The Individual – Attitudes, Job Satisfaction, and Motivation
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The Individual – Attitudes, Job Satisfaction, and Motivation
Job satisfaction is a measure reflecting the scope to which an employee is contented and happy regarding his or her job. This measure is subjective in many aspects including but not limited to management techniques, employee handling, job’s culture, prospective growth of self and many others. There are different reasons and ways that one can obtain job satisfaction since the measure is highly influenced by the degree to which employees value their jobs (Sauer, 2011). In fact, this is identified by appraising one’s expectations against employment experiences. If an employee’s expectations are met, the level of satisfaction is greater than before while the opposite is true for dissatisfaction.
The debate on whether happy employees are more productive or otherwise is a routine that has unrelentingly been noted in human resource seminars and conferences. However, over the years a knowledge gap has been noted in various studies dealing with employee attitudes on a general scale as well as in particular attitudes. These gaps serve as the ultimate causes of employment attitudes, the consequence of positive or negative job satisfaction, and ways to measure the influence of employee attitude (Sauer, 2011). These are vital aspects in regards to the growth of a company and should be handled as a matter of priority by the fact that employees determine the growth of any organization.
Every individual employee has a view and a particular attitude towards a given occupation. All identified perspectives concerning job satisfaction have led to the wide categorizations leading to three distinct gaps. One of the three gaps in the study on employees’ attitude acts as the root cause of the given attitudes, by trying to establish why workers respond as the do. The second gap is the result of positive or negative job satisfaction and the last one outlines measures and the influence of employee attitudes (Saari, & Erez, 2002).
Gap 1: The Causes of Employment Attitudes
Job satisfaction is an element emanating from some factors notably through varying sources and circumstances in one’s life. Studies by numerous human resource practitioners have shown that even childhood experiences form part of adult job satisfaction. In addition, cultural influences constitute to the general satisfaction of one’s job. Therefore, it is important for employers to determine causes of healthy events leading to the exhibition of positive or negative employment attitudes. Attitudes are a clear indication of how one feels regarding an employment position as well as the working setting. Perhaps coming up with friendly working conditions would yield better ultimate results. Difference in employees’ satisfaction is in part related to individual dispositions and temperaments.
Cross-cultural causes of employment attitudes are divided into different dimensions namely individualism, uncertainty avoidance, power distance and achievement orientation. Countries cultures in a global scale are a strong indicator of employees’ attitude (Saari, & Erez, 2002). Culture also influences how one is valued and viewed in various nations based on the cultural background. The environment and conditions by which one is working under greatly determine the extent to which the employees’ acquire satisfaction. This ultimately involves the nature of the job itself. If an employee has a low opinion regarding the job, then they will not enjoy the work aspect and consequently, dissatisfaction. To resolve this trend, the Hr practitioners should research widely on ways of developing confidence and positive attitude in employees. Identifying the main causes of distress in employees’ attitude and addressing it is essential for solving in every respect the problem on attitude.
Gap 2: The Results of Positive or Negative job Satisfaction
The general view that a happy worker is more productive compared to one who is not is a major topic of debate in the human resource fraternity. Nonetheless, it is apparent that when employees enjoy and are contented with their jobs, there is an enhanced likelihood for better performance (Saari, & Erez, 2002). In addition, job satisfaction has also evidenced a considerable impact on life satisfaction. This is so because most periods, especially concerning professionals, are spent working until the factor is translated into a component of one’s normal life. Therefore, for this reason, if one is not satisfied with work, he or she might end up unsatisfied in life as well. Dissatisfaction largely occurs when job experiences are spilt over into nonworking life and vice versa (Saari, 2004). When disappointments from work are transferred to unemployment situations, they comprise one’s personal fulfillment. The inverse association also holds as true.
In all this, it is apparent that the control on whether employees note satisfaction is largely influenced by an employer. A continued survey on the employees’ satisfaction level is important towards ensuring efficiency and better results. Dissatisfied employees are more vulnerable in contemplating quitting as they lack motivation as well as the intrinsic drive that persuades them to work. This may lead to rampant absenteeism, a negative impact in the work setting (Saari, 2004). Human resource practitioners should develop helpful approaches from past working records and exploit the same in advancing employee attitudes and performance. Extensive research gives the practitioners enough knowledge on how to handle employees’ positive or negative attitudes. The response to these attitudes greatly determines the extent to which the problem is to be solved. However, this kind of information is all over the internet and can easily be accessed.
Gap 3: How to Measure and Influence Employee Attitudes
The third gap addresses mechanisms that measure and influence an employees’ attitude. This may be achieved through surveys, interviewing or establishing focus groups (Career Key Inc., 2011). The outlined methods are effective in influencing employee attitudes, with surveys acting as the most appropriate investigation tools. Linking an employee’s attitude with business performance helps to improve the level of employee satisfaction through addressing reasons behind notable prevailing attitudes. Today, employees’ attitudes have gained recognition as an influential aspect of worker performance. Employee surveys generally entail evaluating satisfaction levels and aspects of managerial issues. Identifying the sources of employee dissatisfaction, then planning, and devising measures to correct the situation would lead to enhanced organization yields and efficiency.
Analyzing and interpreting an employees’ attitude through acquired data is very important. Conducting an intensive research to an employee’s attitude measurements and statistical analysis is a momentous input towards the growth of a worker’s satisfaction. Survey feedback must be taken seriously and the recommendations carried out in good time (Career Key Inc., 2011). This aids an organization in re-planning its employee’s relations and restructuring desired associations appropriately. Feedback action also helps in organizational change, which plays a great role in addressing employees’ attitudes.
This involves the inclusion of employees in decision-making, which is a very positive move in establishing fulfillment through creating a sense of ownership. Measuring and influencing employees’ attitude is an approach that has been neglected in the past. With the current knowledge, that employees’ attitude affects the companies’ efficiency, practitioners have to come up with practices that will gear the organization forward. Methods such as employee attitude survey would go along way in doing so. Closing this gap will involve an in-depth insight on possible ways to influence change in attitude of employees.
These gaps are conspicuous on religious ground and in social set ups in form of prejudice and stereotyping. Employees’ my harbor a certain attitude towards a particular religion and this could cause them to host an attitude in response to that. Similarly, stereotyping and prejudice against one’s social situations can trigger an attitude that would affect his or her performance.
Gaps Closure
Closing the outlined gaps requires one to be conversant with current developments and changes in research. Employing an effective research-based employment would serve as a remedy to the issue of hiring employees with bad negative attitudes. Prudence also dictates the use of employee attitude surveys in measuring areas of significance for employees’ satisfaction and organizational success (Lyne, 2008). With this kind of information, it is apparent that there is a need for human resources than there is for administrators in the job market. Employees’ attitudes have caused many organizations many problems over the years due to lack of credible research. With these developments, therefore it is anticipated that the trend will change for the better.
References
Career Key, Inc. (2011). Job Satisfaction. Retrieved from http://www.careerkey.org/asp/career_options/job_satisfaction.html
Lyne, G. E. (2008). How to Measure Employee Attitudes: Attitude Surveys. Retrieved from http://www.accessmylibrary.com/article-1G1-8001300/measure-employee-attitudes-attitude.html
McKay, M. (2011). Employee Attitude Training. Retrieved from http://smallbusiness.chron.com/employee-attitude-training-2014.html
Saari, L. M., & Judge, T. A. (2004). Employee Attitudes and Job Satisfaction. Retrieved from http://onlinelibrary.wiley.com/doi/10.1002/hrm.20032/abstract
Sauer, N. (2010). The Contribution of Human Resource Management to Organisational Performance: Human Resource Management Theory Applied. Retrieved from http://www.associatedcontent.com/article/2757093/the_contribution_of_human_resource.html?cat=3
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