MANA 3318 1st EditionExam # 2 Study Guide Lectures: 1 - 3Lecture 1 (September 11)Chapter 4: Attitudes, Emotions, and Ethics4-1 Attitudes (explain ABC model of behavior)Attitude: a psychological tendency expressed by evaluating something with a degree of favor or disfavor. Attitudes closely linked to behavior in general. Managers should understand antecedents and consequences of attitudes as well as components, how they're formed, major attitudes that affect work behavior, and how to change them. 4-1a The ABC Model: Attitudes broken down into 3 components called ABC model. Affect: the emotional component of an attitude. Affect is individual's feeling about something or someone ex "I like this". Can be measured by self-report questionnaire and psychological indicators like blood pressure. Behavioral intent is towards an object or person. Cognition is a person's perceptions or beliefs.Component Measured By ExampleA Affect Physiological indicators, verbal statements about feelingsI don't like my bossB Behavioral IntentObserved behavior, verbal statements about intentionsI want to transfer to another departmentC Cognition Attitude scales, verbal statements about beliefsI believe my boss plays favorites at work Most common method of attitude measurement is the attitude scale which measures only cognitive component. 4-1b Cognitive Dissonance: People prefer consistency (consonance) between attitudes and behavior. Disruption causes dissonance which changes either attitudes or behavior to maintain consistency. Cognitive dissonance: a state of tension produced when an individual experiences conflict between attitudes and behavior. People attempt to restoreequilibrium between attitude and behavior. Shift in employee behavior may be cognitive dissonance. 4-2 Attitude Formation ( describe how attitudes are formed)Attitudes are learned. 2 major influences: direct experience and social learning. Direct experience with something strongly influences attitudes towards it ex "I don't like math". Formed from experience. Direct experience is stronger. These attitudes are more easily available. Social learning: the process of deriving attitudes from family, peer groups, religious organizations, and culture. Children adopt attitudes from parents. Occurs through modeling, where individual gets attitudes from observing others. 4-2a Attitudes and Behavior: Attitudes and behavior are closely linked. Correspondence depends on 5 things: attitude specificity, attitude relevance, timing of measurement, personality factors, and social constraints. Individuals have general and specific attitudes. More specific attitude, stronger is its link to behavior. Attitudes that address an issue we have interest in are more relevant for us and behavior is consistent with expressed attitude. Shorter the time is between attitude measurement and observed behavior, the stronger the relationship. One personality dispositionthat affects consistency between attitudes and behavior is self-monitoring. Low self-monitors have greater correspondence between attitudes and behaviors. Social constraints affect relationship. Social context gives info about acceptable attitudes and behaviors. 4-2b Work Attitudes: Attitudes at work affect work behavior. Demanding jobs employees have no control over is top negative affect.4-3 Job Satisfaction (sources of job satisfaction and commitment)Job satisfaction: a pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences. 5 dimensions: pay, work itself, promotion opportunities, supervision, and coworkers. Can hold different attitudes towards different aspects of job. Dimensions that can lead to satisfaction: challenging work, valued rewards, opportunities for advancement, competent supervision, and supportive coworkers. Most common measure of job satisfaction is from Job Descriptive Index (JDI). Measures specific facets of satisfaction with yes or no or can't decide. Minnesota Satisfaction Questionnaire (MSQ) uses 5 point range scaleto questions. Job satisfaction is only one of several causes of good performance. Employees whoget rewards are more satisfied. 4-4 Organizational Citizenship versus Workplace Deviance (difference between org citizenship and work dev)Organizational citizenship behavior (OCB): behavior that is above and beyond the call of duty. Satisfied workers more likely to have ocb. Affect directs ocbs to others while cognition directs ocbs to organization. High self-monitors more likely to do ocbs. Strong link between job satisfaction and org performance. Dissatisfied workers can quit. One factor is lack of person-organization fit. Job satisfaction influenced by culture. High job satisfaction in countries with high incomes, high individualism, and lower power distance. Dissatisfied workers likely to have workplace deviance. Workplace deviance behavior (WDB): any voluntary counterproductive behavior that violates organizational norms and causes some degree of harm to organizational functioning. Like gossiping, sabotaging, and theft. Causes include downsizing andtechnological insecurities. Managers must prevent wdb by encouraging positive attitudes among employees. 4-4a Organizational Commitment and Job Satisfaction: Organizational commitment: the strength of an individual's identification with an organization. Three kinds oforg commitment: affective, continuance, and normative. Affective commitment: organizational commitment based on an individual's desire to remain in an organization. From loyalty and deep concern for orgs welfare based on 3 factors: belief in goals and values of org, willingness toput forth effort on behalf of the organization, and a desire to remain a member of the organization. Continuance commitment: organizational commitment based on the fact that anindividual cannot afford to leave. Stay because it's convenient. Normative commitment: organizational commitment based on an individual's perceived obligation to remain with an organization. Stay because they feel they should. Participation in decision making and job security, encourage commitment. Affective and normative commitments related to lower rates of absenteeism, higher quality of work, increased productivity, and overall performance. Managers should encourage affective commitment by appreciating employees contributions and care for their well-being. Increases when org and employees have shared values.4-5 Persuasion and Attitude Change (characteristics of source,