Attitudes, Values & Workplace Behavior: Theories, Influences & Management

TAKEAWAYS:

• Attitudes follow a CAB model (Cognitive → Affective → Behavioral) and are shaped by values (terminal vs. instrumental) and perception (selective attention, distortion, retention).
• Job satisfaction and organizational commitment are key workplace attitudes, measured via JDI (Job Descriptive Index) and OCQ (Organizational Commitment Questionnaire).
• Values (e.g., Rokeach’s terminal/instrumental hierarchy) drive behavior; Schwartz’s value theory classifies 10 motivational types (e.g., universalism vs. power).
• Workplace behavior is influenced by attitude-behavior consistency, social learning theory (Bandura), and cognitive dissonance (Festinger).
• Hotel management applications: Employee attitudes impact guest satisfaction (e.g., Himalayan Java’s employee training programs), while values alignment reduces turnover (e.g., Daraz’s "customer-first" culture).
• Exam focus: Compare attitude theories, analyze case studies (e.g., Nabil Bank’s employee engagement), and link values to HR policies (e.g., NTC’s ethical workplace initiatives).

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1. Definitions: Attitudes, Values, and Workplace Behavior

Attitudes are learned predispositions to respond favorably or unfavorably to objects, people, or events. In organizations, they influence job performance, absenteeism, and turnover. Values are enduring beliefs about what is important or desirable (e.g., honesty, success). They guide decision-making and behavior. Workplace behavior refers to actions and reactions of employees based on their attitudes and values.

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2. Theories of Attitudes

A. Cognitive-Affective-Behavioral (CAB) Model

Attitudes are formed through three interconnected components:

1. Cognitive (beliefs/thoughts)
2. Affective (feelings/emotions)
3. Behavioral (actions)

Example (Hotel Context):

• Cognitive: "My manager gives clear feedback." (Belief)
• Affective: "I feel respected." (Feeling)
• Behavioral: "I work harder." (Action)

B. Theory of Planned Behavior (Ajzen)

Behavior is determined by:

• Attitude toward behavior (e.g., "I believe training helps my career")
• Subjective norms (e.g., "My colleagues say I should upskill")
• Perceived behavioral control (e.g., "I have time for training")

Worked Example: Daraz Employee Training

• Attitude: Employees believe training improves job security.
• Norms: Peers encourage participation.
• Control: Company provides flexible schedules. → Result: High training enrollment → Lower turnover.

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3. Key Workplace Attitudes

A. Job Satisfaction

Definition: A positive emotional state resulting from the appraisal of one’s job. Measured by: Job Descriptive Index (JDI) (5 factors: work, pay, supervision, coworkers, promotion).

Case Study: Himalayan Java

• Issue: Low job satisfaction among baristas due to high workload.
• Solution: Introduced team-based rewards and flexible shifts.
• Result: 30% increase in job satisfaction (measured via JDI).

B. Organizational Commitment

Definition: Loyalty and dedication to an organization. Types (Meyer & Allen):

1. Affective (emotional attachment)
2. Continuance (economic need to stay)
3. Normative (moral obligation to stay)

Measured by: Organizational Commitment Questionnaire (OCQ).

Example (Nepal Context):

• Nabil Bank Employees:
  • Affective: "I love working here because of the culture."
  • Continuance: "I stay because of the pension plan."
  • Normative: "I feel guilty leaving after all the training."

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4. Values in Organizations

A. Rokeach’s Value System

Classifies values into:

• Terminal (end goals, e.g., happiness, success)
• Instrumental (means to achieve goals, e.g., honesty, ambition)

Example (Hotel Manager vs. Line Staff):

B. Schwartz’s Value Theory

Proposes 10 motivational types, grouped into 4 quadrants:

Application in HRM:

• Nepalese banks (e.g., Nabil, Global IME) prioritize security and conformity in hiring.
• Startups (e.g., Pathao) value self-direction and stimulation.

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5. Workplace Behavior: How Attitudes Drive Actions

A. Attitude-Behavior Consistency

• Strong attitudes → Predictable behavior (e.g., a satisfied employee helps colleagues).
• Weak attitudes → Unpredictable behavior (e.g., an employee may leave despite high pay).

B. Social Learning Theory (Bandura)

Behavior is learned through observation and imitation (e.g., a new hire mimics their manager’s customer service style).

Example: Kathmandu Traffic Police

• Modeling: Junior officers learn crowd control by observing senior officers.
• Reinforcement: Praise for good behavior → Repeat actions.

C. Cognitive Dissonance (Festinger)

Definition: Mental discomfort when attitudes and behaviors conflict. Reduction strategies:

1. Change attitude (e.g., "I actually like my boring job.")
2. Change behavior (e.g., "I’ll ask for a transfer.")
3. Rationalize (e.g., "The pay is good, so it’s worth it.")

Case Study: NTC Employee Dissonance

• Attitude: "I hate my desk job."
• Behavior: "I keep applying for field roles."
• Outcome: High turnover unless NTC offers career growth.

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6. Managing Attitudes and Values in Hotels

A. Strategies to Improve Job Satisfaction

B. Aligning Values with Organizational Culture

Step-by-Step Process:

Example: Daraz’s "Customer-First" Culture

1. Assess: Survey employees on core values (e.g., speed, reliability).
2. Align: Hire for instrumental values like teamwork and adaptability.
3. Reinforce: Reward employees who demonstrate these values (e.g., bonuses for fast order fulfillment).

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7. Real-World Applications

A. eSewa: Employee Attitudes & Digital Payments

• Challenge: High stress among customer service agents due to complaints about failed transactions.
• Solution:
  • Training on empathy and problem-solving (reduced cognitive dissonance).
  • Recognition for handling difficult calls.
• Result: 20% drop in agent turnover.

B. Ncell: Values-Driven Employee Engagement

• Core Value: "Innovation and Customer Obsession"
• Implementation:
  • Hire for creativity (self-direction value).
  • Reward ideas that improve customer experience.
• Outcome: Employees proactively suggest new services (e.g., Ncell’s "Data Share" feature).

C. Himalayan Java: Job Satisfaction & Guest Experience

• Problem: Baristas felt undervalued despite high guest satisfaction.
• Solution:
  • Introduced "Guest of Honor" program (baristas get tips from happy customers).
  • Monthly feedback sessions with management.
• Result: Guest complaints dropped by 15%, and employee retention improved.

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8. Exam Tip: How to Score Full Marks

1. Define Clearly:
   • Start answers with precise definitions (e.g., "Job satisfaction is a positive emotional state...").
2. Use Models & Theories:
   • Link answers to CAB model, JDI, OCQ, or Schwartz’s values.
   • Example: "According to the Cognitive-Affective-Behavioral model, an employee’s belief (cognitive) that management is unfair leads to anger (affective), resulting in absenteeism (behavioral)."
3. Apply to Real Cases:
   • Nepal examples: Nabil Bank, Himalayan Java, NTC.
   • Global examples: Google’s employee satisfaction programs, Ritz-Carlton’s service values.
4. Compare & Contrast:
   • Use tables to differentiate (e.g., Rokeach vs. Schwartz values).
5. Critical Analysis:
   • Discuss advantages and limitations of theories.
     • Example: "While JDI measures job satisfaction well, it may not capture emotional engagement fully."

Common Mistakes to Avoid:

• ❌ Vague answers (e.g., "Attitudes are important" → Why? Explain with CAB model).
• ❌ Ignoring real-world examples (always tie to Nepalese or global companies).
• ❌ Mixing up theories (e.g., confusing cognitive dissonance with social learning).

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Final Visual Summary: