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Work attitude and behaviour at work

Tagesse Abebe,College of Business and Economics Dept. of Management, MBA Graduate Student

Wachemo University ID NO : WCU/R/PG/BE-089/09

Abstract

In the term paper, I have tried to focus on how work attitude affect work behaviour of employee’s and results to job satisfaction and organizational commitment. i have tried to link among the theories and practice in the organizational behaviour. In the term paper, I have tried to show how attitude strongly influence an employee’s behaviour as well as their performance. An employee’s performance and satisfaction are likely to be higher if their attitude fit well with the organization. Managers are more likely to appreciate, evaluate positively, allocate rewards to employee who “fit in” and employees are more likely to be satisfied if the perceive that they do fit in. I have tried to how managers should be interested in their employees’ attitudes because of attitudes give warnings of potential problems and they influence behaviour. Satisfied and committed employees, for instance, have lower rates of turnover and absenteeism. Given that managers want to keep resignations and absences down especially among their more productive employees. Employee’s Satisfaction towards Their job, the effect of job satisfaction as well as results to its performance is shown in this term-paper. Employees can also show their dissatisfaction by various ways is also shown in this term-paper.

key words: attitude, behaviour, job satisfaction, commitment, organizational justice, work.

1. Introduction

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Job performance refers to the activities expected from an employee and how well those activities are performed: the quality and the quantity of work per employee, the accuracy, the speed, and the effectiveness. This variable is the one of the main ones studied in organizational behaviors and is related to the general mental abilities, to the organizational justice and interpersonal relations, stress, to the positive work attitude and personality. If the job performance is related to the duties of the job’s description, to a formal behavior, organizational citizenship behavior (OCB) are positive, constructive, and voluntary behaviors that employees do to help others and benefit the organization. Some examples could be altruism, courtesy, civic virtue, honesty, correctness, avoiding unnecessary conflicts. These behaviors are more influence by organizational justice and interpersonal relationships: when people are happy about their job and workplace, they do something more than what is expected of them. Absenteeism is the unscheduled absence from work. Sometimes it comes from health or private life reasons, but sometimes it depends on poor and negative attitude and on a desire to avoid the workplace as much as possible. Last, turnover is when an employee leaves the organization because of their low performance, negative work attitude, stress, personality and short tenure. The company spends time recruiting, hiring, and training new employees, meantime suffering from lower productivity. The link between attitude and behavior is also influenced by social and emotive factors, but surely positive attitudes result in a positive and polite behavior, and are thus crucial for a company’s effectiveness. Source: (intern.internship-uk.com/attitude and behavior at work) or 19 thought on ‘’attitude and behavior at work’’

2.0 Objective of the term paper.

The main objective of this term-paper is listed as follows: identifying the major work attitudes that affect work behaviors, assessing work attitudes in the workplace, and Be able to develop your positive work attitude skills.

3. Significance of the term-paper.

This term paper is requirement of MBA study programmers’ in wachemo university. Because it is the practical implication of the theoretical knowledge which we have been acquired in a class to gain further knowledge and experience about principles and practices of management towards work attitude and behavior at work.

4. Methodology of the term-paper.

Descriptive data were collected from secondary source. The secondary data were also collected from various published journals and different websites.

5. Discussion and explanation on work Attitudes and behavior

Work Attitudes: refers to our opinions, beliefs, and feelings about aspects of our environment. We have attitudes toward the food we eat, people we meet, courses we take, and things we do. At work, two job attitudes have the greatest potential to influence how we behave. These are job satisfaction and organizational commitment.

Job satisfaction: the feelings people have toward their job. refers to the feelings people have toward their job. If the number of studies conducted on job satisfaction is an indicator, job satisfaction is probably the most important job attitude. HR Focus, 10–13; Sandberg, J. (2008, April 15). For many employees, a dream job is one that isn’t a nightmare. Wall Street Journal, B1.

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their company often refer to their company as “we” as opposed to “they” as in “in this company, we have great benefits.” The way we refer to the company indicates the type of attachment and identification we have with the company. There is a high degree of overlap between job satisfaction and organizational commitment because things that make us happy with our job often make us more committed to the company as well. Companies believe that these attitudes are worth tracking because they often are associated with outcomes that are important to the Controlling role, such as performance,

helping others, absenteeism, and turnover. What Causes Positive Work Attitudes? Job Characteristics: Employees tend to be more satisfied and committed in jobs that involve certain

characteristics. The ability to use a variety of skills, having autonomy at work, receiving feedback on the job, and performing a significant task are some job characteristics that are related to satisfaction and commitment. Journal of Applied Psychology, 70, 280–289; Mathieu, J. E., & Zajac, D. M. (1990).

Organizational Justice: A strong influence over our satisfaction level is how fairly we are treated. People pay attention to the fairness of company policies and procedures, fair and kind treatment from supervisors, and fairness of their pay and other rewards they receive from the company. Cohen-Charash, Y., & Spector, P. E. (2001). . Journal of Vocational Behavior, 61, 20–52. Organizational justice can be classified into three categories: (1) procedural (fairness in the way policies and processes are carried out), (2) distributive (the allocation of resources or compensation and benefits), and (3) interactional (the degree to which people is treated with dignity and respect). At the root of organizational justice is trust, something that is easier to break than to repair if broken. Psychological Contract: the unspoken, informal understanding that an employee will contribute certain things to the organization and will receive certain things in return. is the unspoken, informal understanding that an employee will contribute certain things to the organization (e.g., work ability and a willing attitude) and will receive certain things in return (e.g., reasonable pay and benefits). Under the psychological contract, an employee may believe that if he or she works hard and receives favorable performance evaluations, he or she will receive an annual bonus, periodic raises and promotions, and will not be laid off. Since the “downsizing” trend of the past 20 years, many commentators have declared that the psychological contract is violated more often than not. Relationships at Work: two strong predictors of our happiness at work and commitment to the company are our relationships with coworkers and managers. The people we interact with, how friendly they are, whether we are socially accepted in our work group, whether we are treated with respect by them are important to our happiness at work. Research also shows that our relationship with our manager, how considerate the manager is, and whether we build a trust-based relationship with our manager are critically important to our job satisfaction and organizational commitment. Bauer, T. N., Bodner, T., Erdogan, B., Truxillo, D. M., & Tucker, J. S. (2007).

Stress: Not surprisingly, the amount of stress present in a job is related to employee satisfaction and commitment. Stressors range from environmental ones (noise, heat, inadequate ventilation) to interpersonal ones (organizational politics, conflicts with coworkers) to organizational ones (pressure to avoid making mistakes, worrying about the security of the job). Some jobs, such as intensive care unit nurse and military fighter pilot, are inherently very stressful.Kinicki, A. J., McKee-Ryan, F. M., Schriesheim, C. A., & Carson, K. P. (2002).

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Job performance: refers to the level to which an employee successfully fulfills the factors included in the job description. For each job, the content of job performance may differ. Measures of job performance include quality and quantity of work performed by the employee, the accuracy and speed with which the job is performed, and the overall effectiveness of the person on the job. In many companies, job performance determines whether a person is promoted, rewarded with pay raises, given additional responsibilities, or fired from the job. Therefore, most employers observe and track job performance. This is done by keeping track of data on topics such as the number of sales the employee closes, the number of clients the employee visits, the number of defects found in the employee’s output, or the number of customer complaints or compliments received about the person’s work. In some jobs, objective performance data may not be available, and instead supervisor, coworker, customer, and subordinate assessments of the quality and quantity of work performed by the person become the indicators of job performance. Job performance is one of the main outcomes studied in organizational behavior and is an important variable managers must assess when they are engaged in the Controlling role .Kuncel, N. R., Hezlett, S. A., & Ones, D. S. (2004). Academic performance, career potential, creativity, and job performance:

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Turnover: refers to an employee’s leaving an organization. Employee turnover. An employee’s leaving an organization. Have potentially harmful consequences, such as poor customer service and poor company-wide performance. When employees leave, their jobs still need to be performed by someone, so companies spend time recruiting, hiring, and training new employees, all the while suffering from lower productivity. Yet, not all turnovers is bad. Turnover is particularly a problem when high-performing employees leave, while a poor performer’s leaving may actually give the company a chance to improve productivity and morale. Journal of AppliedPsychology,93,392–423

6. Summary, Conclusion and Recommendation

Employees demonstrate a wide variety of positive and negative behaviors at work. Among these, four are critically important and have been extensively studied in the literature. Job performance is the degree of success with which one accomplishes the tasks listed in one’s job description. A person’s abilities, particularly general mental ability, are the main predictor of job performance in many occupations. How we are treated at work, the level of stress experienced at work, work attitudes, and, to a lesser extent, our personality are also factors relating to one’s job performance. Citizenship behaviors are tasks helpful to the organization that go above and beyond one’s job description. Performance of citizenship behaviors are less a function of our abilities and more of motivation. How we are treated at work, personality, work attitudes, and our age are the main predictors of citizenship. Among negative behaviors employees demonstrate, absenteeism and turnover are critically important. People who experience health problems and work/life balance issues are prone to more absenteeism. Poor work attitudes are also related to absenteeism, and younger employees are more likely to be absent from work, especially when dissatisfied. Turnover is higher among low performers, people who have negative work attitudes, and those who experience a great deal of stress. Personality and being younger are personal predictors of turnover.

(Source:www.academia.edu/541321orwww.customwritings.com)

Conclusion

The duty of management and the employee in improving workers attitude and behavior is debatable. Some may argue that it is up to the employee to ensure that they attain job satisfaction organizational commitment from their work, as they are the only ones in control of their attitude and performance. It is also possible to say that all the responsibility is entirely the managements. They decide on the nature of the environment in which the employee works. The management holds the power to control employee salary, off time and promotion. External factors such as the environment, social situations, and culture also affect worker attitude and behavior. In my opinion, it is up to both the parties to decide on worker attitude and behavior at work.

Recommendation

Developing Your Positive Attitude Skills: by what mechanism? Have you ever wondered how you could be happier at work and how greater work satisfaction could improve your overall effectiveness? Here are some ideas that may help you achieve a great sense of peace for yourself as well as when you are working with a negative coworker.

Leverage your Big Five traits. Your personality is a big part of your happiness. Which of the Big Five positive traits are you strongest on? Be aware of them and look for opportunities to express them at work. Are you high on Neuroticism? If so, work to overcome this challenge: If you choose to find the negative side of everything, you will.

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and the company. Ask detailed questions about what life is like in this company. Do your research. Read about the company; use your social network to understand the company’s culture.

Develop good relationships at work. Make friends. Try to get a mentor if your company does not have a formal mentoring program. Approach a person you admire and attempt to build a relationship with this person. An experienced mentor can be a great help in navigating life at a company. Your social network can help you weather the bad days and provide you with emotional and instrumental support during your time at a company as well as afterward.

Pay is important, but job characteristics matter more to your job satisfaction. So don’t sacrifice the job itself for a bit more money. When choosing a job, look at the level of challenge and the potential of the job to make you feel engaged.

Be proactive in managing organizational life. If the job is stressful, cope with it by effective time management and having a good social network, as well as being proactive in getting to the source of stress. If you don’t have enough direction, ask for it!

Know when to leave. If the job makes you unhappy over an extended period of time and there is little hope of solving the problems, it may be time to look elsewhere. In precise way, Promoting a positive work attitude will increase your overall effectiveness as a manager. You can increase your own happiness at work by knowing yourself as a person, by ensuring that you work at a job and company where you fit in, and by building effective work relationships with your manager, coworkers, and subordinates. Concentrating on the motivating potential of the job when choosing a job and solving the problems you encounter in a proactive manner may be helpful as well. © 2010 Jupiter images Corporation.

Assessing Work Attitudes in the Workplace: how?

Given that work attitudes may give us clues about who will leave or stay, who will perform better, and who will be more engaged, tracking satisfaction and commitment levels is a helpful step for companies. If there are companywide issues that make employees unhappy and disengaged, these need to be resolved. There are at least two systematic ways in which companies can track work attitudes: through attitude surveys that are given to employees tracking their work attitudes. And exit interviews. Companies such as KFC and Long John Silver restaurants, the SAS Institute, Google, and others give periodic attitude surveys, which are used to track employee work attitudes. Companies can get more out of these surveys if responses are held confidential. If employees become concerned that their individual responses will be shared with their immediate manager, they are less likely to respond honestly. Moreover, success of these surveys depends on the credibility of management in the eye of employees. If management periodically collects these surveys but no action comes out of them, employees may adopt a more cynical attitude and start ignoring these surveys, hampering the success of future efforts. Exit interviews meeting with the departing employee. Involve a meeting with the departing employee. This meeting is often conducted by a member of the human resource management department. If conducted well, this meeting may reveal what makes employees dissatisfied at work and give management clues about areas for improvement. How strong is the attitude-behavior link? First of all, it depends on the attitude in question. Your attitudes toward your colleagues may influence whether you actually help them on a project, but they may not be a good predictor of whether you quit your job. Second, it is worth noting that attitudes are more strongly related to intentions to behave in a certain way, rather than actual behaviors. When you are dissatisfied with your job, you will have the intention to leave. Whether you actually leave will be a different story! Your leaving will depend on many factors, such as availability of alternative jobs in the market, your employability in a different company, and sacrifices you have to make while changing jobs. Thus, while the attitudes assessed through employee satisfaction surveys and exit interviews can provide some basis for predicting how a person might behave in a job, remember that behavior is also strongly influenced by situational constraint

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1. Amir Ali (2008) Impact of job involvement on in-role performance and organizational citizenship behavior. Journal of behavior and applied management vol 9 p169-183

2. Celia, B. R., &Nadarajan, S. (n.d) A study on the relationship between job satisfaction and the attitude

of Journal of Marketing and Consumer Research 3. www.iiste.org ISSN 2422-8451 An International Peer-reviewed Journal Vol.7, 2015 teaching staff in

self-financing engineering colleges.

4. Chang, C-Y., J.C.H. Chiang, M.F. Wehner, A. Friedman, and R. Ruedy, (2011): Sulfate aerosol control of tropical climate over the 20th century. J. Climate, 24, 2540-2555 Cheri ostroff (1992) The relationship between satisfaction attitude and performance: an organizational level analysis. Journal of applied psychology vol. 77 no 6-963-974.

5. Cohen, A. (1999) Relationship among the five forms of commitment: An empirical analysis, journal of Organizational behavior , 20, 285-308.

6. Dizgah1 MoradRezaei; MehrdadGoodarzvand Chegini2; RoghayehBisokhan (2012) Relationship between Job Satisfaction and Employee Job Performance in Guilan Public Sector. J. Basic. Appl. Sci. Res., 2(2)1735-1741

7. HR Focus, 10–13; Sandberg, J. (2008, April 15). For many employees, a dream job is one that isn’t a nightmare. Wall Street Journal, B1

8.Journal of Applied Psychology, 70, 280–289; Mathieu, J. E., & Zajac, D. M. (1990).

9. Journal of Vocational Behavior, 61, 20–52. Organizational justice can be classified into three categories:

10. Kuncel, N. R., Hezlett, S. A., & Ones, D. S. (2004). Academic performance, career potential, creativity, and job performance:

11. www.academia.edu/541321orwww.customwritings.com

12. intern.internship-uk.com/attitude and behavior at work or 19 thought on ‘’attitude and behavior at work’’

13.© 2010 Jupiterimages Corporation.

14.Journal of AppliedPsychology,93,392–423. The relationship of age to ten dimensions of job

performance 15.Kuncel, N. R., Hezlett, S. A., & Ones, D. S. (2004). Academic performance, career potential, creativity,

and job performance:

16. Kinicki, A. J., McKee-Ryan, F. M., Schriesheim, C. A., & Carson, K. P. (2002).

17. Locke, E.A. (1969) defined job satisfaction is the pleasurable emotional state resulting from the appraisal of one’s job as achieving or facilitating one’s job values and it is conceptualized as a general attitude toward an employee

18. Morris et al., (1993) stated job security as one of the most important obstacle for change and it is directly related with the organizational commitment.

19. Noble and Mokwa (1999). Guest, (1987) and storey (1992) observed that employees committed to the organization are the valuable resource to the organization

20. Riketta 2002-08) performance of individual is depend on satisfaction level of a employees at work.

21. Iverson (1996) said believed that employees who are highly attached to the organization are ready to accept organizational change.

22. Cordery (1993), held that employees may generate negative attitude of Commitment towards change and its consequences is enforcing to deliver the change

23. Staw & Ross, 1985) demonstrated that a person’s job satisfaction scores have stability over time, even when he or she changes jobs or companies.

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25. (Schleicher, et al, 2004) worked on mental stress and uncomforted employees attitude and its effect on individual behavior at work, and searched higher ability to fight with internal uncomforting and stress level they are having satisfaction and great performance at work.

26. lee and chen, 2013) concluded that employees doing work long time in organization are having negative attitude because of long time they passed with the specific organization and its commitment with work is also lower and find motivation is a solution for this type of situation.

27. (Celik and Suki, 2011,) “job satisfaction is an emotion which comes out of climate, culture, and identification of managements which is bound to managers fair behaviors

References

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