OB attitude value at workplace & its impact.pptx

organisational behaviour attitude , value

1. Attitudes, Personality, and Values Understanding Human Behavior in Organizations

2. Attitudes, Personality, and Values in Organizational Behavior

3. What are Attitudes? Definition: Attitudes are evaluative statements or judgments—either favorable or unfavorable—about objects, people, or events. 1 Cognitive (beliefs or opinions) 2 Affective (emotions or feelings) 3 Behavioral (intention to act) Example: "I believe management is unfair" (cognitive), "I feel angry about it" (affective), "I'm going to complain" (behavioral) Attitudes are made up of three parts: what we think (cognitive), how we feel (affective), and how we intend to act (behavioral). This ABC model helps in analyzing workplace sentiments.

4. Attitudes and Behavior Theory of Cognitive Dissonance (Festinger) People experience discomfort (dissonance) when attitudes and behaviors are inconsistent. Motivation to reduce dissonance: Change attitude Change behavior Rationalize the inconsistency

5. Major Job Attitudes (Robbins) 1 Job Satisfaction Positive feeling about one's job 2 Job Involvement Degree of psychological identification with the job 3 Organizational Commitment Loyalty to the organization 4 Perceived Organizational Support (POS) Belief that the organization values you 5 Employee Engagement Involvement, satisfaction, and enthusiasm

6. Personality – Definition Definition: Personality refers to the stable patterns of behavior and internal states that determine how an individual reacts and interacts with others. Factors Influencing Personality: Heredity (genes, biological factors) Environment (culture, education) Situation (specific contexts can override traits)

7. The Myers-Briggs Type Indicator (MBTI) The Myers-Briggs Type Indicator (MBTI) is a self-report questionnaire designed to indicate different psychological preferences in how people perceive the world and make decisions. It categorizes individuals into one of 16 personality types based on four dichotomies: Extraversion (E) / Introversion (I) Where individuals focus their energy (outwardly or inwardly). Sensing (S) / Intuition (N) How individuals perceive information (concrete facts or abstract patterns). Thinking (T) / Feeling (F) How individuals make decisions (logically or based on values). Judging (J) / Perceiving (P) How individuals prefer to live their outer life (structured or flexible). While widely used in team building and personal development, the MBTI is often criticized in academic psychology for its lack of empirical evidence and inconsistent reliability.

8. The Big Five Personality Traits Openness to Experience Curiosity, imagination, and a preference for variety. Conscientiousness Organized, responsible, and disciplined. Extraversion Sociable, energetic, and assertive. Agreeableness Cooperative, compassionate, and trusting. Neuroticism (Emotional Stability) Calm, secure, and emotionally stable.

9. The Interplay of Attitudes, Personality, and Values Understanding how attitudes, personality, and values interact is key to predicting and influencing behavior in the workplace. These elements collectively shape an individual's approach to tasks, relationships, and organizational culture.

10. Real-World Applications Understanding attitudes, personality, and values is crucial for various aspects of organizational behavior and human resource management. Here are some key applications: Recruitment and Selection: Identifying candidates whose attitudes and personality align with job requirements and organizational culture. Leadership Development: Tailoring leadership training to individual personality traits and value systems to enhance effectiveness. Performance Management: Providing feedback and setting goals that consider individual attitudes and motivational drivers. Conflict Resolution: Mediating disputes by understanding underlying attitudes, personalities, and value differences among team members. Organizational Culture Building: Fostering a positive work environment by promoting values and attitudes that support the desired culture.

11. Values: Definition and Types Values are fundamental beliefs that guide an individual's actions and decisions, reflecting what they consider to be right, good, or important. Types (Rokeach Value Survey): Terminal Values Desired end-states of existence; the goals a person wants to achieve in their lifetime (e.g., happiness, freedom). Instrumental Values Preferred modes of behavior; the means an individual uses to achieve their terminal values (e.g., honesty, hard work).

12. Hofstede’s Cultural Dimensions Hofstede's Cultural Dimensions is a framework for understanding cross-cultural communication, developed by Geert Hofstede. It identifies how a society's culture influences the values and behaviors of its members. Power Distance The degree to which less powerful members of a society accept and expect unequal power distribution. Individualism vs. Collectivism Focus on individual achievement and independence versus strong group cohesion and loyalty. Masculinity vs. Femininity Emphasis on assertiveness, competition, and material rewards (masculine) versus cooperation, modesty, and quality of life (feminine). Uncertainty Avoidance A society's tolerance for ambiguity and unstructured situations, and its need for rules and predictability. Long-Term vs. Short-Term Orientation The extent to which a society prioritizes future-oriented traditions and perseverance over present and past traditions. Indulgence vs. Restraint The extent to which societies allow free gratification of basic human desires related to enjoying life and having fun, versus suppressing such gratification through strict social norms.