Employee Attitudes And Work-Related Behaviour - Coursework Example

Name: Tutor: Course: Date: Challenges of Emрlоyее Аttitudеs аnd Wоrk-rеlаtеd Bеhаviоur to the Соntеmроrаry Mаnаgеr Job Satisfaction and Organizational Commitment Job satisfaction as defined by Durham, Judge and Locke (2007) positive or pleasurable emotional state arising from ones 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, work 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 absence of job satisfaction. People in countries grappling with 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 willingness to display effort, desire of belonging and identification of organizational values and goals. Camp (2004) conceived commitment as 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 affective as psychological attachment, continuance as cost associated with departing and normative as 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 is higher and stays 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. Turnover process is largely motivated by the quitting thought ultimately resulting in either leaving or staying. In cases of acquisitions and mergers, job dissatisfaction, lack of commitment, absenteeism rates and increased labour turnover even at managerial level. According to a study by Adams (2007) three selected work constructs as job satisfaction, organizational commitment and turnover suggested a positive relationship between organizational commitment and job satisfaction, but it yielded a negative relationship with turnover intentions. Durrick and Glisson (2008) obtained that in different corporations, organizational commitment relates to specific employee behavior. Employee organizational commitment positively influences absenteeism and turnover rates by reducing them. Managers desiring to improve organizational effectiveness and efficiency must ensure optimal employee commitment. Changing Nature of Work and Employee Job Satisfaction The evaluation of wide economic, demographic, social trends affecting the global labor force has major ramification in real time and in the future associated with strong economic growth. The current focus is on work and family issues, demographic trends, pension and health patterns, globalization, technical change, plight of low-skilled workers and the adjustment to low unemployment (Camp 204). There are several significant patterns and trends to changing nature of work. There is an impending decline in the share of prime-age workers invoking the greatest demographic shift appropriate to the job market. For instance in the US, more than sixty percent of workers have increasing share of care for elderly relatives though not having their own children in their home. The impact of the considerable shift to defined-contribution (DC) from defined-benefit (DB) pension plans on workers remains vague though some estimates point to an ordinary worker gaining financially and getting satisfied. Investment in computers has revolved technical change leading to ease of doing work, effectiveness and efficiency (Locke, Judge & Durham 107). Productivity and job satisfaction of firms vary to a great extent owing to a variation in organizational responses to technology. More workers in the labor market may have to surprisingly adjust well to low unemployment and get satisfied, partly since college-educated workers are now accounting for more than ninety percent of the net growth in employed adult workers. Globalization of production is helpful to multinationals whose workers will be motivated by pay and competitive advantage. The position of the workers will not be weakened since the overall foreign investment exceeds investment abroad (Glisson & Durick 431). For instance, foreign direct investment remunerates and satisfies more employees just like domestic direct investment. The economic expansion has brought about greater employee job satisfaction, expanded job opportunities for low-skill workers, and reduced unemployment. Many employees with no or small families have more time for each other due to good labor laws, standardized remuneration and globalization of the workforce. Factors influencing Organizational Commitment and Job Satisfaction Personal Characteristics of Employees The intensity of participation and work ethics by an individual determines the level of commitment and degree of satisfaction. The concept of personal characteristics is seen in issues like; emotions, culture, age, desires, individual differences and personality traits influence commitment and satisfaction (Adams 56). Employee personal characteristics include job involvement, work ethic and attitudes of individuals. Attitudes are known to influence the work commitment and are highly interrelated to the performance of the organization. Job satisfaction is derived from innate values of individual with regard to discipline, beliefs, values and courtesy. Work attitude influences commitment and is related to commitment to the profession or career, commitment to organization and job involvement (Locke, Judge & Durham 103). The understanding of how people develop, integrate and make sense of work related commitments is a potential link to keeping one’s relationship or job to the organization. Organizational commitment is more highly stable than job satisfaction but related to individual job involvement. Employee Job Characteristics There are five core job characteristics as task identity, skill variety, autonomy, task significance, and feedback. They in turn impact on three critical psychological states which are knowledge of the actual results, experienced responsibility for outcomes, and experienced meaningfulness. The consequence of this states in turn influence work outcomes which are absenteeism, job satisfaction and work motivation (Locke, Judge & Durham97). The five key job characteristics can be unified to constitute a motivating potential score (MPS) for a job. The score is used as index to show the likelihood of a job is to affect an employee's behaviors and attitudes. By and large, employees who are indifferent with regard to their job commitment perceptions, job characteristics, and job satisfaction. The results of job characteristics provide strong support for establishment of the following relationships; the job satisfaction positively influences commitment, job variety directly influences commitment, and identity, job autonomy and feedback positively influences job satisfaction. The definition of every job determines the level of skill and experience required. An experienced or overqualified person for a given job will lead to sulking and desire to leave the organization (Glisson & Durick 431). Job characteristics must match the qualities of the occupant. Employee Supervisors In determining the relationships among management characteristics, demographic variables, job satisfaction, organizational commitment influence for employee commitment and satisfaction. Job satisfaction and organizational commitment relate positively to employee supervisors and job characteristics. The aspect of supervision is an important element in organizational commitment where variety is seen as a significant individual characteristic (Kalleberg 118). Better supervision and clear direction to nonsupervisory employees ensures adequate feedback and variety which is an important component in job satisfaction and commitment. Employees with better supervision had a positive relationship to job satisfaction and job characteristics. Supervision also influenced major employee characteristics since older employees show higher commitment scores and low supervision levels. Young employees require more supervision though their levels of commitment and satisfaction are low (Chen and Francesco 101). Most demographic variables are not related to job satisfaction but supervisors show higher autonomy, perceptive variety, friendship opportunities scores, feedback, dealing with others, satisfaction scores and higher commitment than did nonsupervisory employees. Employee supervision indicates that managers can increase the feedback and variety in employees' jobs which eventually increases job satisfaction and organizational commitment. Employee Work Environment The employee work environment constitutes a variety of dimensions of the work: task significance, autonomy, skill variety, and feedback and task identity. As cited in Zhao et al., (1999) the Herzberg’s two-factor theory of motivation has scientific dimension in assessing job satisfaction. The work environment establishes job satisfaction and describes three principal sources of work environment job satisfaction: the responsibility one has in the work, the work itself, and recognition attained from work performance. A negative predictor on job satisfaction can be found among corrections officers or police owing to the commonalities of all criminal justice shared by the personnel. Criminal justice personnel always perform their jobs within unsafe environments and always in under-resourced conditions (Brief & Weiss 120). There is a likelihood of many of the issues associated with low levels of job satisfaction to non-criminal justice personnel. Employees who are adequately recognized for a job well done are better satisfied with their jobs in the same way they are given the opportunity to contribute to procedures and policies of the organization. Human Resource Management Practices HRM practices influences job-satisfaction and organizational commitment. Average satisfaction and commitment levels are very high considering that gender and level of education of employees do not have any significance with regard to commitment and job satisfaction. Organizational commitment and job satisfaction correlate with various prevailing HR practices were experienced at wide ranges between schools and among groupings of schools (Yavuz 78). High performing and low performing organizations have a pattern on HRM applications. Team-work and supervision are significant HR practices directly influencing welfare and involvement programs. The HRM components affecting organizational commitment and job satisfaction includes; the job itself, location, facilities of the organization. Training, employee monetary motivation, and development result in high performing organizations with increased job satisfaction and commitment. HRM practice perception is highly correlated to organizational commitment and job satisfaction. The HRM practice is broad in range and performance. The wide range of HRM practice like motivation, training, retention and promotion are attributed to varied application levels of the HR practices. These have an effect on organizational commitment and job satisfaction. Conclusion The current manager in any organization must recognize that job satisfaction and organizational commitment have a long-term impact on sales, market share and sustainability. The manager is required to lead, control, direct and staff various departments according to their needs. To understand the needs of employees, the manager must be acquainted with personal work ethics and attitudes, a favorable work environment, better human resource practice and effective job characteristics (Ayeni & Phopoola 201). Employees can only be productive when provided with the right leadership, materials, processes and systems that favor innovation and creativity. The present day manage must know that high turnover is a result of employees dissatisfied with work while absenteeism is linked to poor work environment or injuries. Organizational commitment by the manager will endear non-supervisory employees to adhere to the values, beliefs and culture of the company. It has been established that organizational commitment and satisfaction are dependent on many factors much of which can be handled by the human resource manager (Brief & Weiss 45). The overall manager is to ensure that employees have the right work environment, skills and experience for work, training and development, good monetary compensation and effective rewards. Managers committed to their organizations bring about employees job satisfaction. Work Cited 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. 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