1. Employee Attitudes and Their Effects
Chapter Nine
Employee Attitudes and Their Effects
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

2. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Introduction
Negative attitudes are:
A symptom of underlying problems
A contributing cause of forthcoming difficulties
Linked to reduced organizational competitiveness
A key challenge is dealing with employees who have developed an attitude of entitlement
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

3. The Nature of Employee Attitudes
Attitudes affect perceptions
Perceptions affect attitudes
Employee predispositions
Positive affectivity
Negative affectivity
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

4. Job Satisfaction Elements Feelings, thoughts, and intentions
Individual Focus
Job satisfaction is an individual’s attitude
Moral is group satisfaction
Elements of Job Satisfaction
Overall attitude or can apply to various parts of an individual’s job
Job-related attitudes predispose an employee to behave in certain ways
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

5. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Job Satisfaction
Stability of Job Satisfaction
Attitudes are acquired over time
Satisfaction can vary and can decline more quickly than it is developed
Environmental Impact (spillover effect)
Off-the-job environment indirectly influences feelings on the job
Job satisfaction influences general life satisfaction
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

6. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Job Satisfaction
Importance
Apply knowledge of organizational behavior to build better organizations
Both individuals and society benefit
Level of Job Satisfaction
Was historically high and stable in the U.S.
Only 50 percent of those currently in the workforce report job satisfaction
Variables revolve around age, occupational level, and organizational size
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

7. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Job Involvement
The degree to which employees:
Immerse themselves in their jobs
Invest time and energy in them
View work as a central part of their overall lives
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

8. Organizational Commitment
Employees can choose to be involved, committed, and positive
Commitment is stronger among:
Longer-term employees
Those with personal success in the organization
Those working within a committed group
Organizationally committed employees:
Have good attendance
Adhere to company policies
Have lower turnover rates
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

9. Organizational Commitment
Inhibiting Factors
Excessive blaming
Insincere gratitude
Failure to follow through
Inconsistencies and incongruities
Inflated egos and bullying
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

10. Organizational Commitment
Stimulating Factors
Clarity of rules and policies
Investments in employees
Respect and appreciation for efforts
Employee participation and autonomy
Making employees feel valued
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

11. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Work Moods
Variable, highly dynamic attitudes toward a job
Positive moods produce energy, passion, vitality, and enthusiasm
Results in better customer service, lower absenteeism, greater creativity, and interpersonal cooperation
Work moods are directly affected by managerial actions
Praise, fun atmosphere, pleasant surroundings, social interaction
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

12. Effects of Employee Attitudes
Dissatisfied employees engage in:
Psychological withdrawal
Physical withdrawal
Aggression
Satisfied employees:
Go beyond the call of duty
Have good work records
Actively pursue excellence
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

13. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Employee Performance
High satisfaction does not guarantee high performance
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

14. Turnover Negative effects of turnover: Separation costs Training costs
Vacancy and replacement costs
Morale effects
Functional effects of turnover:
More opportunities for internal promotion
Removal of disruptive employees
Infusion of expertise from new employees
Satisfied employees are less likely to quit
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

15. Products of Employee-Organization Attitudes
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

16. Absences and Tardiness
Employees with low job satisfaction are absent more often
Tardiness is short-term absenteeism
A pattern of tardiness is often a symptom of negative attitudes
Presenteeism
Working when you shouldn’t be
Reduces productivity by 33 percent or more
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

17. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Theft
Acts of Theft
Using company services without authorization
Fraud
Unauthorized removal of company resources
Causes
Reestablishing lost equity
Revenge for ill treatment
Severe dissatisfaction
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

18. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Bending the Rules
Intentionally interpreting organizational policies to obtain personal gain
Often committed by dissatisfied employees
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

19. Forces For and Against Rule Bending
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

20. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Violence
One of the most extreme consequences of employee dissatisfaction
Millions of workers are victims annually
Many more live under the direct or perceived threat of harm
Cost to U.S. businesses is $36 billion per year
Work stress can be both a cause of violence and the aftermath of it
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

21. Other Effects of Attitudes
Negative Effects
Low productivity, turnover, absenteeism, tardiness, theft, and violence
Positive Effects
Organizational citizenship behaviors
“Good Soldier” Motivation
Personality traits
Desire for special recognition or rewards
Image enhancement
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

22. Studying Job Satisfaction
A job satisfaction survey can:
Identify broad employee problems
Indicate levels of satisfaction
Pinpoint problem areas in jobs or groups
Improve the flow of communication
Serve as an emotional release
Identify training needs
Help managers plan and monitor new programs
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

23. Ideal Survey Conditions
Desired Prerequisites
Top management support
Employees are involved in survey planning
Past surveys produced noticeable changes
A clear objective exists
Study standards are consistent with sound research
Management is willing/able to follow-up
Both the results and action plans are communicated to employees
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

24. Other Job Satisfaction Information
Daily Contacts and Existing Data
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

25. Survey Design and Follow-Up
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

26. Types of Survey Questions
Closed-end Questions
Easy to administers
Does not give employees a full opportunity to express themselves
Open-end Questions
Permits employees to express feelings, thoughts, and intentions fully
Makes stronger impression on management
Can be directed or undirected
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

27. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Critical Issues
Reliability
Capacity to produce consistent results, regardless of who administers it
Validity
The capacity to measure what they claim to measure
Response Rates
Improve with short time period, periodic reminders, keeping form short and easy-to-understand, offering incentive
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

28. Using Survey Information
Communicate the results
Use comparative data to spur competition
Set up committee to do review and follow-up
Feed results back to employees
Take action on results
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

29. Changing Employee Attitudes
Tie rewards to performance
Set challenging goals
Define clear expectations
Use active listening skills
Provide frequent feedback regarding performance
Show concern for employee feelings
Allow employees to participate in decision making
Show appreciation for effort and citizenship
Provide new data
Have co-workers share their attitudes
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved