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Understanding Employee Attitudes

The document discusses employee attitudes including job satisfaction, organizational commitment, and theories related to understanding employee attitudes. It covers factors that influence attitudes like individual differences, needs theories, social information processing, and equity. Measurement tools for assessing attitudes are provided. Consequences of negative attitudes like absenteeism, turnover, counterproductive behaviors, and lack of citizenship are also examined.

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Steffi Perilla
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54 views19 pages

Understanding Employee Attitudes

The document discusses employee attitudes including job satisfaction, organizational commitment, and theories related to understanding employee attitudes. It covers factors that influence attitudes like individual differences, needs theories, social information processing, and equity. Measurement tools for assessing attitudes are provided. Consequences of negative attitudes like absenteeism, turnover, counterproductive behaviors, and lack of citizenship are also examined.

Uploaded by

Steffi Perilla
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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U NDERSTA NDING

EMPLO Y EE
AT T IT U DES
J O B S AT I S F A C T I O N
T H E AT T I T U D E E M P L OY E E S H AV E
T O WA R D T H E I R J O B S
O R G A N I Z AT I O N A L
COMMITMENT
T H E E X T E N T TO W H I C H A N E M P L OY E E
I D E N T I F I E S W I T H A N D I S I N V O LV E D
W I T H A N O R G A N I Z AT I O N
3 MOTIVATION FACETS
• AFFECTIVE COMMITMENT: The extent to which an employee wants to remain with an
organization and cares about the organization
• CONTINUANCE COMMITMENT: The extent to which employees believe they must remain
with an organization due to the time, expense and effort they have already put into the
organization
• NORMATIVE COMMITMENT: The extent to which employees feel and obligation to remain
with an organization
THEORIES
INDIVIDUAL DIFFERENCE THEORY
• GENETIC PREDISPOSITIONS
– Inherited personality traits such as negative affectivity are related to our tendency to be satisfied
with jobs
• CORE SELF-EVALUATION
– 4 personality variables related to predisposition to be satisfied:
• Emotional stability
• Self-esteem
• Self-efficacy
• Internal locus of control: The extent to which people believe that the yare responsible for and in control of
their success or failure in life

• CULTURE
• INTELLIGENCE
– Bright people have slightly lower job satisfaction in jobs that are not complex
INDIVIDUAL DIFFERENCE THEORY
• LIFE SATISFACTION
– People who are satisfied with their jobs tend to be satisfied with life
– High levels of life satisfaction is associated with high levels of job satisfaction
– Satisfaction with one’s job ‘spills over” into other aspects of life and satisfaction with other aspects
of life spills over into satisfaction with one’s job
DISCREPANCY THEORY
• If there is a discrepancy between needs, values and expectations and the reality of of the job,
employees will become dissatisfied and less motivated
• When employees expectations are not me, lower job satisfaction
• Ensure that applicants have realistic job expectations
• Psychological contracts: Organization’s promises and obligations toward the employees
MASLOW’S NEEDS THEORY:
SE L F-ACTUAL IZ ATION

JOB CHARACTERISTICS THEORY:


CERTAIN CH ARACTERISTICS OF A JOB W IL L M AKE TH E JOB M ORE OR
L ESS SATISFYIN G , DEPEN DIN G ON TH E PARTICUL AR N EEDS OF TH E
WORKER
M EAN IN G FUL , AUTON OM Y, FEEDBACK
QUAL ITY CIRCL ES

FACETS THEORY
O R GA N I Z ATI O N A L FI T
-EXTEN T TO W H ICH TH EIR VAL UES, IN TERESTS, PERSON AL ITY,
L IFESTYL E, AN D SKIL L S M ATCH TH EIR VOCATION , JOB, ORG AN IZ ATION ,
COWORKERS, AN D SUPERVISOR
SOCIAL INFORMATION PROCESSING THEORY
-EM PL OYEES M ODEL TH EIR L EVEL S OF SATISFACTION AN D M OTIVATION
FROM OTH ER EM PL OYEES
-SOCIAL L EARN IN G TH EORY
-EFFECT OF TH E SOCIAL EN VIRON M EN T ON EM PL OYEE ATTITUDES AN D
BE H AVIORS

EQUITY THEORY
EM PL OYEES W IL L BE SATISFIED IF TH EIR RATIO OF EFFORT TO REWARD IS
SIM IL AR TO TH AT OF OTH ER EM PL OYEES

ORGANIZATIONAL JUSTICE THEORY


-PE RCEIVED FAIRN ESS OF DECISION S M ADE IN AN ORG AN IZ ATION
-ORG AN IZ ATION AL JUSTICE, DISTRIBUTIVE JUSTICE & IN TERACTION AL
JUSTICE
MEASUREMENTS
FACES SCALE
RATERS PL ACE A M ARK UN DER A FACIAL EXPRESSION TH AT IS M OST
SIM IL AR TO TH E WAY TH EY FEEL ABOUT TH EIR JOBS

JOB DESCRIPTIVE INDEX


SUPERVISION , PAY, PROM OTION AL OPPORTUN ITIES, COWORKERS &
WORK

MINNESOTA SATISFACTION QUESTIONNAIRE


20 DIM EN SION S

JOB IN GENERAL SCORE


A M EASURE OF TH E OVERAL L L EVEL OF JOB SATISFACTION
NAGY JOB SATISFACTION SCALE
TWO QUESTION S PER FACET: H OW IM PORTAN T TO TH E EM PL OYEE &
SATISFACTION W ITH TH E FACET

ALLAN & MEYER SURVEY


AFFECTIVE COM M ITM EN T, CON TIN UAN CE COM M ITM EN T & N ORM ATIVE
COM M ITM EN T

ORGANIZATIONAL COMMITMENT QUESTIONNAIRE


M EASURE 3 COM M ITM EN T FACTORS: ACCEPTAN CE OF ORG AN IZ ATION ’S
VAL UES AN D G OAL S, W IL L IN G N ESS TO WORK TO H EL P TH E
ORG AN IZ ATION & DESIRE TO REM AIN W ITH TH E ORG AN IZ ATION

ORGANIZATIONAL COMMITMENT SCALE


M EASURE 3 COM M ITM EN T FACTORS: IDEN TIFICATION , EXCH AN G E &
AFFIL IATION
CONSEQUENCES OF
D I S S AT I S F A C T I O N
AND OTHER
N E G AT I V E W O R K
AT T I T U D E S
ABSENTEEISM
• REWARDS FOR ATTENDING
– Well pay: Employees are paid for their unused sick leave
– Financial Bonus: Employees who meet an attendance standard are given a cash reward
– Games: Games such as poker and bingo are used to reward employee attendance
– Paid time off (PTO): All paid vacations, sick day, holidays and so forth are combine
• Can “bank” time off to use at a later date
– Recognition programs
• DISCIPLINE
– Warning & less popular work assignment to firing an employee
• CLEANING UP & BETTER RECORD KEEPING
– Counting days missed or frequency
ABSENTEEISM
• REDUCE EMPLOYEE STRESS
– Reduce absenteeism by removing the negative factors employees associate with going to work
– The greater the job stress, the lower the job satisfaction and commitment and the greater the
probability that most people will want to skip work
• REDUCE ILLNESS
– Implement wellness programs
– Reward employees who are healthy
• NOT HIRING “ABSENCE-PRONE” EMPLOYEES
– Certain types of people are more likely to miss work than others
• MAKING WORK ACCESSIBLE
TURNOVER
• COST OF TURNOVER
– Employees with low job satisfaction and low organizational commitment are more likely to quit their
jobs and change careers.
– Cost of losing an employee is estimated at 1.5 times the employee’s salary
– Advertising charges, employment agency fees, referral bonuses, recruitment travel costs, salries and
benefits associated with the employee
– Overtime of other employees covering for the duties of the vacant position
• REASONS WHY EMPLOYEES LEAVE
– Unavoidable Reasons
– Advancement
– Unmet needs
– Escape
– Unmet Expectations
COUNTERPRODUCTIVE BEHAVIORS
• Aimed at individuals
– Gossip, playing negative politics, harassment, incivility, workplace violence, bullying
• Aimed at the organization
– Theft and sabotage
LACK OF ORGANIZATIONAL CITIZENSHIP
BEHAVIORS
• Behaviors that are not part of an employee’s job but which make the organization a better
place to work.

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