FINAL PERIOD

Week 13-14: EMPLOYEE ATTITUDES & THEIR EFFECTS

Attitudes are feelings and beliefs that largely determine how employees will perceive their
environment, commit themselves to intended actions, and ultimately behave.
It forms a mental set that affects how we view something else.  Positive affectivity 
Negative affectivity
Attitude is a set of favorable or unfavorable feelings or emotions with which employees view
their work  It is an affective attitude (a feeling of relative like or dislike toward something)
 It consists of feelings, thoughts, and intentions to act.

JOB SATISFACTION
Refers to the attitudes of a single employee.
Group Morale – Overall group satisfaction
Job satisfaction often focus on the various parts that are believed to be important  Job
related attitudes predispose an employee to behave in certain ways
Important aspects of job satisfaction includes:
• Pay
• One’s supervisor
• The nature of the tasked performed
• Co-workers or teams
• Immediate working conditions
STABILITY OF JOB SATISFACTION
Job satisfaction or dissatisfaction emerges
as an employee gains more and more
information about the workplace. Job
Satisfaction is dynamic.
ENVIRONMENTAL IMPACT
The nature of a worker’s environment off the job indirectly influences his or her feelings on
the job. Job Satisfaction influences general life satisfaction
SPILLOVER EFFECT
Managers need to monitor not only the job and immediate work environment but also their
employees attitudes towards parts of life.
RELATED EFFECTS OF LIFE SATISFACTION
LIFE: Job; Politics; Family; Religion; Leisure
JOB INVOLVEMENT
The degree to which an employee is engaged in and enthusiastic about performing their work.
An individual’s psychological identification or commitment to his / her job (Kanungo, 1982)
Likely to be more ethical than those who are not involved Decreased chances of having to
be tardy or absent Enjoys participating in events

ORGANIZATIONAL COMMITMENT
Employees choose to be involved, committed, positive
• Engaged at emotional level
• Stronger in the long term
3 Forms Affective Normative Continuance
Inhibiting Factors Stimulating Factors Excessive Blaming Clarity of Rules Insincere Gratitude
Training Failure to Follow through Resepct & Appreciation for Effort Inconsistencies/incongru
Employee ities Participation/Autonomy Inflated Egos/Bullying Opportunities to express care
for other
EFFECTS
Good attendance records  Willingess
to adhere to company policies 
Lower Turnover

WORK MODES
Emotional states, unpredictable,
unstable, varies depending on the
employee Can be either positive or
negative Happy Employees are
more efficient and have a better
performance than those who are
depressed
Disney promotes their employees to
be in character even if he or she is in
a bad mood
Jollibee also does the same for their employees, given their motto “Be Happy”

Sample Situation: Lack of Satisfaction =Not contented

PSYCHOLOGICAL WITHDRAWAL
PHYSICAL WITHDRAWAL
AGGRESSION
Constructive Direction Of Response LOYALTY VOICE Destructive NEGLECT EXIT Passive Active
Nature of Response
Proportion of employees leaving an organization during a time period
Higher Satisfaction = Lesser Turnover
Lower Satisfaction = Higher Turnover
Experience of dissatisfaction
Think about quitting
Weigh the gains and losses
Start looking for alternatives
Analyzed against current job
Decide
Tangible Intangible
Separation Costs Morale effects
Training Costs
Vacancy Costs
Replacement Costs

Employee Attitude Towards the Organization :

Positive Negative
Employee Stays Employee is terminated
Employee leaves voluntarily Employee leaves by mutual agreement

Organization’s attitude toward employee

ABSENCES: Involuntary  Voluntary

TARDINESS
Short-period absenteeism
Delay completion of work
Decrease productivity
Affect co-workers
THEFT
Physical
• Office Supplies
• Money
• Inventory
Abstract
• Work Time (e.g. Sleeping)
VIOLENCE
Verbal
Physical
Main reason could be work stress
OTHER EFFECTS
Organizational Citizenship Behavior
• Positive behavior
• Beyond the expected work of an organization
• Voluntary
• Spontaneous

THE BENEFITS OF JOB SATISFACTION

MONITORING ATTITUDES
The survey is potentially a powerful instrument to diagnose and assess both employee
problems and positive attitudes.
They give the management an indication of levels of satisfaction of the company.
They indicate the specific areas of satisfaction or dissatisfaction.
Surveys tell how employees feel about their jobs, which parts of their jobs they like, and their
feelings.

OTHER BENEFITS
The flow of communication is improved
They can serve as a safety valve or emotional release
Training needs can be identified since the employees are able to report how well they feel
about the job
They can also help managers plan and monitor new programs, by getting feedback on
proposed changes, and getting actual results after after a follow-up survey

IDEAL SURVEY CONDITIONS

When the top management supports
Employees are fully involved in planning
Past surveys have produced noticeable changes
A clear objective exists in conducting
The survey is user-friendly
Results and action plans are communicated to affected employees
TYPES OF SURVEY QUESTIONS
There are two methods of conducting a survey; through interviews and questionnaires.
Close-Ended Questions Wherein choice of answers are written, for the employees to just
mark which best represents their feelings. This type does not give the employees much of a
chance to fully express themselves. 1. Example: How friendly my supervisor is in the
workplace (minimum) 1 2 3 4 5 (maximum)
Open-End Questions This type seeks responses from employees in their own words. This
permits the employees to express themselves fully. The management, through this type, is
given the chance to hear out their employees fully. The employees taking the survey will be
able to use their own words. Examples: “What do you like most about working in our
company?” “What could be done to improve our workplace?”

CRITICAL ISSUES
Experience shows that careless errors in survey designing could limit the usefulness of the
survey. There are 2 elements for efficient studies:
1. Reliability The capacity of a survey instrument to produce consistent results, regardless of
who administers or conducts.
2. Validity The capacity to measure what they claim to measure. This task is easier to use
with close-ended questions, and more complicated with open-ended ones. Maintenance of
anonymity, norms of interpretation, voluntary participation of participation and other factors
should also be put into attention when conducting a survey.

USING SURVEY INFORMATION

Communicating the Results Managers must be informed of the results in preparation for
usage. The document is called the survey report. 2. Comparative Data 3. Committee Work
Follow-Up Where there are task forces assigned to analyze and plan changes after conducting
and evaluating the survey. 4. Feedback to Employees After all the actions, the results are
communicated and shared to the employees to inform them of future plans of changes. Also
to show employees that the management cares.
Intranet
The in-house version of the Internet. These are private computer networks that are only
accessible to employees. These are used for transmitting secure documents and internal
communications. The intranet could be used to conduct surveys easily and more efficiently.

CHANGING EMPLOYEE ATTITUDES

Make use of reward system
Set Challenging goals
Define goals and expectations
Refrain from judging/attacking employees
Provide feedback
Show a caring, considerate orientation
Provide opportunities
Encourage people
APPRECIATE

REFERENCES:

FINALS:

https://www.slideshare.net/0WellingtonMACoJr0/group-4-employee-attitudes-and-their-
effects