Unit 1 session 6.pptx

Online MBA Semester I Organizational Behavior and Human Resource Management Course Code - (OMBA-103) Unit 1: Lesson 6: Attitude (Part: 2) ATTITUDES (PART: 2) • Major Job Attitudes • Cognitive Dissonance Theory MAJOR JOBS ATTITUDES Job Satisfaction – an individual’s general attitude towards hi...

Online MBA Semester I Organizational Behavior and Human Resource Management Course Code - (OMBA-103) Unit 1: Lesson 6: Attitude (Part: 2) ATTITUDES (PART: 2) • Major Job Attitudes • Cognitive Dissonance Theory MAJOR JOBS ATTITUDES Job Satisfaction – an individual’s general attitude towards his/her job Job Involvement- the degree to which a person identifies with his/her job; actively participates in it and considers his/her performance important to self-worth Organizational Commitment - the degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization THEORIES OF JOB SATISFACTION Two-factor theory Locke’s Value theory COGNITIVE DISSONANCE THEORY Linkage between attitudes and behavior. Individuals seek a stable state and want to reduce the dissonance or incompatibility. Cognitive dissonance: any incompatibility between two or more attitudes or between behavior and attitudes COGNITIVE DISSONANCE THEORY Chan ge belief Actio n Inconsiste ncy Beli ef Dissonan ce Chan ge actio n Change Action percepti on Dissonan ce The desire to reduce dissonance would be determined by: • The importance of the elements creating the dissonance • The degree of influence the individual believes he or she has over the elements • The reward that may be involved in dissonance Change Action percepti on There are three ways to eliminate dissonance: (1) reduce the importance of the dissonant beliefs, (2) add more consonant beliefs that outweigh the dissonant beliefs, or Change Action percepti on (3) change the dissonant beliefs so that they are no longer inconsistent. EMOTIONAL DISSONANCE In the workplace, emotional dissonance is the conflict between emotions experienced by the employee and those required by the organization. Emotional dissonance develops when there is an internal conflict in an employee caused by a difference in emotions. This conflict becomes evident when an employee is dealing with negative emotions, but needs to keep them hidden during work to show a positive face to customers.