which an individual tends to make judgements or choices, both about goals and means, at different stages of one’s life, in different facets of it, as are deemed to lead to the well being and happiness of oneself and society” Connor and Becker (1975) “global beliefs about desirable end-states underlying attitudinal and behavioural processes”. Woodcock & Dave (1989) a belief in action, choice about good/bad Kluckhohn (1951) Conception of desirable

“ an abstract, generalised principle of behaviour to which members of a group feel a strong emotionally toned positive commitment and which provides a standard for judging specific acts and goals”

Rokeach (1975) "an enduring belief that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence".

Allport (1961) A belief upon which a man acts by preference

Chakraborty (1987) “ the manner in which an individual tends to make judgements or choices, both about goals and means, at different stages of one’s life, in different facets of it, as are deemed to lead to the well being and happiness of oneself and society”

Connor and Becker (1975) “global beliefs about desirable end-states underlying attitudinal and behavioural processes”.

Woodcock & Dave (1989) a belief in action, choice about good/bad

Kluckhohn (1951) Conception of desirable

Functions of Values Take position on social issues Favour one position/ideology over another Guide presentation of self to others Evaluate and judge For comparison processes To persuade or influence others How to rationalise beliefs attitudes and actions which may otherwise be socially unacceptable

Take position on social issues

Favour one position/ideology over another

Guide presentation of self to others

Evaluate and judge

For comparison processes

To persuade or influence others

How to rationalise beliefs attitudes and actions which may otherwise be socially unacceptable

What differentiates values from attitudes. A value is a single belief , whereas an attitude refers to an organisation of several beliefs that are all focused on a single object or situation. A value transcends objects and situations whereas an attitude is focused on some specified object or situation. A value is a standard whereas an attitude is not. Value is a more dynamic concept than attitude , having a more immediate link to motivation.

A value is a single belief , whereas an attitude refers to an organisation of several beliefs that are all focused on a single object or situation.

A value transcends objects and situations whereas an attitude is focused on some specified object or situation.

A value is a standard whereas an attitude is not.

Value is a more dynamic concept than attitude , having a more immediate link to motivation.

What differentiates values from attitudes. It is estimated that values number only in dozens, attitudes number in thousands . Values occupy a more central position than attitudes within one’s personality make-up and cognitive system, and they are therefore determinants of attitudes as well as of behaviour. The substantive content of a value may directly concern adjustive, ego defense, knowledge or self-actualizing functions while the content of an attitude is related to such functions only inferentially.

It is estimated that values number only in dozens, attitudes number in thousands .

Values occupy a more central position than attitudes within one’s personality make-up and cognitive system, and they are therefore determinants of attitudes as well as of behaviour.

The substantive content of a value may directly concern adjustive, ego defense, knowledge or self-actualizing functions while the content of an attitude is related to such functions only inferentially.

Literature Review: Classification Individual Values Organisational Values Professional Values Societal Values

Individual Values

Organisational Values

Professional Values

Societal Values

Individual Values Eric Fromm: Having & Being Modes of values Having Mode The receptive orientation: These are individuals who expect to get what they want. Adjectives describing this category of people are submissive, wishful and receptively oriented people in a moderate form are likely to be accepting and optimistic. The exploitative orientation: These are individuals who expect to have to take what they want. They are characterized as aggressive, conceited and seducing, but in a moderate form are assertive, proud and captivating. The hoarding orientation: These are individuals who expect to keep and are characterized by adjectives such as stubborn, stingy, unimaginative. In a moderate form they may be steadfast, economical and practical. The marketing orientation: These are individuals who expect to sell. In extreme form they are opportunistic, childish and tactless whereas in less extreme they are purposeful, youthful and social. Being mode is named the productive orientation by Fromm. These are individuals who are oriented towards human beings, in small communities where everyone is responsible for the welfare of everyone else.

Eric Fromm: Having & Being Modes of values

Having Mode

The receptive orientation: These are individuals who expect to get what they want. Adjectives describing this category of people are submissive, wishful and receptively oriented people in a moderate form are likely to be accepting and optimistic.

The exploitative orientation: These are individuals who expect to have to take what they want. They are characterized as aggressive, conceited and seducing, but in a moderate form are assertive, proud and captivating.

The hoarding orientation: These are individuals who expect to keep and are characterized by adjectives such as stubborn, stingy, unimaginative. In a moderate form they may be steadfast, economical and practical.

The marketing orientation: These are individuals who expect to sell. In extreme form they are opportunistic, childish and tactless whereas in less extreme they are purposeful, youthful and social.

Being mode is named the productive orientation by Fromm. These are individuals who are oriented towards human beings, in small communities where everyone is responsible for the welfare of everyone else.

Organizational Values Values for Excellence: Peters & Waterman Beliefs about superior quality and service Being the best Innovation Importance of people as individuals Importance of the details of execution Importance of informality to enhance communication Importance of profit-orientation and goal accomplishment

Values for Excellence: Peters & Waterman

Beliefs about superior quality and service

Being the best

Innovation

Importance of people as individuals

Importance of the details of execution

Importance of informality to enhance communication

Importance of profit-orientation and goal accomplishment

Organisational V alues: Vincent Di Norcia Owning Values: It includes corporate ownership, welfare of all stakeholders - internal as well as external. Managing Values: It includes rational management. Social management - of which multiple problem solving, interpersonal relations, communication, negotiation, decision-making are inseparable parts. Organising Values: Threat, exchange and social integration are the organisational values that a business subscribes to. Working Values: Care for life, fairness, development of employees and participation are the working values that a business should have. Marketing Values: Values of life in terms of product liability, honest advertising, equitable communication, and scientific research.

Owning Values: It includes corporate ownership, welfare of all stakeholders - internal as well as external.

Managing Values: It includes rational management. Social management - of which multiple problem solving, interpersonal relations, communication, negotiation, decision-making are inseparable parts.

Organising Values: Threat, exchange and social integration are the organisational values that a business subscribes to.

Working Values: Care for life, fairness, development of employees and participation are the working values that a business should have.

Marketing Values: Values of life in terms of product liability, honest advertising, equitable communication, and scientific research.

Organisational V alues: Vincent Di Norcia Technical Values: Ethical technology development, private intellectual property rights, development of innovative technology and, commitment to learning. Natural Values: Environment friendly innovation, sustainable development. Social Values: Concern for public, proactive and crisis preventing business approach. International Values: Foreign direct investment should support civil rights and help host nations. Foresight ethics: Resist refusal to change, comply procedures, adapt and lead by innovation.

Technical Values: Ethical technology development, private intellectual property rights, development of innovative technology and, commitment to learning.

Natural Values: Environment friendly innovation, sustainable development.

Social Values: Concern for public, proactive and crisis preventing business approach.

International Values: Foreign direct investment should support civil rights and help host nations.

Foresight ethics: Resist refusal to change, comply procedures, adapt and lead by innovation.

Snow & Bloom Experientialist: Decisions are based on an obligation to pursue emotionally desired values that can easily be applied. Systemicist: Decisions are based on an obligation to balance all the consequences in relation to the values, needs and interests of all concerned parties. Transcendentalist: Decisions are based on an obligation to respond to a deep inner sense of what is right, good, eternal and divine. Conventionalist: Decisions are based on an obligation to conform to widely accepted views of what is valued and proper. Individualist: Decisions are based on an obligation to ensure one's own security and interests in light of the structure of existing power relationships. Legitimist: decisions are based on an obligation to set and adhere to formal policies or rules created and imposed by legitimate authority.

Experientialist: Decisions are based on an obligation to pursue emotionally desired values that can easily be applied.

Systemicist: Decisions are based on an obligation to balance all the consequences in relation to the values, needs and interests of all concerned parties.

Transcendentalist: Decisions are based on an obligation to respond to a deep inner sense of what is right, good, eternal and divine.

Conventionalist: Decisions are based on an obligation to conform to widely accepted views of what is valued and proper.

Individualist: Decisions are based on an obligation to ensure one's own security and interests in light of the structure of existing power relationships.

Legitimist: decisions are based on an obligation to set and adhere to formal policies or rules created and imposed by legitimate authority.

Professional Values Chakraborty (1989): Managerial Values -integrity, sensitivity, creative thinking, confidence and service mindedness

Chakraborty (1989): Managerial Values -integrity, sensitivity, creative thinking, confidence and service mindedness

Value System of the HRD Professionals 11 Altruistic Orientation 10 Professional Orientation 9 Personal Effectiveness Orientation 8 People Orientation 7 Learning Orientation 6 Business/Financial Orientation 5 Democratic Orientation 4 Work Orientation 3 Customer Orientation 2 Quality Orientation 1 Ethico-Moral Orientation Rank Value Orientations

Work Values Allport & Vernon & Lindsey’s Framework Theoretical (discovery of truth through a critical and rational approach) e.g. a scientist values truth. Economic (emphasis on the useful and practical) e.g. a business person may value usefulness Aesthetic (emphasis on form and harmony) e.g. an artist values beauty Social (love of people) e.g. a nurse may have strong love for people Political (acquisition of power and influence), a politician may value power Religious (unity of experience and understanding of the cosmos as a whole), e.g. a sadhu probably values unity

Allport & Vernon & Lindsey’s Framework

Theoretical (discovery of truth through a critical and rational approach) e.g. a scientist values truth.

Economic (emphasis on the useful and practical) e.g. a business person may value usefulness

Aesthetic (emphasis on form and harmony) e.g. an artist values beauty

Social (love of people) e.g. a nurse may have strong love for people

Political (acquisition of power and influence), a politician may value power

Religious (unity of experience and understanding of the cosmos as a whole), e.g. a sadhu probably values unity

Societal Values Chakroborty’s Framework Of Indian Values Respect for individuals Cooperation and trust Purification of mind Top quality product and services Work is worship Containment of greed Ethical-moral boundaries Self-discipline and restraint Need to give, renunciation and detachment

Chakroborty’s Framework Of Indian Values

Respect for individuals

Cooperation and trust

Purification of mind

Top quality product and services

Work is worship

Containment of greed

Ethical-moral boundaries

Self-discipline and restraint

Need to give, renunciation and detachment

Kluckhohn-Strodbeck Human Nature Orientation Human – nature Orientation Time Orientation Activity Orientation Relational Orientation

Human Nature Orientation

Human – nature Orientation

Time Orientation

Activity Orientation

Relational Orientation

G Hofstede Power distance Uncertainty Avoidance Individualism-Collectivism Masculinity-Feminity

Power distance

Uncertainty Avoidance

Individualism-Collectivism

Masculinity-Feminity

G Hofstede In Indian society individuals are predisposed to centralised decision making, have high tolerance for ambiguity, are little more collectivistic than individualistic, and have a strong tendency to perform, achieve, make money, show off and consider big as beautiful. In Austrian society, individuals feel comfortable in pursuing their interdependent relationships. The American society ranks highest on individualism, meaning individuals are self-oriented and tend to look after their own self interest, and place much emphasis on individual initiative and achievement. Sweden as a nation is the most feminine meaning their dominant values are to be people oriented, not to show off, pay attention to the quality of life rather than making money and to consider small as beautiful.

In Indian society individuals are predisposed to centralised decision making, have high tolerance for ambiguity, are little more collectivistic than individualistic, and have a strong tendency to perform, achieve, make money, show off and consider big as beautiful.

In Austrian society, individuals feel comfortable in pursuing their interdependent relationships.

The American society ranks highest on individualism, meaning individuals are self-oriented and tend to look after their own self interest, and place much emphasis on individual initiative and achievement.

Sweden as a nation is the most feminine meaning their dominant values are to be people oriented, not to show off, pay attention to the quality of life rather than making money and to consider small as beautiful.

Value Congruence Meglino, Ravlin & Adkins (1989) “Positive outcomes result when people’s values are congruent with those of others” Kazmi (1998) A major task of leadership is to inculcate personal values and impart a sense of business ethics to the organisational members Snow & Bloom (1996) Ethical problems in work place often reflect difference among corporate or societal or individual values

Meglino, Ravlin & Adkins (1989) “Positive outcomes result when people’s values are congruent with those of others”

Kazmi (1998) A major task of leadership is to inculcate personal values and impart a sense of business ethics to the organisational members

Snow & Bloom (1996) Ethical problems in work place often reflect difference among corporate or societal or individual values

Developing Values Value Clarification: Practised & Espoused Values Role Modeling

Value Clarification: Practised & Espoused Values

Role Modeling