Employee Attitudes and Work-related Behavior - Assignment Example

Employee attitudes and work-related behavior Name Professor Institution Course Date Employee attitudes and work-related behavior Job satisfaction and organizational commitment The current economic conditions have resulted to longer working hours, intense stress and income loss in organizations all over the world. Owing to this, today, employees are challenged to build a sense of balance between their family and their work life (Brief & Weiss 2002, p.281). Aristovnik & Jaklič (2013 p.124) argue that employees are overstrained by demanding careers, a slow economic expansion and demanding families among others things to take care of. Pressures and overloads and work demands are issues that have brought into the forefront the question of the employee attitudes and work-related behavior that is job satisfaction, job commitment and organizational performance. This essay seeks to define what job satisfaction and organizational commitment are and explain various factors that influence job satisfaction. Job satisfaction is defined as the degree to which an employee is contented with his or her career (Judge, Thoresen, Bono & Patton 2001, p.377). An individual is considered satisfied if he or she demonstrates positive pleasurable emotional feelings towards overall job and through good performance. On the other hand, organizational commitment is defined as a strong acceptance and belief of organizational values and goals (Herscovitch & Meyer 2002, p.481). In a nutshell, It is a feeling of sincerity and loyalty towards the organization and its management policies. Workforce which is effectively committed to an organization strongly relates to the organizational objectives and need to be part of that organization. There is one reason that makes employees either to commit to work and perform or not to perform, this is satisfaction. Brief & Weiss (2002, p.297) claim that to make an employee to become committed to work and perform effectively, he or she must be satisfied with terms of employment, industrial relations and motivation among others. This must also extend to family life. Lack of job satisfaction and the organization’s commitment will lead to employees’ turnover or dismal performance (Herscovitch & Meyer 2002, p.479). Similarly, it will be very difficult for the manager to work with demoralized, dejected and unsatisfied employees and expect good results. Relationship between job satisfaction, organizational commitment, and job performance Judge, Thoresen, Bono & Patton (2001, p.385) reports that several researches carried out have discovered the relationship between job satisfaction organizational commitment, and job performance. Job satisfaction explains whether the workforce is happy and contented with their careers. Employees who are happy with job policies and the specification will actually transfer this in the way they do things, which in turn demonstrates organizational commitment (Herscovitch, L & Meyer, 2002, p.485). Organizational commitment is demonstrated through the results and performance of an individual and the general organization. According to studies, low job satisfaction at the organization has been associated to decreased duty performance, increased job turnover, absenteeism and weakening organizational morale (Bowling 2007, p.181). As described by Frederick Herzberg’s theory, satisfaction and dissatisfaction of a workforce are determined by various aspects as well as motivation or stimulating and hygiene aspects (Saari & Judge 2004, p.401). Motivating factors entails those facets of the career that make the staff to work better, this aspect offers employee with satisfaction, for instance, career development, promotion, acknowledgment and learning in job opportunities (Thompson & Phua 2012, p.277). The aspects that are considered to be the motivating for the workforce are in essence regarded to be core to the career, whereas the hygiene factors consists of aspects of the career that are extrinsic like organizational policies, pay, supervision, employee appraisal and conditions of work. Organizational commitment is considered the second of positive results of job satisfaction. That is the title of an employee’s attitude where he or she recognizes him or herself with a certain company, its goals and intends to keep up its member (Herscovitch & Meyer 2002, p.476). In addition, dissatisfied employees from their career will possibly turn into less dedicated employees or even choose to relinquish the job (Rode 2004, p.1207). Therefore, organizational commitment helps the top management in decreasing down the degree of both turnover and absenteeism (Saari & Judge 2004, p.396). Job-involvement and organizational commitment are the encouraging results of job satisfaction, which obviously enhances the organizational efficiency since it means the emotional, mental and the physical attachment of individuals in their career (Fisher 2000, p.189). It has comprehensively been reported that workforce with a higher degree of job attachment feel good about their responsibility and hence a good relationship with the company including the nature of work. Therefore, the involvement amongst the staff builds interest which results in a greater degree of effectiveness and productivity. Changing nature of work, globalization, social change, technology and how diversity they influence the degree to which an employee is satisfied with their job or committed to their organization According to Sauter & Murphy (1995), the nature of work is described as the manner in which employees feel concerning work and in terms of the application of knowledge, skills and effort to achieve good results (Sauter & Murphy1995, p.2). Understanding what the nature of work and the change is all concerned with knowing the work environment. Sauter & Murphy (1995, p.4) asserts that over the previous 40 years, rapid changes have taken place in the business arena leaving managers with a little chance but to embrace change. Change has also blown across the nature of employment prompting managers to change policies and strategies to sustain competition. Business must adopt technology in their production, sales and marketing so as to maximize sales. Competition also compels companies to seek international markets therefore building or acquiring companies in host companies to do their businesses (Brightwell et al. 2002). Globalization comes with challenges such as cultural diversities that companies have to deal with hence preparing their employees on how to handle cultural differences. On the employee’s part, they are forced to change their skills and knowledge in the way they work. When the employees do not change their nature of working in terms of technology and skills, they risk loosing their job from stress and showing low performance. Brightwell et al. (2002) contends that as times change, working patterns and social arrangement are in constant change and organizations are expected to operate and offer better services in 24 hours arrangement. Because of the fact that people run the organization, they are required to commit their time and work for long hours to offer services which as a result influences their personal and results to work-life imbalance. Hence the organization and an employee require striking work-life balance to make employees feel motivated, their rights respected and value so as to commit to the organization and also the job (Herscovitch & Meyer 2002, p.480). To keep updated with the change, managers must create a policy that supports organizational training for departmental managers and employees on technology and globalization. As such, they will not resist change but embrace and seek challenges in pursuit of career development Specific factors perceived to influence employees’ job satisfaction and organizational commitment The employee’s personal characteristics Some study demonstrates that there is a relationship between job satisfaction and personality (Mount, Ilies & Johnson 2006, p.592). In particular, this study explains the role of positive affectivity and negative affectivity. Mount, Ilies & Johnson (2006, p.506) state that negative affectivity is associated mainly with the neuroticism characteristics of a person. Employees having higher negative affectivity are susceptible to face low job satisfaction. Positive affectivity is associated mostly to the extraversion characteristic of a person. Individuals with high positive affectivity are more likely to be satisfied in several aspects of their job and life in general. Disparity in affectivity normally influences how employees will view objective job situations such as working conditions and pay, therefore influencing their job satisfaction (Mount, Ilies & Johnson 2006, p.595). There exist two employees’ personal attributes factors associated with alienation, job satisfaction and locus of control. Employees having locus of control considered to be internal are likely to experience less alienation and will probably undergo job involvement, organizational commitment and job satisfaction. Mount, Ilies & Johnson (2006, p.620) argue that a meta-analysis research on job satisfaction revealed a good relationship between job satisfaction and internal locus of control. The research also demonstrated attributes such as self-efficacy, high self-esteem and low neuroticism to be linked to job satisfaction. The employee’s job characteristics The relationship between job characteristics and job satisfaction focus mainly on the factors which enables jobs to be motivating. Hickman and Oldham claim that when workforce is intrinsically motivated they post good performance which makes them have a good feeling (Wright, Cropanzano & Bonett 2007, P.94). This kind of feeling motivates the employees to persist in working at a higher level, hence good presentation turns into a self-reinforcing. Good Job characteristics in terms of task identity, skill variety, autonomy, and task significance and feedback assist employees enrich their jobs; do an outstanding job which enhances their performance (Rode 2004, p.1210). When an employee is familiar with the task, he or she will not take a lot of time working on the same thing which normally creates stress. A work environment free of stress makes employees satisfied making them to put more effort on the job. Judge, Thoresen, Bono & Patton (2001, p.391) state that the more effort offered by the staff, the more satisfied they will become. The employee’s supervisor; According to Mount, Ilies & Johnson (2006, p. 596) the correlations between employee and supervisor and job satisfaction is a topic of discussion in the organizations. Man naturally does not like to work; therefore they must be controlled and even threatened with punishment to work. This is where supervisor comes in to monitor what the employees are doing and their progress. In today’s business, supervision does not mean being hard on the employees, but actually monitoring progress, giving way forward and also creating a link between the employees and the manager (Mount, Ilies & Johnson 2006, p.612). A supervisor who listens to employee’s problems, project hurdles and gives way forward creates a good relationship between the employees, him or herself and the organization as a whole. When employees’ problems are listened to and responded to, they feel appreciated and valued, hence job satisfaction. Supervisor’s communication plays an important role in the influence of job satisfaction in the organization (Rode 2004, p.1215). The manner in which employees observe a supervisor's actions may positively or negatively impacts job satisfaction. Bowling (2007, p.171) claims communication actions like eye contact, facial expression, body movement and vocal expression is critical to the superior-employee relationship. People who think and dislike negatively regarding their supervisor probably are not keen to communicate or have inspiration to serve while people who think positively concerning their supervisor will probably communicate and become contented with their work environment and the work itself. Supervisors using open communication channels are likely to get high job satisfaction and positive feedback from an employee (Judge, Thoresen, Bono & Patton 2001, p.405). Equally, a supervisor who is unfriendly, antisocial and reluctant to communicate will actually get negative feedback and face lower job satisfaction in the organization. The employee’s work environment; Employees are normally satisfied with various working situations and not others. Employers must assess which factors of the working environment they consider strong predictors of job satisfaction. An organizational environment is a strong determinant of both employee satisfaction and productivity. Its impact is so powerful that it can overshadow the influence of the attribute of forefront leadership. Rode (2004, p.1209) claims researchers established that job satisfaction of employees relies more on environmental aspects compared to personal attributes thus necessitating “a good staff-environment fit.” In the study, it was revealed that poor working situations negatively affect job satisfaction (Saari & Judge 2004, p397). The employing organization’s human resource management practices. One of the significant roles of the contemporary manager is to make tasks done through employees. The manager has to allocate resources that meet project demands. He should also allocate task that identifies with employees’ strengths so that the work and the accomplishment of allocated objectives can be met (Thompson & Phua 2012, P.290). To be successful, the manager has to balance his or her concerns for employees and work. He has to understand how to use human in addition to non-human resources whilst converting objectives into action. Wright, Cropanzano & Bonett (2007, p.102) state that the management of the organization must create human resource practices that motivate employees. They must recognize employee’s effort and motivate them through rewards and even encouragement to make them feel valued by the organization. With that in mind, they will work hard to enhance organizational performance. Conclusion To conclude, it is important to note that several organizations current face pressure to enhance performance. Therefore, a manager needs a satisfied workforce to complete organizational objectives. It is the management which plays an integral role to build job satisfaction hence organizational commitment. Job satisfaction is a crucial instrument of job performance, therefore it is very important for managers to understand how contented employees are which will result to organizational effectiveness. The effective organization ensures a spirit of collaboration and sense of satisfaction and commitment in the sphere of influence. An increased need for an organization to enhance the manner they provide services rests with modern manager who set achievable organizational goals and mission, performance measures and performance objectives. Managers can attain this by understanding employee’s strength and weaknesses and allocating them tasks that they can handle. Hard tasks that are beyond the employee’s knowledge and skills make them stressed up which can even result to employees’ turnover. The efficient management of employees in the organization is significant to the organization’s effectiveness and efficiency. Every manager has to implement methods that efficiently appraise its employees, whilst striving to offer the staff with jobs that provide satisfaction with effective contributions. Creating a good work environment is essential for managers to enhance contextual performance which will in turn boost employee assurance and enhance reliability. Higher performance would assist with a high degree of rewards for the workforce which increases satisfaction and making employees to be more committed to the organization. The supervisor must not only look on the monetary aspect of the job, but must also be able to help whenever an employee is stuck with a particular task. Specific attitudes of the employee in relation to job satisfaction and organizational commitment still remain of key interest and every manager has to ensure that the topic of job satisfaction and organizational commitment is a continuing process in their organizations. References Aristovnik, A & Jaklič, K 2013, Job satisfaction of older workers as a factor of promoting labor market participation in the EU : the case of Slovenia, Rev. soc. polit., vol. 20, no. 2, p. 123-148. Bowling, N 2007, Is the Job Satisfaction-Job Performance Relationship Spurious: A Meta- Analytic Examination, Journal of Vocational Behavior, vol. 71, p. 167-185. Brief, A & Weiss, H 2002, Organizational behavior: Affect in the workplace, Annual Review of Psychology, vol. 53, p. 279–307. Brightwell, W & Colligan, M 2002, The changing nature of organization of work and the safety and health of working people, DHHS (NIOSH) Publication No. 2002-116. Cincinnati, OH: NIOSH. Fisher, D 2000, Mood and emotions while working: missing pieces of job satisfaction? Journal of Organizational Behavior, vol. 21, p. 185-202. Herscovitch, L & Meyer, J 2002, Commitment to organizational change: Extension of a three- component model. Journal of Applied Psychology, vol. 87, no. 3, p. 474-487. Judge, T., Thoresen, C., Bono, J & Patton, G 2001, The job satisfaction-job performance relationship: A qualitative and quantitative review, Psychological Bulletin, vol. 127, no. 3, p. 376-407. Mount, M., Ilies, R & Johnson, E 2006, Relationship of personality traits and counterproductive work behaviors: The mediating effects of job satisfaction, Personnel Psychology, vol. 59, p. 591-622. Rode, J 2004, Job satisfaction and life satisfaction revisited: A longitudinal test of an integrated model, Human Relations, Vol 57, no. 9, p. 1205-1230. Saari, L & Judge, T 2004, Employee attitudes and job satisfaction, Human Resource Management, vol. 43, p. 395-407 Sauter, S & Murphy, L 1995, The changing face of work and stress. In S.L. Sauter & Murphy, L. R. (Eds.) Organizational Risk Factors for Job Stress (pp. 1- 6). Washington D.C., American Psychological Association. Thompson, E & Phua F 2012, A Brief Index of Affective Job Satisfaction, Group & Organization Management, Vol. 37, No. 3, p. 275–307. Wright, T., Cropanzano, R & Bonett, D 2007, The moderating role of employee positive well being on the relation between job satisfaction and job performance, Journal of Occupational Health Psychology, Vol. 12, No.2, p. 93-104. Read More