Chapter 3 Reflection and Discussion: Attitudes and Behaviors
The week’s reading was relating to workers’ or employers’ attitude and their job satisfaction. Attitude is defined as the processing of evaluating things. It is the perception that an individual will have towards people around him/her or towards an objective. It also involves the surrounding events and situations (Robbins & Judge, 2018). Three components make up attitude; cognition, affect, and behavior. Behavioral actions are explained as switching to another assignment if the person encounters problems with the supervisor. Affective feeling happens when the person reacts towards the actions of the supervisor. It can involve liking or disliking the supervisor. Cognitive functioning is explained as the reaction to a decision that seems biased. For example, an employee may react badly towards a supervisor because he has offered a promotion to an employee who seems deserving. The discussions on behavior and attitudes are the concepts that determine the relationship between attitudes and Behaviour. When behavior is followed by attitude, this is referred to as cognitive dissonance, while when behaviors follow attitudes, it is defined as moderating variables (Robbins & Judge, 2018).
An employee’s satisfaction towards his/her job will determine the engagement of employee’s attitudes. His or her commitments towards the current job determine how their perceptions and psychology will be empowered to support or not support the organization (Robbins & Judge, 2018). Some factors can measure the level of job satisfaction. Job satisfaction is simply being contented and optimistic about what a person is doing and how the company rewards those actions. In measuring job satisfaction, a single global rating involves general questions which are exceptionally accurate. Key components are identifying in the summation score, and then the perspectives towards those components are determined.
Job satisfaction is directly proportional to the performance of employees. The organization is likely to benefit from the increased performance (Robbins & Judge, 2018). The factors of performance involve employee’s well-being, improvement in corporate behavior, workplace deviance, lesser absence, better and satisfying response when dealing with customers. HR managers should be concerned with the attitudes and behaviors of their employees. Necessary action should be taken to ensure that good employee are retained and keep adding values to the company (Robbins & Judge, 2018).
The actions by Elisa’s supervisor can be misconstrued as favoritism towards one employee over the other. The supervisor has shown some misconduct in dealing with Elisa’s request. The other way in which we can look at the issue is the way the request was submitted. Both scenarios will end up with Elisa taking a hit which results in job dissatisfaction. When power is expressed in an organization irrespective of its reason, it is always perceived to be to the detriment of the employees (Robbins & Judge, 2018). Display of power can result in resentment from the employees, which is a threat to the organization and the whole staff.
Workplace deviance can result in several implications on the misconduct in the organization. The power that the organization has can potentially cause disparities which can frustrate other employees. Elisa may feel that the organizational environment is hostile and unwelcoming. The employee cab spread rumors that are false to gain attention and get more favorable task and promotion. Several types of research have indicated that organizational resistance can happen in different forms (Robbins & Judge, 2018). The influence and strength of change over time and are inconstant. Workplace deviance behaviors are categorized as follows;
Robbins, S. & Judge, T. (2018). Essentials of Organizational Behavior. Boston, MA: Pearson.
As a manager of the restaurant, I will seek an audience with Graham to inquire about the grievance he is having. The grievances among employees can easily reduce if managers find time to take to their employees. Since dissatisfaction is the major cause of grievances, managers should seek an audience with their employees to make sure that they feel that they are part of the organization. If the grievances are not addressed, job dissatisfaction will spread to other employees. It is always important to conduct job satisfaction surveys to determine whether job dissatisfaction is declining and the reasons for the decline (Robbins & Judge, 2018). The global rating method or summation score can be used to measure job dissatisfaction. The key question should be identified, and the employees are supposed to be asked questions on certain key elements.
The single global approach is a reaction towards a single question. For example, are you satisfied with your current job? On a scale of 1-5 from exceptionally satisfied and profoundly dissatisfied, the other method that can be used to measure dissatisfaction is the summation score. It is a more advanced process. Key components in the workplace are identified, for example, the process of compensation, relations and collaborators, advancements openings, and work management (Pepe Addimando, & Veronese, 2017).
If we take low compensation as the cause of job dissatisfaction, the influence of this component can affect employees up to a certain level. It means that the if the cause of job dissatisfaction is low compensation. The key component, which is low compensation, will be addressed. Job satisfaction levels can also be influenced by employees’ attitudes and behaviors. Employees may have negative thoughts and low satisfaction levels. Evaluation is done on their behaviors and attitudes, and the issues addressed.
Robbins, S. & Judge, T. (2018). Essentials of Organizational Behavior. Boston, MA: Pearson.
Pepe, A., Addimando, L., & Veronese, G. (2017). Measuring teacher job satisfaction: assessing
invariance in the teacher job satisfaction scale (TJSS) across six countries. Europe’s
journal of psychology, 13(3), 396.
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