This document discusses employee attitudes and their effects in the workplace. It defines key concepts like job satisfaction, morale, and organizational commitment. Positive attitudes like job satisfaction are associated with better performance and outcomes for employees and organizations, while negative attitudes can lead to issues like absenteeism and turnover. The document also examines how to measure employee attitudes through surveys, analyze the results, and take actions to improve attitudes.

1. EMPLOYEE ATTITUDES AND THEIR EFFECTS

2.  Attitudes: are the feelings and beliefs that largely
determine how employees will perceive their
environment, commit themselves to intended
actions, and ultimately behave.
 Some people are optimistic, upbeat, cheerful and
courteous , they are said they are to have positive
affectivity. Others are generally pessimistic,
downbeat, irritable, they are said to have negative
affectivity.

3.  Job satisfaction: is a set of favorable or unfavorable
feelings and emotions with which employees view
their work. Typically hob satisfaction refers to the
attitudes of a single employee.
 The general term used to describe overall group
satisfaction is morale.
 Overall or multidimensional: job satisfaction can be
viewed as an overall attitude of it can apply to the
various parts of an individual’s job.

4.  Environmental impact: job satisfaction is one part of
life satisfaction. The nature of a worker’s
environment off the job indirectly influences his or
her feelings on the job.
 Spillover effect: it occurs in both directions between
job and life satisfaction. Consequently, managers
need to monitor not only the job and immediate
work environment but also their employee’s
attitudes towards other parts of life.
 Level of job satisfaction: the level is not constant, it
is related to various variables.

5.  Job involvement: is the degree to which employees
immerse themselves in their jobs, invest time and energy in
them and view work as a central part of their overall lives.
 Organizational commitment: is the degree to which an
employee identifies with the organization and wants to
continue actively participating in it.
Factors that inhibit and that stimulate employee commitment
Inhibiting factors Stimulating factors
Excessive blaming Clarity of rules and policies
Insincere gratitude Investments in employees
Failure to follow through
inconsistencies
Respect and appreciation for
efforts
Inflated egos and bullying Making employees feel valued

6.  Work moods: employees have feelings about their
jobs that are highly dynamic, they can change
within a day, hour, or minute. These attitudes
towards jobs are called work moods.
 Effects of employee attitudes: dissatisfied
employees may engage in psychological withdrawal
( e.g. Day dreaming on the job) physical withdrawal
(e.g. unauthorized absence, early departure..) or
even over acts of aggression. On the other hand
the satisfied employees may provide acts of
customer service beyond the call of duty, having
sparkling work records.

7.  Employee performance: the high performance
contributes to high job satisfaction. Better
performance typically leads to higher economic ,
sociological and psychological rewards.
Performance
Satisfaction or
dissatisfaction
Perception of
equity in
rewards
Rewards
Greater or
less effort
Greater or less
commitment
Turnover
Absenteeism
Tardiness
Theft
Violence
Poor organizational
citizenship

8.  Tardiness: a tardy employee is one who comes to
work but arrives beyond the designated starting
time. Tardiness is a short period absenteeism
ranging from a few minutes to several hours for
each event.
 Presenteesim: occurs when employees come to
work despite troublesome physical and emotional
health conditions that affect their performance.
 Theft: some employees steal product from the
company. It is the unauthorized removal of
company resources.
 Violence: it can be verbal or physical aggression at
work.

9.  Turnover: higher job satisfaction is associated with
lower employee turnover, which is the proportion of
employees leaving an organization during a given
time period.
 Employees turnover can have several negative
effects on the organization. They include:
 Separation cost
 Training cost for new employees
 Vacancy cost
 Replacement cost
 Morale effects

10. EMPLOYEE –ORGANIZATION ATTITUDES
Employee stays Employee is terminated
Employee leaves voluntarily Employee leaves by mutual agreement
Positive Negative
Organization’s attitudes toward employee
employee’s
attitudes
toward
employee
p
N

11. BENEFITS OF JOB SATISFACTION
 Job satisfaction survey is a procedure by which employees
report their feelings toward their jobs and work environmnet.
 Benefits of job satisfaction:
1- monitoring attitudes: management can have an indication of
general levels of satisfaction in a company.
2- the flow of communication in all directions is improved as
people plan the survey, take it, and discuss its results.
 Ideal survey conditions:
 Top management supports the survey
 Employees are involve in planning the survey
 Past surveys have produced noticeable changes
 A clear objective exists for conducting the survey
 Management is willing to follow up the action
 Both the results and action plans are communicated to
employees

12. TYPES OF JOB SATISFACTION SURVEY QUESTIONS
 Closed –end questions: present a choice of
answers in such a way that employees select and
make the answers that best represent their own
feelings.
 Open-end questions: seek responses from
employees from employees in their own words.
This type of questions has two kinds
1- directed questions: focus the employee attention
on specific parts of the job and ask questions about
those aspects.
2- undirected questions): ask for general comments
about the job.

13. MAJOR STEPS IN CONDUCTING THE SURVEYS
Identify reason for survey
Obtain management commitment
Develop survey instrument
Administer survey
Tabulate results
Analyze result
Provide feedback to participants
Implement action plan

14.  Reliability: is the capacity of a survey instrument to
produce consistent results regardless who
administers it .
 Validity: The capacity to measure what they claim to
measure
 Using survey information:
 Communicate the results
 Comparative data
 Work follow up
 Feed back to employees

15. CHANGING EMPLOYEE ATTITUDES
 If management wants to change the attitudes of
employees, there many ways such as:
1. Make the rewards system is tide to individual or team
performance
2. Set challenging goals
3. Define clear role expectation
4. Refrain from attacking the employees’ attitudes
5. Provide frequent feedback
6. Exhibit a caring
7. Provide opportunities
8. Show appreciation for appropriate effort