1.1. Values and attitudes are important because people enter the organisation/work group with
value systems that might not be congruent with the values associated with the organisation/
group.
1.1.1. Define the three components of an attitude according to industrial psychology . (3)
1.1.2 Provide an example of the above-mentioned components as they relate to 5 people who may be in a group. (3)
1.2. During the adjourning stage, the team leader should reflect on the group’s experience and
effectiveness. Therefore, the team leader decided to review members’ satisfaction and
commitment.
1.2.1. Describe the following terms (Include an in text citation, not the prescribed textbook):
1.2.1.1. Job satisfaction (2)
1.2.1.2. Organisational commitment (4)
1.2.2. Evaluate the level of satisfaction that might be there in the group and provide examples to validate the answer.
(3)
1.2.3.As they Interview one another what could be identified from each member's type of commitment to the group. Validate
the answer with practical examples. (4)
Hint: Lerato (normative commitment): She believes that she has no choice but to work with us
and that this is the only thing that can help her pass the module.
1.3. There are numerous value orientations that are intrinsic in each individual’s personality and
have an impact on employee motivation.
1.3.1. Identify each group member’s value orientation and provide relevant examples that support the chosen orientation. (5)
Hint: Thato is a religious person; she always wants us to start the meetings with a prayer, as
she believes that God provides the wisdom to work effectively
and make good decisions.
1.1. To define the three components of an attitude according to industrial psychology, we can break it down as follows:
1) Cognitive Component: This component refers to the thoughts and beliefs associated with an attitude. It involves the individual's knowledge and understanding about a particular subject. For example, if we consider the attitude towards teamwork, the cognitive component may include thoughts such as "Collaboration leads to better outcomes" or "Working together helps in leveraging different strengths."
2) Affective Component: This component relates to the emotional aspect of an attitude. It involves the individual's feelings and emotions associated with a particular subject. In the context of teamwork, the affective component may include emotions such as enthusiasm, enjoyment, or frustration when working collaboratively.
3) Behavioral Component: This component focuses on observable behaviors that stem from an attitude. It involves the actions and intentions of an individual related to a particular subject. In the case of teamwork, the behavioral component may involve actions such as actively participating in group discussions, sharing ideas, or cooperating with team members.
1.1.2. Now, let's consider five people who may be in a group and provide examples of the components of their attitudes towards teamwork:
1) Jane (Cognitive Component): Jane believes that teamwork leads to increased creativity and problem-solving capabilities. She is well-informed about the benefits of collaboration and actively seeks opportunities to work in teams.
2) John (Affective Component): John feels a sense of satisfaction and fulfillment when working in a team. He enjoys the camaraderie and the shared sense of achievement that comes from working together towards a common goal.
3) Sarah (Behavioral Component): Sarah consistently exhibits behaviors that demonstrate her positive attitude towards teamwork. She actively contributes in team meetings, listens to others' opinions, and supports her team members in achieving their objectives.
4) Mark (Cognitive Component): Mark holds a negative belief about teamwork due to past negative experiences. He thinks that working alone is more efficient and productive than collaborating with others.
5) Lisa (Affective Component): Lisa experiences anxiety and discomfort when working in a team. She finds it challenging to trust others, which hinders her ability to fully engage in collaborative efforts.
1.2.1.1. Job satisfaction refers to an individual's overall positive or negative evaluation of their job and work experience. It is influenced by factors such as the nature of the work, relationships with colleagues and superiors, opportunities for growth, and work-life balance (Robbins & Judge, 2019).
1.2.1.2. Organizational commitment refers to an individual's emotional attachment and loyalty to the organization they work for. It involves a sense of identification with the goals and values of the organization and a willingness to invest effort and remain a member of the organization (Robbins & Judge, 2019).
1.2.2. To evaluate the level of satisfaction in the group, you can consider factors such as:
- The overall mood and attitude of the group members during interactions and discussions related to their work.
- Direct feedback or surveys specifically asking about their satisfaction levels.
- The frequency and nature of complaints or concerns expressed by the group members.
- The level of enthusiasm and engagement displayed by the group members when working on projects or tasks.
For example, if the group members frequently express positive emotions, provide suggestions for improvement rather than complaints, and actively participate in team activities, it suggests a higher level of satisfaction. Conversely, if there is frequent discontent, lack of engagement, or high turnover within the group, it indicates lower satisfaction levels.
1.2.3. When interviewing each group member to identify their type of commitment to the group, you can look for indicators such as:
- Their level of emotional attachment and identification with the group's goals and values.
- Their willingness to invest time and effort in achieving the group's objectives.
- Their intention to remain a member of the group in the long term.
Practical examples to validate the answer can be:
- Lerato (normative commitment): As mentioned in the hint, Lerato believes she has no choice but to work with the group and sees it as the only way to pass the module. This suggests a sense of obligation and a commitment driven by external factors.
- Other examples may include:
- Themba (affective commitment): He expresses strong emotional attachment and loyalty to the group, genuinely caring about the group's success and the well-being of its members.
- Tumi (continuance commitment): She may feel committed to the group because leaving it would have negative consequences, such as losing social connections or jeopardizing her professional reputation.
1.3.1. To identify each group member's value orientation, consider their intrinsic value systems and how it affects their motivation. Here's an example:
- Thato (religious orientation): Thato values her religious beliefs and incorporates them into her work life. As mentioned in the hint, she always wants meetings to start with a prayer to seek wisdom from God. This religious orientation influences her motivation by providing a sense of purpose and guidance in her work.
- Other examples may include:
- Sipho (achievement orientation): Sipho values personal growth and achievement. He is motivated by challenging goals and opportunities for advancement.
- Nomsa (altruistic orientation): Nomsa values helping others and making a positive impact. She is motivated by opportunities to contribute to the well-being of others.
- Themba (collaboration orientation): Themba values teamwork and cooperation. He is motivated by opportunities to work closely with others and leverage collective strengths.
By understanding each group member's value orientation, you can tailor motivational strategies and create an environment that aligns with their individual values.
1.1.1. The three components of an attitude according to industrial psychology are:
1. Cognitive Component: This component refers to the beliefs, thoughts, and knowledge that a person has about a particular object, person, or situation. For example, a person may believe that punctuality is an important value in the workplace.
2. Affective Component: This component refers to the emotional or feeling aspect of an attitude. It reflects the individual's emotional response towards the object, person, or situation. For example, a person may feel positive emotions towards teamwork and collaboration.
3. Behavioral Component: This component relates to the actions or behaviors that are influenced by an attitude. It is how an individual behaves or intends to behave based on their attitude towards something. For example, a person who values honesty may always speak truthfully in the workplace.
1.1.2. Examples of the above-mentioned components as they relate to 5 people in a group:
1. John has a cognitive component of attitude, as he believes that hard work and determination are essential for success.
2. Mary has an affective component of attitude, as she enjoys working in a team and feels motivated when collaborating with others.
3. Sarah has a behavioral component of attitude, as she consistently practices punctuality and expects the same from others.
4. Michael has a cognitive component of attitude, as he believes that creativity and innovation bring about positive change in the workplace.
5. Lisa has an affective component of attitude, as she feels a sense of pride and accomplishment when achieving her goals.
1.2.1.1. Job satisfaction is the pleasurable or positive emotional state that an individual experiences when their job or work situation meets their expectations and needs. It is determined by various factors such as work conditions, compensation, relationships with colleagues, and opportunities for growth and development (Robbins, Judge & Odendaal, 2013).
1.2.1.2. Organizational commitment refers to an individual's emotional attachment or loyalty towards their organization. It involves their belief in and acceptance of the organization's goals and values, as well as their willingness to exert effort for the organization's success. There are three types of organizational commitment: affective commitment, continuance commitment, and normative commitment (Robbins, Judge & Odendaal, 2013).
1.2.2. The level of satisfaction in the group can vary depending on individual experiences and perceptions. Some examples of satisfaction that might be present in the group include:
- John is satisfied with his job because he feels that it provides him with opportunities for growth and learning.
- Mary is satisfied with the group dynamics and teamwork because she feels supported and valued by her colleagues.
- Sarah is satisfied with her job because she receives recognition and rewards for her hard work.
- Michael is satisfied with the organization because it aligns with his values of innovation and creativity.
- Lisa is satisfied with her job because it allows her to achieve her goals and make a positive impact.
1.2.3. During the interview, the type of commitment that can be identified from each member can be as follows:
- Lerato's commitment can be identified as normative commitment because she believes that she has no choice but to work with the group. She feels obligated to continue working with the group because it is necessary to pass the module.
- John's commitment can be identified as affective commitment because he feels emotionally attached and loyal to the group. He genuinely enjoys working with the group and believes in its goals.
- Mary's commitment can also be identified as affective commitment because she feels a strong emotional connection and loyalty towards the group. She values teamwork and collaboration.
- Sarah's commitment can be identified as continuance commitment because she feels compelled to continue working with the group due to perceived costs associated with leaving, such as loss of benefits or relationships.
- Michael's commitment can be identified as affective commitment because he feels emotionally attached to the group and believes in its vision of creativity and innovation.
These examples illustrate different types of commitment exhibited by group members.