Managers should be interested in their employees’ attitudes because they give warnings of potential problems and influence behaviours. Evidence suggests that managers efforts to improve employee attitudes will increase organisational productivity bring positive outcomes e.g. citizenship behaviour. Components: 1) Cognitive à An opinion or belief about the way things are 2) Affective àThe emotion or feeling – how does cognitive make you feel. 3) Behavioural àThe intention to behave in a certain way (impacted by cognitive and affective) A cognitive dissonance occurs when there is an incompatibility between these components. An individual will seek to rectify this gap and achieve consistency by: altering the way you behave or feel. E.g. believing you are to honour your parents but you are angry with them – one of the feelings or behaviours must change. Which one we alter will depend on: • The importance of different elements • E.g. believe in saving money but want to buy nice things is an incompatibility. Lifestyle circumstances will cause you to move between e.g. want to save for a house or have excess spending money. • The degree of control • E.g. Forced to move out vs choosing to move out. • Rewards involved • Delayed vs instant gratification May also be impacted by moderating variables e.g. importance of cogniti