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Presentation2 Managers Attitude Guide

The document provides guidance for managers on making better judgements about employee attitudes. It advises managers to focus on specific rather than general attitudes, notice the depth of employees' feelings and behaviors, and understand how attitudes can impact work. Regularly assessing employee attitudes through surveys can provide insights, but managers must be committed to acting on findings. People tend to justify their beliefs, so managers should accept attitudes if they don't negatively impact work. Employee attitudes significantly influence outcomes like satisfaction, performance, and retention.

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GUIDE FOR MANAGERS : MAKING BETTER JUDGEMENTS Prepared by Arman E. Manlalangit (aemanlalangit@yahoo.com)
INTRODUCTION There are number of things that we can do to make better judgments about attitudes of others in evaluating their suitability for almost everything that goes on in organizations. For example, in interviews, prospective employees are often asked, “How do you feel about working here” or “How satisfied were you with the type of work that you did in your previous job? “. Attitudes are also important when evaluating someone for promotion. We hear comments like, “ He doesn’t have a good attitude toward affirmative action “ or, “He just doesn’t believe enough in quality to do the job right. “ This means that we should be very careful about judging attitudes of others (as well as our own, we might add).
1. FOCUS ON SPECIFIC, RATHER THAN GENERAL ATTITUDES Rather than generalizing, such as saying that an employee has a good or bad attitude, it is better to try to focus on employee attitudes in terms of their more specific objects, such as attitudes toward pay, toward supervision, and so on. This helps you decide what you have to change in the organization, such as modifying the pay system or training supervision. There is often very little that you can do about these general attitudes, since they may reflect the positive or negative affectivity of the person.
2. NOTICE DEPTH OF FEELING AND BEHAVIOR Do not dismiss or underestimate the depth of feeling and the behavior associated with attitudes, values, and beliefs. Don’t trivialize the attitudes of others by thinking or telling them that their feelings aren’t important. Attitudes are very important to the psychological well-being of people and some are strongly held, especially those linked to the person’s self-image. More importantly, they may be related to attitudes, values, and beliefs that are not directly related to work itself.
3. UNDERSTAND HOW ATTITUDES WORK AT WORK Negative attitudes toward the job or the organization may lead an employee to want to avoid or quit, and they may do so because job satisfaction is negatively related to turnover and to commitment. However, never assume that a satisfied employee is always a productive employee or that a productive employee is satisfied. There is a weak relationship between attitudes and task performance though it is statistically significant.
4. PERIODICALLY ASSESS EMPLOYEE ATTITUDES AND SATISFACTION It is a good idea for organizations to evaluate attitudes and satisfaction with employee surveys. It is also useful to involve the employees in the design, collection, and interpretation of the study. However, never conduct surveys unless you are fully committed to act on the findings and report the actions you have taken.
5. ACCEPT PEOPLE’S TENDENCY TO JUSTIFY, RATIONALIZE, AND EXPLAIN THEIR BELIEFS It helps them reduce cognitive dissonance, and appear consistent to themselves and others. However, you should strive to ensure that they understand as clearly as possible what is expected in terms of work performance and that you can accept their attitudes so long as they do not have negative effects on others or on their own performance.
SUMMARY Attitudes refer to what people like and dislike; they predispose them to act favorably or unfavorably toward an object or event. They function in several ways to help people to adapt to their world. Attitudes are related to beliefs and values, all of which are acquired from infancy through our experiences and associations with people, events, and the media. Specific attitudes can be learned at any time and applied to any experience.
Employee attitudes about various aspects of their job are often studied by employees, because it is known that attitudes affect attendance, retention, work commitments, interpersonal relationships. They affect satisfaction, performance, and constructive voluntary contribution to organizational success. They can make a huge difference in the effectiveness of an organization. SUMMARY (cont.)
There are a number of different factors that contribute to our attitudes about our work life. Child-rearing practices that affect the individual’s personality and self-concept can be important early influences. Work socialization is how individuals must learn about the characteristics and culture of their chosen occupational field. Organizational socialization is the process of learning about the norms of our work organization. SUMMARY (Cont.)
These may be directly taught, or may be learned through the process of conditioning – by behaving in certain ways and having such behaviors responded to in different ways by others. If we don’t adjust well to our job or the organization in which we work, it can negatively affect an individual’s performance, morale, and health as well as those of others associated with them, both at work as well as family members and friends. SUMMARY (Cont.)