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An attitude is a psychological tendency that is expressed by evaluative responses to a particular object. The term psychological tendency refers to an internal state that may last only a short time or be quite enduring.

This entry discusses attitudes and their impact on salient organizational behaviors. First, the attitude construct is defined, recognizing its uniqueness and distinguishing it from related, but essentially different, constructs. Next, theories regarding how attitudes are formed and changed are addressed. Then, some of the functions attitudes perform in organizations are examined. Finally, ongoing debates in attitude research and strategies for broadening the study of attitudes in organizational behavior are presented.

Conceptual Overview

The essential element of the attitude construct is its evaluative nature. An attitude is an assignment of a positive or negative evaluation to a given attitude object; the individual's evaluative response (e.g., liking or disliking) to the object indicates the nature of the attitude. Further, the evaluative function of the attitude construct differentiates it from related, but distinct, constructs. For example, moods (or feeling states) are broader than attitudes in that they elicit evaluations that are not limited to a specific object. The tendency to evaluate a particular attitude object in a roughly consistent manner uniquely defines the attitude construct.

Before turning attention to attitude formation, an ongoing debate regarding the conceptualization of the attitude construct is addressed. The literature appears to be divided into two main camps. The first, the attitudinal components view, is driven by the notion that attitudes are multidimensional, consisting of affective, cognitive, and behavioral components (or feeling, thought, and action, respectively). The other conceptualization, adopted here, is the latent process view, which describes attitudes as global evaluations. Both the components and process views see attitudes as eliciting affective, cognitive, and behavioral responses and being shaped by affective, cognitive, and behavioral sources. The latent process view, however, focuses on the cognitive processes whereby an attitude is activated by a stimulus, retrieved from memory, and elicits a response.

Formation

Attitude formation is the process of assigning an evaluation to an attitude object, or set of objects. This evaluation varies in intensity from strong to weak. The cognitive source of attitude formation primarily is construed of as a learning process by which an individual gains direct or indirect experience with an attitude object, and thereby forms a belief about the object. The positive or negative nature of the belief is the basis upon which an attitude is formed. For example, an employee may learn that a company policy is unfair to female employees. This belief is generally perceived as negative because people should not be treated unfairly, and, consequently, the individual would form a negative attitude toward the policy.

Affective sources of attitude formation take the form of associations between objects and feelings (e.g., happy or sad). The attitude results from repeated associations between the object and these positive or negative feelings. The behavioral source of attitude formation stems from the tendency for individuals to seek consistency among their thoughts, feelings, and actions. Thus, people retrospectively form attitudes that are consistent with their past behaviors.

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