EMPLOYEE ATTITUDES EMPLOYEE ATTITUDES

& &

THEIR EFFECTSTHEIR EFFECTS

CHAPTER 9CHAPTER 9

CHAPTER OBJECTIVESCHAPTER OBJECTIVES

• The Nature of Attitudes and Job SatisfactionThe Nature of Attitudes and Job Satisfaction

• The Relationship between Performance and SatisfactionThe Relationship between Performance and Satisfaction

• Job Involvement and Organizational CommitmentJob Involvement and Organizational Commitment

• Some Positive and Negative Effects of Employee AttitudesSome Positive and Negative Effects of Employee Attitudes

• Organizational Citizenship BehaviorsOrganizational Citizenship Behaviors

• Benefits of Studying Employee AttitudesBenefits of Studying Employee Attitudes

• Design and Use of Job Satisfaction SurveysDesign and Use of Job Satisfaction Surveys

• AttitudesAttitudes are the feelings and benefits that largely are the feelings and benefits that largely determine how employees will perceive their environment.determine how employees will perceive their environment.

• People differ in their personal dispositions as they enter People differ in their personal dispositions as they enter organizations.organizations.o Some people have Some people have positive affectivity positive affectivity ;;

optimistic,optimistic, upbeat, cheerful and courteous.upbeat, cheerful and courteous.o Some have Some have negative affectivity negative affectivity ;;

pessimistic, downbeat, irritable, abrasive.pessimistic, downbeat, irritable, abrasive.

• Key employee attitudes are Key employee attitudes are job satisfactionjob satisfaction, , job job involvementinvolvement, , organizational commitmentorganizational commitment and positive and positive work work moodmood..

THE NATURE OF EMPLOYEE ATTITUDESTHE NATURE OF EMPLOYEE ATTITUDES

Job SatisfactionJob Satisfaction

• ElementsElements Job Satisfaction Job Satisfaction is a set of favorable or is a set of favorable or unfavorable feelings and emotions with which employees unfavorable feelings and emotions with which employees view their work. It is an affective attitude.view their work. It is an affective attitude.

• AttitudesAttitudes consist of feelings, thoughts and intensions to act. consist of feelings, thoughts and intensions to act.

An employee may say ;An employee may say ;o ““I enjoy having a variety of tasks to dI enjoy having a variety of tasks to do” o” feelings feelingso ““My work is quite complexMy work is quite complex” ”

thoughtsthoughtso ““I plan to quit this job in three monthsI plan to quit this job in three months” ”

intensionsintensions

Job SatisfactionJob Satisfaction

• Individual FocusIndividual Focus

Job Satisfaction typically refers to the attitudes of a single Job Satisfaction typically refers to the attitudes of a single employee.employee.

When assessments of individual satisfaction are averaged When assessments of individual satisfaction are averaged across all members of a work unit, the general term used to across all members of a work unit, the general term used to describe overall group satisfaction is describe overall group satisfaction is moralemorale..

Group morale Group morale is especially important to monitor since is especially important to monitor since individuals often take their social cues from their work individuals often take their social cues from their work associates and adapt their own attitudes to conform to associates and adapt their own attitudes to conform to those of the group.those of the group.

Job SatisfactionJob Satisfaction• Overall or Multidimensional?Overall or Multidimensional?

If job satisfaction is viewed only as an If job satisfaction is viewed only as an overalloverall attitude, attitude, managers may miss seeing some key hidden exceptions as managers may miss seeing some key hidden exceptions as they assess an employee’s overall satisfaction.they assess an employee’s overall satisfaction.

Although an employee’s general job satisfaction may be Although an employee’s general job satisfaction may be high, he may be dissatisfied with his vacation schedule.high, he may be dissatisfied with his vacation schedule.

Job satisfaction studies focus on various parts that are Job satisfaction studies focus on various parts that are believed to be important. Including ;believed to be important. Including ;

o PayPayo One’s supervisorOne’s supervisoro The nature of tasks performedThe nature of tasks performedo An employee’s coworkers or teamAn employee’s coworkers or teamo Immediate working conditionsImmediate working conditions

Therefore job satisfaction is best viewed as being Therefore job satisfaction is best viewed as being multidimensionalmultidimensional..

Job SatisfactionJob Satisfaction

• Stability of Job SatisfactionStability of Job Satisfactiono Attitudes are acquired over a long period of time.Attitudes are acquired over a long period of time.o Job satisfaction or dissatisfaction emerges as an Job satisfaction or dissatisfaction emerges as an

employee gains more and more information about the employee gains more and more information about the workplace.workplace.

o Job satisfaction is dynamic, it can decline more quickly Job satisfaction is dynamic, it can decline more quickly than it develops.than it develops.

o Employee needs may fluctuate suddenly.Employee needs may fluctuate suddenly.

Therefore managers need to pay attention to employee Therefore managers need to pay attention to employee attitudesattitudes at allat all times.times.

Job SatisfactionJob Satisfaction

• Environmental ImpactEnvironmental Impact

Job satisfaction is part of life satisfaction. The nature of a Job satisfaction is part of life satisfaction. The nature of a worker’s environment off the job indirectly influences his or worker’s environment off the job indirectly influences his or her feelings on the job.her feelings on the job. Since a job is an important part of Since a job is an important part of life for many workers, job satisfaction influences general life life for many workers, job satisfaction influences general life satisfaction.satisfaction. The result is that there is a The result is that there is a spillover effect spillover effect that that occurs in both directions between job and life satisfaction. occurs in both directions between job and life satisfaction.

Consequently, managers need to monitor employee’s Consequently, managers need to monitor employee’s attitudes toward other parts of life.attitudes toward other parts of life.

Job SatisfactionJob Satisfaction

Job Family

LeisurePolitics

Religion

Some related elements of life satisfaction

Job SatisfactionJob Satisfaction

• Level of Job Satisfaction Level of Job Satisfaction Level of job satisfaction across groups is not constant, but it is Level of job satisfaction across groups is not constant, but it is related to a number of variables. The key variables revolve around related to a number of variables. The key variables revolve around ageage, , occupational level occupational level and and organizational sizeorganizational size..

As workers grow As workers grow olderolder, they initially tend to be slightly more , they initially tend to be slightly more satisfied with their jobs. They lower their expectations to more satisfied with their jobs. They lower their expectations to more realistic levels and adjust themselves better to their work realistic levels and adjust themselves better to their work situations. Later, their satisfaction may suffer as promotions are situations. Later, their satisfaction may suffer as promotions are less frequently and they face the realities of retirement.less frequently and they face the realities of retirement.

People with People with higher-level occupationshigher-level occupations tend to be more satisfied tend to be more satisfied with their jobs since they are usually better paid, have better with their jobs since they are usually better paid, have better working conditions and hold jobs that make fuller use of their working conditions and hold jobs that make fuller use of their abilities.abilities.

Levels of job satisfaction are higher in Levels of job satisfaction are higher in smaller organizational unitssmaller organizational units. . Personal closeness, friendship, small-group teamwork are Personal closeness, friendship, small-group teamwork are important aspects.important aspects.

Job InvolvementJob Involvement

• Job Involvement Job Involvement is the degree to which employees is the degree to which employees immerse themselves in their jobs, invest time and immerse themselves in their jobs, invest time and energy in them, and view work as a central part of energy in them, and view work as a central part of their overall lives.their overall lives.

• Job-involved employees are likely to believe in the Job-involved employees are likely to believe in the work ethic, enjoy participating in decision making and work ethic, enjoy participating in decision making and work long hours. They also will attempt to be high work long hours. They also will attempt to be high performers.performers.

Organizational CommitmentOrganizational Commitment

• Organizational commitment Organizational commitment or or employee loyaltyemployee loyalty, is the degree to , is the degree to which an employee identifies with the organization and wants to which an employee identifies with the organization and wants to continue actively participating in it.continue actively participating in it.

• It is a measure of the employee’s willingness to remain with a firm in It is a measure of the employee’s willingness to remain with a firm in the future. It often reflects the employee’s belief in the mission and the future. It often reflects the employee’s belief in the mission and goals of the firm, willingness to expend effort in their goals of the firm, willingness to expend effort in their accomplishment. accomplishment.

• Commitment is usually stronger among long term employees.Commitment is usually stronger among long term employees.

• Committed employees have good attendance records, demonstrate Committed employees have good attendance records, demonstrate a willing adherence to company policies and have lower turnover a willing adherence to company policies and have lower turnover rates.rates.

Work MoodsWork Moods

• Employees have feelings about their jobs that are highly Employees have feelings about their jobs that are highly dynamic ; they can change within a day, hour or minute. These dynamic ; they can change within a day, hour or minute. These variable attitudes toward their jobs are called variable attitudes toward their jobs are called work moodswork moods..

• Ranging from negative to positive and from weak to strong Ranging from negative to positive and from weak to strong and intense.and intense.

““I hate this task” “I’m excited by this new challenge”I hate this task” “I’m excited by this new challenge”

• When workers experience strongly positive work moods, it is When workers experience strongly positive work moods, it is often visible in terms of their often visible in terms of their energyenergy, , activityactivity and and enthusiasmenthusiasm. .

• Result in closer attention to customer service, Result in closer attention to customer service, lower lower absenteeismabsenteeism, , greater creativitygreater creativity and and interpersonal cooperationinterpersonal cooperation..

• Directly affected by managerial actions such as sharing praise, Directly affected by managerial actions such as sharing praise, creating an atmosphere filled with occasional fun, humor and creating an atmosphere filled with occasional fun, humor and levity, providing a workspace filled with pleasant surroundings levity, providing a workspace filled with pleasant surroundings and reasonable amount of social interactions.and reasonable amount of social interactions.

EFFECTS OF EMPLOYEE ATTITUDESEFFECTS OF EMPLOYEE ATTITUDES• Dissatisfied employees may engage in Dissatisfied employees may engage in psychological psychological

withdrawalwithdrawal, , physical withdrawalphysical withdrawal or even overt acts of or even overt acts of aggressionaggression and retaliation for presumed wrongs. and retaliation for presumed wrongs.o Psychological withdrawal Daydreaming during the jobPsychological withdrawal Daydreaming during the jobo Physical withdrawal Unauthorized absences, Physical withdrawal Unauthorized absences,

early departures...early departures...

• Satisfied employees may provide acts of Satisfied employees may provide acts of customer service customer service beyond the call of duty, have beyond the call of duty, have sparkling work records sparkling work records and and actively actively pursue excellence pursue excellence in all areas of their jobs.in all areas of their jobs.

• Satisfaction and dissatisfaction is related to the areas of Satisfaction and dissatisfaction is related to the areas of performanceperformance, , turnoverturnover, , absencesabsences and and tardinesstardiness, , thefttheft, , violenceviolence and other behaviors which organizations are vitally and other behaviors which organizations are vitally concerned about controlling. concerned about controlling.

Employee PerformanceEmployee Performance

• High performance contributes to high job satisfaction. Level of High performance contributes to high job satisfaction. Level of satisfaction leads to either greater or lesser commitment which then satisfaction leads to either greater or lesser commitment which then affects effort and eventually affects performance again. The result is affects effort and eventually affects performance again. The result is a continuously operating a continuously operating performance-satisfaction-effort loopperformance-satisfaction-effort loop. .

PERFORMANCEPERFORMANCE REWARDSREWARDS Perception of Satisfaction Perception of Satisfaction oror

Economic equity in rewards Economic equity in rewards DissatisfactionDissatisfaction

Sociological Sociological FAIRFAIR

Psychological UNFAIRPsychological UNFAIR

Greater or Lesser Effort Greater or Lesser Greater or Lesser Effort Greater or Lesser CommitmentCommitment

TURNOVER (Absenteeism, Tardiness, Theft, Violence, Poor organizational citizenship)TURNOVER (Absenteeism, Tardiness, Theft, Violence, Poor organizational citizenship)

TurnoverTurnover

• Higher job satisfaction is associated with lower employee Higher job satisfaction is associated with lower employee turnover. The more-satisfied employees are less likely to go turnover. The more-satisfied employees are less likely to go through a progressive process in which they think about through a progressive process in which they think about quitting or announce their intention to quit.quitting or announce their intention to quit.

• Negative consequences of employee turnover (especially if Negative consequences of employee turnover (especially if the turnover rate is high).the turnover rate is high).o It is hard to replace departed employee.It is hard to replace departed employee.o Direct and indirect replacement costs are expensive.Direct and indirect replacement costs are expensive.o Employees may be demoralized from the loss of valued Employees may be demoralized from the loss of valued

coworkers.coworkers.o Both work and social patterns may be disrupted until Both work and social patterns may be disrupted until

replacements are found.replacements are found.

TurnoverTurnover

Absences and TardinessAbsences and Tardiness• Some absences are caused by legitimate medical reasons, Some absences are caused by legitimate medical reasons,

therefore a satisfied employee may have a therefore a satisfied employee may have a valid absencevalid absence. . Dissatisfied employees do not necessarily plan to be absent, Dissatisfied employees do not necessarily plan to be absent, but they seem to find it easier to respond to the opportunities but they seem to find it easier to respond to the opportunities to do so, these to do so, these voluntary absences voluntary absences often occur on Mondays and often occur on Mondays and Fridays.Fridays.

• Another way in which employees may exhibit their Another way in which employees may exhibit their dissatisfaction with job conditions is through dissatisfaction with job conditions is through tardinesstardiness. A tardy . A tardy employee is one who comes to work but arrives beyond the employee is one who comes to work but arrives beyond the designated starting time. It is short-period absenteeism ranging designated starting time. It is short-period absenteeism ranging from a few minutes to several hours.from a few minutes to several hours.

• It is another way in which employees It is another way in which employees physically withdraw physically withdraw from from active involvement in the organization.active involvement in the organization.

• DisadvantagesDisadvantageso Impede the timely completion of work.Impede the timely completion of work.o Disrupt productive relationships with coworkers.Disrupt productive relationships with coworkers.

TheftTheft• Unauthorized removal of company resources.Unauthorized removal of company resources.

o Stealing products.Stealing products.o Using company services without authorization.Using company services without authorization.o Forging checks.Forging checks.

• Causes of employee theftCauses of employee thefto They feel exploited.They feel exploited.o OverworkedOverworkedo Frustrated by the impersonal treatment.Frustrated by the impersonal treatment.

• Tighter organizational controls or incentive systems do not Tighter organizational controls or incentive systems do not solve theft problems, since they are directed at the solve theft problems, since they are directed at the symptoms and not at the underlying causes such as severe symptoms and not at the underlying causes such as severe dissatisfaction.dissatisfaction.

ViolenceViolence

• One of the most extreme consequences of employee One of the most extreme consequences of employee dissatisfaction is exhibited through violence, or various dissatisfaction is exhibited through violence, or various forms of verbal or physical aggression at work.forms of verbal or physical aggression at work.

• Including customers and strangers millions of people are Including customers and strangers millions of people are victims of workplace violencevictims of workplace violence..

• Managers must increasingly be on the lookout for signs that Managers must increasingly be on the lookout for signs that employee dissatisfaction might turn into verbal or physical employee dissatisfaction might turn into verbal or physical harm at work and they must make the appropriate harm at work and they must make the appropriate preventive actions. preventive actions.

STUDYING JOB SATOSFACTIONSTUDYING JOB SATOSFACTION• Management needs information on employee job satisfaction Management needs information on employee job satisfaction

in order to make sound decisions, both in preventing and in order to make sound decisions, both in preventing and solving employee problems.solving employee problems.

• A typical method used is a A typical method used is a job satisfaction surveyjob satisfaction survey. It is a . It is a procedure by which employees report their feelings toward procedure by which employees report their feelings toward their jobs and work environment. Individual responses are their jobs and work environment. Individual responses are then combined and analyzed.then combined and analyzed.

Benefits of Job Satisfaction StudiesBenefits of Job Satisfaction Studies• Monitoring AttitudesMonitoring Attitudes

A survey tells how employees feel about their jobs, what part A survey tells how employees feel about their jobs, what part of their jobs these feelings are focused on, which departments of their jobs these feelings are focused on, which departments are particularly affected, and whose feelings are involved.are particularly affected, and whose feelings are involved.

• Additional BenefitsAdditional Benefits

Safety valve, emotional release, training needs can be Safety valve, emotional release, training needs can be identified, help managers plan and monitor new programs.identified, help managers plan and monitor new programs.

Ideal Survey ConditionsIdeal Survey Conditions

• Top managment actively supports the survey.Top managment actively supports the survey.

• Employees are fully involved in planning the survey.Employees are fully involved in planning the survey.

• A clear objective exists for conducting the survey.A clear objective exists for conducting the survey.

• The study is designed and administered in a manner The study is designed and administered in a manner consistent with standards for sound research.consistent with standards for sound research.

• Managment is capable of taking, and willing to take, follow-Managment is capable of taking, and willing to take, follow-up action.up action.

• Both the results and action plans are communicated to Both the results and action plans are communicated to employees.employees.

Use of Existing Satisfaction InformationUse of Existing Satisfaction Information

• Managers might examine existing data for learning about Managers might examine existing data for learning about current employee feelings.current employee feelings.

• Behavioral indicators of job satisfaction.Behavioral indicators of job satisfaction.

SURVEY DESIGN AND FOLLOW-UPSURVEY DESIGN AND FOLLOW-UP

• Types of Survey QuestionsTypes of Survey Questionso Closed-end questionsClosed-end questions

Present a choice of answers in such a way that employees simply Present a choice of answers in such a way that employees simply select and mark the answers that best represent their own select and mark the answers that best represent their own feelings.feelings.

o Open-end questionsOpen-end questions

Present a variety of topics but let employees answer in their own Present a variety of topics but let employees answer in their own words.words.

directeddirected, focus on specific parts of job., focus on specific parts of job.

undirectedundirected, general comments about the job., general comments about the job.

The typical survey form uses both approaches, but open-end The typical survey form uses both approaches, but open-end questions may be more impressing for managers.questions may be more impressing for managers.

• Critical IssuesCritical Issueso Reliability, the capacity of a survey instrument to produce Reliability, the capacity of a survey instrument to produce

consistent results.consistent results.o Validity, collected data must be measured.Validity, collected data must be measured.

SURVEY DESIGN AND FOLLOW-UPSURVEY DESIGN AND FOLLOW-UP

• Using Survey InformationUsing Survey InformationAnalysis and use of the resulting data require skilled management Analysis and use of the resulting data require skilled management judgment. It is the final important step in a job satisfaction survey. judgment. It is the final important step in a job satisfaction survey. When the appropriate action is taken, results can be excellent.When the appropriate action is taken, results can be excellent.

Communicating the ResultCommunicating the Result, is to communicate job satisfaction survey , is to communicate job satisfaction survey to managers so that they can understand it and prepare to use it. This to managers so that they can understand it and prepare to use it. This document is known as a document is known as a survey reportsurvey report. .

Comparative DataComparative Data, all the questions and job satisfaction categories can , all the questions and job satisfaction categories can be compared with one another in a search for meaningful be compared with one another in a search for meaningful relationships.relationships.

Employee CommentsEmployee Comments, because they are more personal they often , because they are more personal they often make greater impression on management than scores, statistics and make greater impression on management than scores, statistics and charts do. It is a mistake to correct only the big problems shown in a charts do. It is a mistake to correct only the big problems shown in a survey while ignoring many minor conditions that will add up to big survey while ignoring many minor conditions that will add up to big problems.problems.

SURVEY DESIGN AND FOLLOW-UPSURVEY DESIGN AND FOLLOW-UP

Feedback to EmployeeFeedback to Employee, when corrective action is taken as , when corrective action is taken as the result of a survey, details of what was learned and what the result of a survey, details of what was learned and what was done should be shared with employees as soon as was done should be shared with employees as soon as possible.possible.

By this way, people who participated will feel that By this way, people who participated will feel that management listened to them and took action on the basis management listened to them and took action on the basis of their ideas. Also feel like their ideas are really wanted.of their ideas. Also feel like their ideas are really wanted.

If a job satisfaction survey is made, If a job satisfaction survey is made, management should be management should be prepared to take action on the resultprepared to take action on the result. Since management . Since management asked employees for their ideas, employees are justified in asked employees for their ideas, employees are justified in believing that action will be taken on at least some of them. believing that action will be taken on at least some of them.

CHANGING EMPLOYEE ATTITUDESCHANGING EMPLOYEE ATTITUDESIf management desires to change employee attitudes in a more If management desires to change employee attitudes in a more favorable direction, there are many routes to pursue and the favorable direction, there are many routes to pursue and the potential gains can make it worthwhile to try.potential gains can make it worthwhile to try.

Guidelines for changing employee attitudes:Guidelines for changing employee attitudes:o Make the reward system closely tied to individual or team Make the reward system closely tied to individual or team

performance.performance.o Set challenging goals with employees so that those with Set challenging goals with employees so that those with

achievement drives can experience the opportunity for satisfaction achievement drives can experience the opportunity for satisfaction through their accomplishment.through their accomplishment.

o Define clear role expectations so that employees struggling with Define clear role expectations so that employees struggling with ambiguity can overcome that concern.ambiguity can overcome that concern.

o Refrain from attacking the employee’s attitude. Use active listening Refrain from attacking the employee’s attitude. Use active listening skills instead, because an undefended attitude is more receptive to skills instead, because an undefended attitude is more receptive to change.change.

o Provide frequent feedback to satisfy the need for information about Provide frequent feedback to satisfy the need for information about performance levels.performance levels.

o Exhibit a caring, considerate orientation by showing concern for Exhibit a caring, considerate orientation by showing concern for employee feelings.employee feelings.

o Provide opportunities for employees to participate in decision Provide opportunities for employees to participate in decision making.making.

o Show appreciation for appropriate effort and citizenship behaviors.Show appreciation for appropriate effort and citizenship behaviors.