The theory of cognitive dissonance has been widely researched in a number of situations to develop the basic idea in more detail, and various factors have been identified which may be important in attitude change. One of the features that distinguished cognitive dissonance theory from other consistency theories was the concept of dissonance magnitude. The magnitude of dissonance depends on the number and importance of cognitions that the person experiences a consonance or dissonance with. The total tension of a dissonance is the proportion of the inconsistent cognitions to the consistent cognitions that one has, each weighted by its importance.
Equity Ratios and Attribution of Outcomes
Given the number of possible regulation strategies, assessing only one of them limits the conclusion that can be drawn. For instance, the absence of use of a single strategy does not suggest that no regulation has occurred through others, even more as we know very little about what influence the choice of a strategy (Weick, 1965; McGrath, 2017; Vaidis and Bran, 2018). Hence, a serious assessment of regulation strategies that avoid false negatives would have to include all possibilities. Because it is difficult to predict which strategy will be used, it seems unreliable to postulate the existence of CDS and its magnitude on the sole basis of the use of a regulation strategy.
Expectancy Theory of Motivation
- It would help the field if data were collected with fully informed standardized designs and were accessible, thus allowing researchers to reach a sufficient amount of observations to fully understand the process.
- Research studies have consistently shown that organizations that prioritize fairness and equity experience lower turnover rates, greater employee loyalty, and enhanced performance across all levels.
- When employees perceive that their inputs (effort, time, skills) match the outcomes they receive (compensation, recognition), a state of equity is achieved.
- We could, of course, spend years of effort into achieving something which turns out to be a load of rubbish and then, in order to avoid the dissonance that produces, try to convince ourselves that we didn’t really spend years of effort or that the effort was really quite enjoyable, or that it wasn’t really a lot of effort.
Based on this intellectual tradition, Festinger was able to predict the magnitude of dissonance in different situations. The dissonance model is one of the few models to suggest a general base for human functioning, but regrettably there is a lack of connection with other fields. The overspecialization of its operationalization and its historically restricting paradigms could have explained part of this side-lining (e.g., Aronson, 1992; Swann, 1992).
Forced Compliance Behavior
In this case, the most plausible explanation is that equality (i.e., balance in outcomes) rather than equity was more salient in participants’ responses concerning the level of injustice in conditions of disproportionality. Organisational studies researchers have also applied cognitive dissonance theory to examine many issues, such as, emotional labour in the workplace (Bhave & Glomb, 2016), team dissonance (Stoverink et al., 2014), information search for decision making (Jonas & Frey, 2003) and employee job change (Boswell, Boudreau & Tichy, 2005). A review of cognitive dissonance theory at the organisation level was also conducted to integrate the relevant knowledge that was published from 2000 to 2016 (Hinojosa et al., 2017). The review revealed that most of the related studies focused on a specific stage rather than the whole process of cognitive dissonance, with the least coverage on the motivation phase.
- It underscores the need for a nuanced understanding of individual differences when interpreting equity perceptions and designing interventions to address inequities.
- For instance, while the required involvement of the self has been an important suggestion for the theory (e.g., Aronson, 1969, 1992; Steele and Liu, 1983), its role has then been considered as a potential moderator (Stone and Cooper, 2001), and even of secondary importance (e.g., Egan et al., 2007; Proulx et al., 2012).
- Employees often make a distinction between elements they can control, such as punctuality and communication skills, and those that are beyond their control, like the level of training provided by the employer or their years of service in the company.
- For instance, the Meaning Maintenance Model (MMM; Heine et al., 2006; Proulx and Inzlicht, 2012) is a proposal for such merging.
Attribution and Evaluation in Exchange: Two Distinct Cognitive Processes
Additionally, a large part of the studies examining the nature of dissonance rely on a manipulation of choice instead of inconsistency, which could partially bias the conclusions. The specificity of elicited emotions, valence or action tendencies could depend on the task, but also on the operationalization and on the design, and one could hypothesize either that the specific state or regulation of it could stem from the specificity of the induction. So in addition to a better operationalization cognitive dissonance addiction and a better measurement instrument, we also call for better standardization. Among the major theories in psychology, Cognitive Dissonance Theory (CDT; Festinger, 1957) holds a honorable position (Haggbloom et al., 2002; Devine and Brodish, 2003; Gawronski and Strack, 2012; Kruglanski et al., 2018). For more than six decades, CDT suggests that cognitive inconsistency leads to a motivational state that promotes regulation, which comes mainly through a change of opinions or behaviors.
- When it comes to gauging their level of motivation and job satisfaction, employees often compare their own input-output balance to that of their co-workers.
- One can acknowledge the impressive contribution of this theory to psychology, but one cannot avoid recognizing that many critical questions remain and many methodological deficiencies are obviously present.
- Organizations that prioritize equity and fairness in their policies and practices are more likely to have higher employee morale, leading to a more engaged and dedicated workforce.
- Equity theory specifically argues that resources should be used in a way so that inputs and outcomes of an exchange process are proportional.