The document discusses employee attitudes and how they are formed. It covers the three components of attitudes: cognitive, affective, and behavioral. Beliefs and values shape attitudes. Surveys can provide insights into employee attitudes, which are influenced by job design, social factors, and personal characteristics. Changing attitudes requires understanding beliefs and social norms. The document also discusses perception, attribution theory, perceptual distortions, procedural justice, and learning theories including operant conditioning and cognitive learning strategies like goal-setting.

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2. 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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3. 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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4. What Are Attitudes?
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5. What Are Attitudes?
Attitude Surveys
Theory of Reasoned Action
Intention is best predicted from two factors:
1. Attitude toward performing the behavior
2. Subjective norm—perceived 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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6. What Are Attitudes?
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7. What Are Attitudes?
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8. What Are Attitudes?
Attitude Surveys (continued)
Changing Attitudes
Behaviors and attitudes can best be predicted by knowing:
1. A person’s beliefs
2. The social norms that influence a person’s 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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9. What Are Attitudes?
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10. Perception
Perception and the Perceptual Process
Perception - psychological process
Perceptual process - series of actions
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11. Perception
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12. 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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13. Perception
Perceptual Distortions
Stereotypes
Halo Effect
Projection
Self-Serving Bias and Attribution Error
Selective Perception
Recency
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14. 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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15. 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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16. 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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17. Questions
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