“Does Behavior Always Follow from Attitudes? Why or Why Not? Discuss the Factors That Affect Whether Behavioral Follows from Attitude and Are It Different in the Asian Context."

Topics: Geert Hofstede, Cognitive dissonance, Leon Festinger Pages: 8 (2749 words) Published: August 19, 2010
In the world that we live in today, every individual is very unique. Their life style, hobbies, interests, likes and dislikes and many other characteristics, the way they portrait it is very differently, even each and everyone in a family will also have different characters or personality. The behavior of a person is hard to be predict if we do not understand them. So what we need to do to understand more about a person’s behavior is to study their thoughts. By understanding it, we may know their attitude, and can predict the behavior of peoples. It help us to gain a greater understanding of those factors that influence individual and group dynamics in an organizational setting so that individuals and the groups and organizations to which they belong may become more efficient and effective. The factors that may influence organizational includes individuals and group behaviour. Quite some of the research on organizational behavior is ultimately aimed at providing human resource management professionals with the information and tools they need to select, train, and retain employees in a fashion that yields maximum benefit for the individual employee as well as for the organization.

Organizations today are facing challenges that comes from their employees. That is the behaviour of their employees. The organizations want to have more understanding of their employees, so that can predict their behaviour. Besides, organizations also try to change their employees’ mind set into more positive side. By doing this, it will increase the efficiency and effectiveness of the employees and this will bring benefit to the organizations. By understanding this, we will be able to improve the employees’ satisfaction in organization and meet the requirement of the organizations as well.

Attitude can be defined as a predisposition to respond to a stimulus, that is something in a person’s environment such as an event, thing, place, or another person, in a positive or negative way (M. Fishbein, I. Ajzen, 1975). For example, when we speak of a positive job attitude, we mean that the person involved tend to have pleasant internal feelings when they think about their jobs. Attitudes can be see as a favorable or unfavorable evaluation reaction toward something or someone exhibited in one’s beliefs, feelings, or intended behavior. Sometimes people refers its as the ABC’s of attitudes, that is affection, behavioral, and cognitive. An affective component includes beliefs and knowledge about and evaluations of the stimulus. The affective component refers to our feelings, the emotional part of the attitude. Finally, an attitude’s behavioral component is the inclination to behave in a certain way as a response to one’s feelings and cognitions. In a workplace, a person’s attitudes are very important determinant of performance related behaviors, such as the quantity and quality of output, organizational commitment, absenteeism, turnover, and a host fo other important outcomes. On general level, a person’s attitudes influence that individual to act in a particular way (J. Cooper, R.T Croyle, 1984). Of course, whether an attitude actually produces a particular behavior depends on a number of factors such as family and peer pressures, past and present work experiences, and group norms. For instance, people may dislike what they are doing but hold back their effort because of a lack of perceived rewards or pressure from co-workers. In this example, an employee didn’t get a promotion he thought he deserved; a coworker got it instead. The employee’s attitude toward his supervisor is illustrated as follows: cognition (the employee though he deserved the promotion), affect (the employee strongly dislikes his supervisor), and behavior (the employee is looking for another job). As we previously noted, although we often think that cognition causes affect then causes behavior, in reality these components are often difficult to separate.

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References: 1. George A. Milite, 2001, Festinger, Leon(1919-1989), viewed 1 August 2010,< http://findarticles.com/p/articles/mi_g2699/is_0004/ai_2699000466/?tag=content;col1>
2. FESTINGER, Leon, 1957, A theory of Cognitive Dissonance. Evanston, Ill: Row Peterson.
3. A.F Buono, J.L.Bowditch, 2003, The Human Side of Mergers and Acquisitions: Managing Collisions between People, Cultures, and Organizations, Beard Books, Washington, D.C.
4. G. Hofstefe, 1980, Culture’s Consequences: International Differences in Work-Related Values, Beverly Hills, CA: Sage.
5. W.J. McGuire, 1966, Cognitive Consistency: Motivation Antecedents and Behavioral Consequences, in S. Feldma, New York.
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7. J. Cooper, R.T. Croyle, 1984, Attitude and Attitude Change, Random House, New York.
8. M. Fishbein, I. Ajzen, 1975, Belief, Attitudem Intention, and Behavior: An Introduction to Theory and Research, MA: Addison, Wesley.
9. G. Hofstede, 1991, Cultures and Organizations: Software of the Mind, McGraw-Hill, New York.
10. L. Festinger, 1957, A Theory of Cognitive Dissonance, Stanford University Press, Stanford, CA.
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