The paper "Employee Attitudes And Work-Related Behaviour" is a great example of management coursework. Job satisfaction as defined by Durham, Judge and Locke (2007) positive or pleasurable emotional state arising from one's job experience appraisal. This is a result of the perception of employees on how the job gives what is seen as significant. Later, Rain, Lane and Steiner (2002) recognized job satisfaction in the organizational behavior discourse. Adams (2007) posited job satisfaction being emotional responses to a job condition, influenced by how well the outcome exceed or meet expectations.
It represents an array of connected attitudes which are significant like pay, supervision, coworkers, works itself and promotional activities. Job satisfaction naturally relies on social, cultural and economic conditions of a country. The absence of it results in reduced organizational commitment and lethargy. Quitting a job is a predictor of the absence of job satisfaction. People in countries grappling with the soaring economy tend to migrate to consistently and better-paying jobs. A worker satisfaction on a job should conform to local and international standards. Organizational commitment is defined by Chen, Francesco (2003) as the strong desire to retain membership of a certain organization, define belief in and value acceptability and the willingness to put high efforts on behalf of the company.
Wright and Bonnet (2002) described attitude reflecting loyalty of employees as ongoing where members show concern. A number of factors determine this commitment like personal, organization and non-organizational factors. Moreover, Mowday and Lee (2005) tasked commitment to a willingness to display effort, the desire of belonging and identification of organizational values and goals. Camp (2004) conceived commitment as an individual state of being governed by actions sustained in participation and activities.
Commitment is multidimensional and has three components such as continuance, affective and normative. Meyer and Allen (2001) described effectively as a psychological attachment, continuance as the cost associated with departing and normative as a perceived obligation to stick to the organization. Job Satisfaction, Organizational Commitment and Staff Turnover and Absenteeism Organizational commitment being a cognitive predisposition on a specific focus has the capability of achieving goals, fulfilling needs, and realizing values addressed by way of motivational approaches. According to Yavuz (2010) individuals with higher job satisfaction levels have healthier psychological and physical records resulting in higher effectiveness and productivity in their job performance and resolve to stay longer in the company.
Brief and Weiss (2002) later reported that employees are certain of learning with their present employers where their commitment levels are higher and stay with the organization. Ayeni and Phopoola (2007) pointed to a strong relationship between organizational commitment and job satisfaction. The commitment state not separated from its consequential and antecedent behaviours and conditions, but also associated normative and affective components. Turnover intentions in the way of mental decisions intervene between attitudes of individuals to a job and the leave or stay decision and are a planned behavior.
Behavioural intention is an appropriate predictor of actual behavior, in this instance actual turnover. Turnover behaviour is multistage comprising; behavioural, decisional, and attitudinal components.
Adams, Lan. Job satisfaction as a correlate of workers performance. Unpublished Masters Dissertation of Olabisi Onabanjo University, Ago-iwoye, Ogun State, Nigeria.2007.
Ayeni, Choco & Phopoola, Salua. Work motivation, job satisfactions and organizational commitment of library personnel in academic and research libraries in Oyo State, Nigeria. Library Philosophy and Practice.2007.
Brief, Abel & Weiss, Hermes. Organizational behavior: Affect in the workplace. Annual Review of Psychology, 53(2002) 279–307.
Camp, Sam. Assessing the effects of organizational commitment and job satisfaction on turnover: An event history approach. The Prison Journal, 74(2004) 279–305.
Chen, Zen and Francesco, Amos. Employee Demography, Organizational Commitment, and Turnover Intentions in China: Do Culture Differences Matter? Human Relations Journal, 50 (2000)701-726.
Glisson, Clay & Durick, Maning. Predictors of job satisfaction and organizational commitment in human service organizations. Administrative Science Quarterly, 33(2008), 61–81.
Kalleberg, Allan. "Work values and job rewards-Theory of job satisfaction". American Sociological Review 42(2003) 124–143.
Lee, Tom & Mowday, Ray. An empirical investigation of Steers and Mowday‟s model of turnover. Academy of Management Journal, 30(2004), 721-743.
Locke, Earl, Judge, Tim & Durham, Charles. The dispositional causes of job satisfaction: A core evaluations approach. Research in Organizational Behavior, 19(2007) 151–188.
Meyer John & Allen Nathan. Commitment in the workplace: Theory, research, and application. Thousand Oaks, CA: Sage Publication.2001.
Rain, Jane, Lane, Ian & Steiner, Daniel. A current look at the job satisfaction/life satisfaction relationship: Review and future considerations. Human Relations Journal, 44(2002) 287–307.
Wright, T. A. and Bonett, D. G. (2002). The moderating effects of employee tenure on the relation between organizational commitment and job performance: A meta- analysis. Journal of Applied Psychology, 87(6), 1183-1190.
Yavuz, Mansood. The effect of teachers‟ perception of organizational justice and culture on organizational commitment. African Journal of Business Management, 4(2010), 695-701.
Zhao, Jeng, Thurman, Quin, & He, Nu. Sources of job satisfaction among police officers: A test of demographic and work environment models. Justice Quarterly, 16(2009), 153–173.