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Organizational Behavior: Solutions for Management
Paul D. Sweeney, University of Central Florida
Dean B. McFarlin, University of Dayton
Understanding Attitudes and Personality

Chapter Objectives


1

Attitudes have affective, cognitive, and behavioral components. Attitudes are more likely to predict behavior if they are specific, no conflicting situational pressures exist, and the attitude itself is strong and salient.

2

Job satisfaction is an important work attitude. Most Americans report that they are satisfied with their jobs. The causes of job satisfaction are idiosyncratic–individuals vary in the extent to which they view the various components of a job as important or not. Evaluating job satisfaction involves comparing what you have in your job against what you want, weighted by the importance of the various components. Job satisfaction can impact absenteeism, turnover, and performance, though in complex ways.

3

Organizational commitment is another important attitude that is related to employees’ willingness to perform organizational citizenship behaviors (things that go beyond normal job duties or descriptions). Commitment can also come in various forms (affective, normative, continuance).

4

In addition to individual attitudes, we also possess attitudes toward other people and groups, and they in turn possess attitudes about us. Like never before, a variety of people must interact in the workplace. When negative attitudes about differences are minimized and diversity is embraced, firms benefit greatly. We study some of those negative attitudes and offer suggestions to minimize them but, more positively, we also review some techniques that create a more accepting and tolerant corporate environment.

5

Stereotypes about different national, racial, ethnic, gender, and age groups are widespread. Physical disabilities and sexual orientation are also the target of stereotypical attitudes. Stereotypes can cause serious performance and morale problems in organizations. Stereotyping is most likely to occur when certain conditions are met. Combating the negative effects of stereotyping involves recognizing the problem, and reducing or eliminating situational causes.

6

Diversity programs are designed to attract and retain a more heterogeneous work force. Good diversity programs work, but many programs fail and/or cause harm. Problems include the heavy use of “blame and shame” methods and poorly trained consultants.

7

Companies can do a better job with diversity programs by making sure that clear goals and outcomes measures exist. Making diversity part of the corporate philosophy and doing a careful job of selecting trainers and techniques can also help ensure that the program will succeed.




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