UNIT 1: CHAPTER 2

Values, Attitude and

Emotions

DR. PRIYANKA DAREKAR

Unit Content:
 Fundamentals of OB: Evolution of management thought , five
functions of management, Definition, scope and importance of
OB, Relationship between OB and the individual, Evolution of OB,
Models of OB (Autocratic, Custodial, Supportive, Collegial &
SOBC), Limitations of OB.
 Values, Attitudes and Emotions: Introduction, Values, Attitudes,
Definition and Concept of Emotions, Emotional Intelligence -
Fundamentals of Emotional Intelligence, The Emotional
Competence Framework, Benefits of Emotional Intelligence ,
difference between EQ and IQ.
 Personality & Attitude: Definition Personality, importance of
personality in Performance, The Myers-Briggs Type Indicator and
The Big Five personality model, Johari Window , Transaction
Analysis , Definition Attitude Importance of attitude in an
organization, Right Attitude, Components of attitude, Relationship
between behavior and attitude.
Values
Types of Values –-
Rokeach Value Survey
Values in
the
Rokeach
Survey
Values in
the
Rokeach
Survey
(cont’d)
Mean Value Rankings of
Executives, Union
Members, and Activists
Dominant Work Values in
Today’s Workforce

63+

58-38

39 - 23

Under 23
Values, Loyalty, and
Ethical Behavior

Ethical Values and

Behaviors of Leaders

Ethical Climate in
the Organization
ATTITUDES
 Attitudes represent beliefs, feelings and
action tendencies towards objects, ideas
or people

“An Attitude is mental state of

readiness, learned and organized
through experience, exerting a specific
influence on person’s response to
people, object and situations with
which it is related”
Marriott International strives for consistency between
employee attitudes and behavior through its motto
“Spirit to Serve.” CEO and chairman J. W. Marriott,
Jr., models the behavior of service by visiting hotel
employees throughout the year. “I want our
associates to know that there really is a guy named
Marriott who cares about them,” he says. The
company honors employees with job excellence
awards for behavior that exemplifies an attitude of
service to customers and co-workers.
Formation
of Attitude Experience with
the object

Mass Classical
Communication Conditioning

Economic Status Attitude Operant

Conditioning

V icarious Learning
Neighborhood

Family and Peer

Groups
After the rat accidentally hit the lever enough times, it ultimately learned that its behavior
(pulling the lever) led to a specific consequence (receiving food)
 Vicarious Learning:
A child learns to say “please” because he/she saw a sibling say the
same and get rewarded/praised for it. The child learns to eat his/her
vegetables to get dessert because he/she saw a sibling finish their veggies
and was allowed the sweets.
A salesperson who is relatively new to the job can learn how to offer better services and make more sales.
It can be done by listening to the sales experts make sales and observing how they behave when making sales.
It is also essential to pick the best traits to combine with their strengths to their business’s advantage. Many
employees often learn by behaving how they see their senior colleagues around them behave. They follow them
around the workplace to get more experience and advice from them. It only shows how much other people’s
actions may just influence our daily lives.
2. Watching a video
With technological advancements, it has become quite easy for everyone to learn new skills just at the click of a
button. It has been very easy for business colleagues to catch up and keep the business going by interacting
through various technological platforms such as Zoom and Slack. These platforms also encourage colleagues to
learn the skills through webinars, thus vicarious learning. The same technological advancements also allow
everyone to learn new skills they are interested in by watching videos. Videos posted online often have “how-to”
and tutorial videos. These videos elaborately show one how to perform such tasks, thus enhancing their skills.
Apart from these “how-to” videos, there are also other videos that can be used for educational purposes on
various topics.
All these are examples of vicarious conditioning since the observer learns from someone’s experience.
3. Reading a book and hearing a story
From the business-related books, we see the various business strategies that the author has applied and what
worked in their business, and what failed. It gives us a new perspective of the strategies to apply to make our
businesses more successful and gives us an idea of the things not to do. It is all a part of vicarious learning.
 COMPONENTS OF ATTITUDES
 Attitudes can be broken into three basic components : emotional, informational,
and behavioral. The emotional component involves the persons feeling or effect
– positive, natural or negative- about an object.

 The term emotional labour has emerged in recent years to represent the work
people are asked to perform beyond their physical and mental contributions.
People in many service jobs are asked or even required to express emotions in
interpersonal transactions other than those they are naturally feeling.

 The informational components consists of beliefs and information the individual

has about the object. It makes no difference whether this information is
empirically real or correct.

 The behavioral component consists of person’s tendencies to behave in a

particular way towards an object.
Attitudes
Three Components of Attitude
 Attitude
 Affective Component
 The feeling, sentiments, moods and emotions about some idea, person, event or
object. For example if a person is scared of spiders or dogs. “My pay is Low”

 Cognitive Component
 The belief, opinion, knowledge or information held by the individual . – For
example this is why they justify their actions against the spider, believing it to be
dangerous in some way. “I am angry over how little I’m paid”

 Behavioral Component
 The predispositions to get on a favorable or unfavorable evaluation of
something. For example if the person scared of spiders sees one, they will react
and scream. “I’m going to look for another job that pays better”

The employee thought he deserved promotion[cognition], he strongly

dislikes his supervisor[affect], and he has complained and taken
action[behavior]
Attitudes

3-21
Evaluative statements or judgments concerning objects,
people, or events
Three components of an attitude:
The emotional or
Affect iv e
feeling segment
Cognit iv e of an attitude
The opinion or
belief segment
Behav ioral
of an attitude

An intention to behave
in a certain way
Attitude toward someone or
something
 NATURE AND DIMENSIONS OF ATTITUDES

 The term attitude frequently is used in describing people

and explaining their behaviour. For example “he has a
poor attitude” “I like her attitude”
 Attitude can be characterized in three ways.
➢ First they tend to persist unless something is done to
change them
➢ Second, attitude can fall anywhere along a continuum
(range) from very favorable to very unfavorable.
➢ Third, attitudes are directed towards a subject about
which a person has feelings (sometimes called “affect”)
and beliefs.
 FUNCTIONS OF ATTITUDE
 Attitude serves four important functions:
➢ The adjustment (Adaptive) function
 Some attitudes serve to enable people to attain particular, desired
goals or avoid undesirable circumstance
If a person holds and/or expresses socially acceptable attitudes, others
will reward them with approval and social acceptance. For
example, when people flatter their bosses or instructors (and believe it) or
keep silent if they think an attitude is unpopular. Ordering menu which is
popular with friends.
➢ The knowledge function
 Some attitudes are useful because they help to make the world more
understandable. They help people ascribe causes to events and
direct attention towards features of people or situations that are likely
to be useful in making sense of them.
Foreg: An individual does not need to drive a car, he may not wish to
learn to how to drive a car. Formal education to get degree.
The ego-defensive function
➢ Some attitudes serve to protect the person that holds
them from psychologically damaging events or
information by allowing them to be recast in less
damaging or threatening ways.
The value expressive function
➢ Some attitudes are important to a person
because they express values that are
integral to that person’s self concept (i.e.
their ideas about who they are). The attitude
is, consequently, ‘part of who they are’ and
the expression of that attitude
communicates important things about that
person to others.
Measurement Of Attitudes:
 Self-report [eg: Exit Polls, Opinion Polls]
 Likert Scale [5 point or 7 point scale]
 Osgood’s Scale [pairs of adjectives opposite in meaning

7 6 5 4 3 2 1
Pleasant Unpleasant

Friendly Unfriendly
Cheerful Gloomy

Warm Cold

 Sociometry [order of preference, assesses popularity of

group members]
 Job-Related Attitudes
 Job involvement ( Employee Engagement Kahn)
 Extent that a person identifies with his job.
 Organizational commitment
 Extent that a person identifies with the organization. This
is a great predictor for turnover.
 Job satisfaction (Edwin A. Locke’s)
 A pleasurable or positive emotional state resulting from
the appraisal of one's job or job experiences“.
Another Major Job
Attitude

3-29
Organizational Commitment
 Identifying with a particular organization and its goals, while
wishing to maintain membership in the organization.
 Three dimensions:
 Affective – emotional attachment to organization
 Continuance Commitment – economic value of staying
 Normative – moral or ethical obligations
 Has some relation to performance, especially for new employees.
 Less important now than in the past – now perhaps more of an
occupational commitment, loyalty to profession rather than a
given employer.
Outcomes of Job
Satisfaction

3-30
 Job Performance
 Satisfied workers are more productive AND more productive workers
are more satisfied!
 The causality may run both ways.
 Organizational Citizenship Behaviors
 Satisfaction influences OCB through perceptions of fairness.
 Customer Satisfaction
 Satisfied frontline employees increase customer satisfaction and
loyalty.
 Absenteeism
 Satisfied employees are moderately less likely to miss work.
 More Outcomes of Job
Satisfaction
 Turnover
 Satisfied employees are less likely to quit.
 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.

Despite the overwhelming evidence of the impact of job satisfaction on the bottom line,
most managers are either unconcerned about or overestimate worker satisfaction.
 Job Satisfaction
 M easuring Job Satisfaction
❖ Rating Scales……………. Job Descriptive Index[Smith, Kendall & Hulin]
❖ Critical Incidents
❖ Interviews
❖ Action Tendencies
❖ Likert Scale
 How Satisfied Are People in Their Jobs?
 According to a survey conducted in December 2021, about 45 percent of
the professionals were satisfied with their current jobs in India. However,
about 38 percent of the respondents were looking for better job
opportunities in the country.
 Decline attributed to:
 Pressures to increase productivity
 Less control over work
The Happiness report states that 45% men
are happy at the workplace as compared
to women (37%). Part-time employees are
less happy (25%) than those who are
employed full-time (44%). Majority of
employees are seeking flexibility to
maximise their workplace happiness, as
per the report. Particularly in a post-COVID
world, a flexible work environment such as
a hybrid work model may be more suitable
for promoting a more adaptable work
environment, facilitating higher
productivity and better work-life balance
as well. With regard to workplace
happiness, 41% employees prefer work
The Effect of Job Satisfaction on
Employee Performance:
 Satisfaction and Productivity
 Satisfied workers aren’t necessarily more productive.
 Worker productivity is higher in organizations with more satisfied
workers.
 Satisfaction and Absenteeism
 Satisfied employees have fewer avoidable absences.
 Satisfaction and Turnover
 Satisfied employees are less likely to quit.
 Organizations take actions to cultivate high performers and to
weed out lower performers.
 And Yet More Major Job
Attitudes…
 Perceived Organizational Support (POS)
 Degree to which employees believe the organization
values their contribution and cares about their well-
being.
 Higher when rewards are fair, employees are involved
in decision making, and supervisors are seen as
supportive.
 High POS is related to higher OCBs and performance.
 Employee Engagement
 The degree of involvement with, satisfaction with, and
enthusiasm for the job.
 Engaged employees are passionate about their work
and company.
Types of Attitudes
 Responses to Job
Dissatisfaction
Active

Exit Voice
•Behavior •Active and
directed constructive
toward attempts to
leaving the improve
organization conditions

Destructive Constructive

Neglect Loyalty
•Allowing •Passively
conditions to waiting for
worsen conditions to
improve

Passive
 CHANGING ATTITUDES
Barriers to changing attitudes
 There are two basic barriers that can prevent people
from changing their attitude. One is called prior
commitment, which occurs when people feel a
commitment to a particular course of action and are
unwilling to change.

 A second barrier is the result of insufficient information.

Sometimes people do not see any reasons to change
their attitude.
OVERCOMING BARRIERS
➢ Providing information
➢ Use of fear
➢ Resolving discrepancies
➢ Influence of friends or peers
➢ The co-opting approach
 Changing Attitudes of
Employees
 Give feedback
 Provide positive conditions
 Positive Role model
 Providing new information
 Use of fear
 Influence of friends or press
 The co-opting approach
 Group Membership
 Rewards
 Others
 Changing Attitudes of
Self
 Be aware of one’s attitudes
 Think for self
 Realize that there are few, if any, benefits from harboring
negative attitudes
 Keep an open mind.
 Get into continuous education program
 Build a positive self-esteem
 Stay away from negative influences
Measuring the A-B
Relationship
 Recent research indicates that the attitudes (A)
significantly predict behaviors (B) when moderating
variables are taken into account.

Moderating Variables
• Importance of the attitude
• Specificity of the attitude
• Accessibility of the attitude
• Social pressures on the individual
• Direct experience with the attitude
An Application:
Attitude Surveys
Sample Attitude Survey
 The greatest discovery of my
generation is that a human being
CAN alter his life by changing his
attitude.
-William James

And so it is with you – you are in

charge of your attitude.
Fundamentals of
Emotional Intelligence:
Emotional intelligence is the capacity for recognizing
our own feelings and those of others for motivating
our selves, and for managing emotions well in
ourselves and in our relationship.” Daniel Goleman
Emotional Intelligence is a person’s ability
to:
 Perceive emotions in the self and others
 Understand the meaning of these emotions
 Regulate his or her own emotions accordingly.

Emotional Competence Framework

Goleman's EQ theory comprises five core components:
 empathy,

.
effective communication or social skills,
 self-awareness,
 self-regulation,
 motivation
“We are not in the coffee business serving people but in the people business
serving coffee,” in the words of its founder Howard Schultz.
Difference between EI and IQ
1] You are on an airplane that
suddenly hits extremely bad
turbulence and begins rocking
from side to side. What do you do?
[A] Continue to read your book or magazine, or
watch the movie, trying to pay little attention to the
turbulence.
[B] Become vigilant for an emergency, carefully
monitoring the stewardesses and reading the
emergency instructions card.
[C] A little of both A and B.
[D] Not sure - never noticed.
2] You are in a meeting when a
colleague takes credit for work
that you have done. What do you
do?
[A] Immediately and publicly confront the colleague over
the ownership of your work.
[B] After the meeting, take the colleague aside and tell her
that you would appreciate in the future that she credits
you when speaking about your work.
[C] Nothing, it's not a good idea to embarrass colleagues in
public.
[D] After the colleague speaks, publicly thank her for
referencing your work and give the group more specific
detail about what you were trying to accomplish.
3] You are a customer service
representative and have just
gotten an extremely angry client
on the phone. What do you do?
[A] Hang-up. It doesn't pay to take abuse from anyone.
[B] Listen to the client and rephrase what you gather he is
feeling.
[C] Explain to the client that he is being unfair, that you are only
trying to do your job, and you would appreciate it if he
wouldn't get in the way of this.
[D] Tell the client you understand how frustrating this must be for
him, and offer a specific thing you can do to help him get his
problem resolved.
4] You are a college student who had
hoped to get an A in a course that was
important for your future career
aspirations. You have just found out you
got a C- on the midterm. What do you
do?
[A] Sketch out a specific plan for ways to improve your grade
and resolve to follow through.
[B] Decide you do not have what it takes to make it in that
career.
[C] Tell yourself it really doesn't matter how much you do in the
course, concentrate instead on other classes where your grades
are higher.
[D] Go see the professor and try to talk her into giving you a
better grade
 You are a manager in an organization
that is trying to encourage respect for
racial and ethnic diversity. You
overhear someone telling a racist joke.
What do you do?
[A] Ignore it - the best way to deal with these things is not to
react.
[B] Call the person into your office and explain that their behavior is
inappropriate and is grounds for disciplinary action if repeated.
[C] Speak up on the spot, saying that such jokes are
inappropriate and will not be tolerated in your organization.
[D] Suggest to the person telling the joke he go through a diversity
training program.
You are an insurance salesman calling
on prospective clients. You have left the
last 15 clients empty-handed. What do
you do?
[A] Call it a day and go home early to miss rush-hour traffic.
[B] Try something new in the next call, and keep plugging away.
[C] List your strengths and weaknesses to identify what may be
undermining your ability to sell.
[D] Sharpen up your resume.
You are trying to calm down a
colleague who has worked herself into a
fury because the driver of another car
has cut dangerously close in front of her.
What do you do?
[A] Tell her to forget about it-she's OK now and it is no big
deal.
[B] Put on one of her favorite tapes and try to distract her.
[C] Join her in criticizing the other driver.
[D] Tell her about a time something like this happened to you,
and how angry you felt, until you saw the other driver was
on the way to the hospital.
A discussion between you and your Bestie
has escalated into a shouting match. You
are both upset and in the heat of the
argument, start making personal attacks
which neither of you really mean. What is
the best thing to do?
[A] Agree to take a 20-minute break before continuing the
discussion.
[B] Go silent, regardless of what your partner says.
[C] Say you are sorry, and ask your partner to apologize too.
[D] Stop for a moment, collect your thoughts, then restate
your side of the case as precisely as possible.
 You have been given the task of
managing a team that has been unable
to come up with a creative solution to a
work problem. What is the first thing that
you do?
[A] Draw up an agenda, call a meeting and allot a specific period
of time to discuss each item.
[B] Organize an off-site meeting aimed specifically at encouraging
the team to get to know each other better.
[C] Begin by asking each person individually for ideas about how to
solve the problem.
Start out with a brainstorming session, encouraging each person
to say whatever comes to mind, no matter how wild.
 You have recently been assigned a
young manager in your team, and have
noticed that he appears to be unable to
make the simplest of decisions without
seeking advice from you. What do you
do?
[A] Accept that he 'does not have what it take to succeed around
here' and find others in your team to take on his tasks.
[B] Get an HR manager to talk to him about where he sees his
future in the organization.
[C] Purposely give him lots of complex decisions to make so that he
will become more confident in the role.
[D] Engineer an ongoing series of challenging but manageable
experiences for him, and make yourself available to act as his
mentor.
Now add up your scores and use the scale below to
compare your score.

100 -- Maximum Score

75
50 -- Average Score
25
0 -- Minimum Score
 How Does Emotional Intelligence
Help Us?
 Identifying emotions provides awareness of emotions and the ability to accurately read
other people’s emotions. Using emotions provides a means to generate ideas, a feeling, or
a team spirit. Understanding emotions offers insights into what motivates people and others’
points of view. Finally, managing emotions allows you to stay open to your emotions, which
have valuable information, and use them constructively.

 There is evidence to suggest that emotionally intelligent leadership is the key to creating a
work climate in which employees are nurtured and encouraged to do their best.

 In a study at Johnson & Johnson, high performing managers had higher levels of self-
awareness, self, management capability, social skills, and organizational savvy which are
all considered part of emotional intelligence and are learned responses that are needed for
superior leadership.

 Several researchers have successfully demonstrated that emotions are related to several of
the key issues in leadership. Several quantitative and qualitative studies have provided
evidence that empathy is an important trait that predicts and plays a role in leadership
emergence.

 Other studies have concluded that the management of group members’ emotions is an
important part of the leadership process, emotional displays have large effects on
perceptions of leaders, and leaders who successfully manage group processes can
substantially influence performance.
Websites
 http://www.eiconsortium.org/
 This site is the Consortium for Research on Emotional Intelligence in
Organizations and the goal of the site is to promote high quality research
on the application of emotional intelligence in organizations.

 http://ei.haygroup.com
 This site has information and resources on Emotional Intelligence, and has
a short 10-item EI test.

 http://trochim.human.cornell.edu/gallery/young/emotion.htm
 This page is an on-line bibliography in the area of emotions and emotional
intelligence, describing current research findings and notes of interest. The
main areas covered are: emotional intelligence, emotions, and methods
for researching emotions.

 http://www.6seconds.org/
 Six Seconds Emotional Intelligence Network is a nonprofit organization
dedicated to improving relationships by teaching EQ in schools,
organizations, and communities around the globe.
SPPU Previous Year
Questions[Oct Nov 2022]
 What are three levels of OB[2marks]
 What are five elements of Emotional
Intelligence[2 Marks]
 Define selective perception[2 Marks]
 Define Perception. Explain factors affecting
perception [5 Marks]
 Name the factors in job satisfaction and discuss its
relation with employee turnover and
absenteeism.[5Marks]
 Differentiate between supportive and Custodial
Model of OB[10Marks]
SPPU Previous Year
Questions[April May 2023]
 Define OB[2 Marks]
 Write any two names of contributors of evolution of OB[2 Marks]
 What are components of Emotional Intelligence[2 Marks]
 What is perception[2 Marks]
 What is locus of Control[2 Marks]
 Explain three components of attitude[5 Marks]
 How will central tendency and halo effect in perception affect
performance appraisal process[10 Marks]
 Explain Autocratic Model of OB and explain where can we use
it?[10 Marks]