1
Organisational
psychology
Laura C. | Tilburg University
, 2
Work-related attitudes ................................................................................................................ 3
Emotions at work ..................................................................................................................... 12
Decision making ...................................................................................................................... 24
Job performance ....................................................................................................................... 39
Teams ....................................................................................................................................... 42
Leadership ................................................................................................................................ 58
Organizational justice .............................................................................................................. 76
Organizational structure and culture ........................................................................................ 83
Change management and communication ............................................................................. 107
Technostress ........................................................................................................................... 117
Telecommuting and new ways of working ............................................................................ 120
Laura C. | Tilburg University
, 3
WORK-RELATED ATTITUDES
Robbins, S. P., & Judge, T. (2022). Attitudes and Job Satisfaction. In Robbins, S. P., &
Judge, T. (Eds.), Organizational behavior (updated 18th ed.) (pp. 106-133). Pearson
Education Limited. (Chapter 3)
Attitudes
- attitudes are evaluative statements—either favourable or unfavourable—about
objects, people, or events; they reflect how we feel about something
- attitudes are complex constructs that encompass three components: cognition, affect,
and behaviour
the cognitive component represents beliefs or perceptions (e.g., "My pay is low")
the affective component reflects emotional reactions (e.g., "I am angry about my pay")
the behavioural component signifies the intention to act (e.g., "I will find a better-paying
job")
these components, often referred to as the "ABCs of attitudes", are interconnected
and help explain the relationship between attitudes and behaviour
e.g.: an employee denied a promotion may develop negative feelings toward their
supervisor based on their belief they deserved the promotion, which could lead to behavioural
responses such as complaints or job-seeking actions
- attitudes are particularly significant in organizational contexts because they
influence employee commitment and retention; research from the Netherlands suggests that
Laura C. | Tilburg University
, 4
cognitive and behavioural aspects of attitudes can shape emotional responses, although these
components are often difficult to separate
____
attitudes- evaluative statements or judgments concerning objects, people, or events.
cognitive component-t the opinion or belief segment of an attitude.
affective component- the emotional or feeling segment of an attitude.
behavioural component- an intention to behave in a certain way toward someone or
something.
Attitudes and Behaviour
- early research on attitudes assumed that they were causally related to behaviour— that
is, the attitudes people hold determine what they do; however, one researcher—Leon
Festinger—argued that attitudes follow behaviour; other researchers have agreed that
attitudes predict future behaviour
- cases of attitude following behaviour illustrate the effects of cognitive dissonance,
contradictions individuals might perceive between their attitudes and their behaviour;
people seek consistency between their attitudes and behaviours and may adjust either
or rationalize discrepancies to reduce this discomfort (any form of inconsistency is
uncomfortable, and individuals therefore attempt to reduce or minimize it)
e.g.: workers facing emotionally challenging events can improve their attitudes by sharing
their experiences with colleagues, aligning attitudes with behavioural expectations
- no individual can avoid dissonance; the desire to reduce dissonance depends on three
factors:
the importance of the conflicting elements
their perceived control over the situation
the rewards associated with the behaviour (higher rewards can lessen the tension of
dissonance, making it more tolerable)
- individuals are particularly driven to resolve dissonance when the attitudes are
important or the dissonance is perceived as controllable
- the most powerful moderators of the attitude–behaviour relationship are:
the importance of the attitude
its correspondence to behaviour
its accessibility
the presence of social pressures
whether a person has direct experience with the attitude
____
cognitive dissonance- Any incompatibility between two or more attitudes or between
behaviour and attitudes.
Laura C. | Tilburg University
Organisational
psychology
Laura C. | Tilburg University
, 2
Work-related attitudes ................................................................................................................ 3
Emotions at work ..................................................................................................................... 12
Decision making ...................................................................................................................... 24
Job performance ....................................................................................................................... 39
Teams ....................................................................................................................................... 42
Leadership ................................................................................................................................ 58
Organizational justice .............................................................................................................. 76
Organizational structure and culture ........................................................................................ 83
Change management and communication ............................................................................. 107
Technostress ........................................................................................................................... 117
Telecommuting and new ways of working ............................................................................ 120
Laura C. | Tilburg University
, 3
WORK-RELATED ATTITUDES
Robbins, S. P., & Judge, T. (2022). Attitudes and Job Satisfaction. In Robbins, S. P., &
Judge, T. (Eds.), Organizational behavior (updated 18th ed.) (pp. 106-133). Pearson
Education Limited. (Chapter 3)
Attitudes
- attitudes are evaluative statements—either favourable or unfavourable—about
objects, people, or events; they reflect how we feel about something
- attitudes are complex constructs that encompass three components: cognition, affect,
and behaviour
the cognitive component represents beliefs or perceptions (e.g., "My pay is low")
the affective component reflects emotional reactions (e.g., "I am angry about my pay")
the behavioural component signifies the intention to act (e.g., "I will find a better-paying
job")
these components, often referred to as the "ABCs of attitudes", are interconnected
and help explain the relationship between attitudes and behaviour
e.g.: an employee denied a promotion may develop negative feelings toward their
supervisor based on their belief they deserved the promotion, which could lead to behavioural
responses such as complaints or job-seeking actions
- attitudes are particularly significant in organizational contexts because they
influence employee commitment and retention; research from the Netherlands suggests that
Laura C. | Tilburg University
, 4
cognitive and behavioural aspects of attitudes can shape emotional responses, although these
components are often difficult to separate
____
attitudes- evaluative statements or judgments concerning objects, people, or events.
cognitive component-t the opinion or belief segment of an attitude.
affective component- the emotional or feeling segment of an attitude.
behavioural component- an intention to behave in a certain way toward someone or
something.
Attitudes and Behaviour
- early research on attitudes assumed that they were causally related to behaviour— that
is, the attitudes people hold determine what they do; however, one researcher—Leon
Festinger—argued that attitudes follow behaviour; other researchers have agreed that
attitudes predict future behaviour
- cases of attitude following behaviour illustrate the effects of cognitive dissonance,
contradictions individuals might perceive between their attitudes and their behaviour;
people seek consistency between their attitudes and behaviours and may adjust either
or rationalize discrepancies to reduce this discomfort (any form of inconsistency is
uncomfortable, and individuals therefore attempt to reduce or minimize it)
e.g.: workers facing emotionally challenging events can improve their attitudes by sharing
their experiences with colleagues, aligning attitudes with behavioural expectations
- no individual can avoid dissonance; the desire to reduce dissonance depends on three
factors:
the importance of the conflicting elements
their perceived control over the situation
the rewards associated with the behaviour (higher rewards can lessen the tension of
dissonance, making it more tolerable)
- individuals are particularly driven to resolve dissonance when the attitudes are
important or the dissonance is perceived as controllable
- the most powerful moderators of the attitude–behaviour relationship are:
the importance of the attitude
its correspondence to behaviour
its accessibility
the presence of social pressures
whether a person has direct experience with the attitude
____
cognitive dissonance- Any incompatibility between two or more attitudes or between
behaviour and attitudes.
Laura C. | Tilburg University
