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Internal factors
. Our attention is drawn to stimuli that match our personality, needs, interests, 
expectations, and so on. If you are hungry, for example, you will pick the smell of food out of a 
mix of aromas. 
(d) 
Fear or trauma
. People are able to avoid seeing things that they 
don't
 
want to see: things that are 
threatening to their security or self-image, or things that are too painful for them. 
A complementary process of 
perceptual organisation
deals with the interpretation of the data which has 
been gathered and filtered. 
1.3 Attitudes 
People develop 
attitudes 
about things based on what they think, what they feel and what they want to 
do about it. Attitudes are formed by perception, experience and personality which in turn are shaped by 
wider social influences. 
Attitudes are our general standpoint on things: the positions we have adopted in regard to particular 
issues, things and people, as we perceive them. 
An
 attitude 
is 'a mental state … exerting a directive or dynamic influence upon the individual's response 
to all objects and situations with which it is related.' 
Attitudes
are thought to contain three basic components. 

Knowledge, beliefs or disbeliefs, perceptions 

Feelings and desires (positive or negative) 

Volition, will or the intention to perform an action 
Behaviour in a work context will be influenced by: 
(a) 
Attitudes to work:
the individual's standpoint on working, work conditions, colleagues, the task, 
the organisation and management 
(b) 
Attitudes at work:
all sorts of attitudes which individuals may have about other people, politics, 
education or religion (among other things), and which they bring with them into the workplace – 
to act on, agree, disagree or discuss 
Positive, negative or neutral attitudes to other workers, or groups of workers, to the various systems and 
operations of the organisation, to learning – or particular training initiatives – to communication or to the 
task itself will obviously influence performance at work.