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Unit 9: Learning, Attitudes and Values

Table 9.3 depicts the three components of attitude. Notes
Table 9.3: The ABC Model of an Attitude
Component Measured by
A. Affect Physiological indicators Verbal Statements about Feelings
B. Behavioural intentions Observed Behaviour Verbal Statements about Intentions
C. Cognition Attitude scales Verbal Statements about Beliefs

Source: M.J Rosenberg and C.I Hovland "Cognitive, Affective and Behavioral components of Attitude", in
Attitude Organisation and Change (New Haven: Yale University Press) 1960.
Viewing attitudes as made up of three components – cognition, affect and behaviour – is helpful
toward understanding their complexity and the potential relationship between attitude and
behaviour. The object of an attitude is represented as a prototype in a person's memory. Then an
individual uses an attitude as a schema for evaluating an object. The person may assess the object
as good or bad, positive or negative, favoured or not; then the person determines the strategy to
take toward it. The accessibility of an attitude, or ease with which it is activated, affects its
implementation. Personal experience with the object and the repeated expression of the attitude
increases its accessibility. In this way, attitude-related information helps process complex
information.

9.6.4 Sources and Types of Attitudes

Attitudes are acquired from parents, teachers, and peer group members. We model our attitudes
after those we admire, respect or fear. We observe the way family and friends behave, and we
shape our attitudes and behaviour to align with theirs. People also imitate the attitudes of
popular individuals and those they admire and respect. Attitudes are an integral part of the
world of work. It is important for managers to understand the antecedents to attitudes as well as
their consequences. Managers also need to understand the different components of attitudes,
how attitudes are formed, and the major attitudes that affect work behaviour and how to use
persuasion to change attitudes.
A person can have thousands of attitudes, but most of the research in OB has been concerned
with three attitudes: Job satisfaction, Job involvement, and Organisational commitment.

1. Job Satisfaction: Satisfaction results when a job fulfils or facilitates the attainment of
individual values and standards, and dissatisfaction occurs when the job is seen as blocking
such attainment. This attitude has received extensive attention by researchers and
practitioners because it was at one time believed to be the cause of improved job
performance. The term "job satisfaction" refers to an individual's general attitude toward
his or her job. A person with a high level of job satisfaction holds positive attitudes toward
the job; a person who is dissatisfied with his or her job holds negative attitudes about the
job. Now, because of managers' concern for creating both a humane and high performance
workplace, researchers continue to search for definite answers about the causes and
consequences of job satisfaction.
2. Job Involvement: Job involvement is the degree to which a person identifies with his or
her job, actively participates in it and considers his or her performance important to self-
worth. Employees with a high level of job involvement strongly identify with and really
care about the kind of work they do. High levels of job involvement have been found to
be related to fewer absences and lower resignation rates.

3. Organisational Commitment: Organisational commitment is the degree to which an
employee identifies with a particular organisation and its goals, and wishes to maintain

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