Attitude does not usually exist in isolation. It is likely, for example, that one’s attitude toward where one works is linked with one’s attitudes toward the work itself, co-workers, the location of the workplace, and so forth. The study explores how satisfied managers are with their organization and also how they perceive HR practices such as scope for advancement, objectivity and rationality, wages and benefits, job characteristics and leadership. The sample consists of 51 executives from the BPO industry having offices in Delhi and the National Capital Region (NCR). Data were collected using an attitudinal survey scale and the results were analyzed with the help of SPSS package using mean score, standard deviation, correlation and regression.

Attitudes can have a significant effect on the behavior of a person at work. In the world of work we are concerned with attitudes toward supervision, pay, benefits, promotion or anything that might trigger positive or negative reactions. Employee sat isfaction and att itudes represent one of the key areas of measur ing organizational effectiveness. This study considers the role of workplace attitudes in influencing an important organizational outcome (company satisfaction).

Allport (1966) defines attitude as “individual mental processes which determine both the actual and potential responses of each person in the social world.” ‘Mental processes’ imply thoughts and feelings towards a concept such as information and communication technology. Allport’s definition also indicates that attitude could determine ‘responses’ or reaction to occurrences around the individual. Such a reaction can be positive or negative.

Although job attitudes are assumed to relate to in-role job performance, research generally has not supported any of the intuitive relationships. Different studies have observed either positive, negative, or no relationships between job attitudes and job performance.

Understanding, predicting, and improving employee behavior are major aspects of a manager’s job. Managers often try to influence work-related attitudes in order to create behavioral changes, and basically rely on moderating variables such as the importance of the attitude, its specificity, its accessibility, whether social pressures exist between attitudes, and whether employees have direct experience with the attitude to impact what employees behaviorally do. This attitude-behavior relationship asserts that attitudes significantly predict behavior by taking the previously mentioned moderating variables into account (Kraus, 1995; Ajzen, 1996 and 2001; and Sutton, 1998). The authors suggested the significance of attitude leading to behavior.

Management Research Journal, Managerial Motivation, BPO Industry, Information and Communication Technology, Organizational Commitment, Social Science Research, BPO Organizations, Organizational Climate, Linear Regression Technique, Company Satisfaction, Management Circles.