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Implications of Attitudes - Values And Attitudes
Management Concepts & Organisational Behaviour - Values And Attitudes
Implications of Attitudes - Values And Attitudes
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The attitude-productivity relationship is not very clear. Bradfield and Crock¬ett in 1955 made an extensive study of this relationship and concluded that there was minimal or no relationship between attitudes and performance.
Implications
of Attitudes
The attitude-productivity relationship is not very clear. Bradfield and Crock¬ett in 1955 made an extensive study of this relationship and concluded that there was minimal or no relationship between attitudes and performance. However, two years later, Herzberg and his associates concluded from the review of studies that there was gen¬erally a positive relationship between attitudes and productivity. However, they noted that in many cases the correlations, although positive were low. Similarly, a review in 1964 of twenty-three separate studies revealed that, except in three cases, there was a low but positive relationship between satisfaction and performance. It is clear that the studies on the relationship between attitudes and productivity give rise to mixed findings.
It was found in earlier studies that employee satisfaction is inversely related to absen-teeism and turnover. The higher the job satisfaction on the part of an employee, the lower is the scope for employee’s withdrawal behavior. Bradfield and Crockett found a significant but complex relationship be¬tween attitudes and both absenteeism and turnover. Vroom found a consistent negative relationship between job satisfaction and turnover, but a less consistent negative relationship between satisfaction and absenteeism. A few studies have also found that satisfaction has a consistent impact on absenteeism, but an even more profound and consistent relationship on turnover. However, the conclusion that employee satisfaction and absenteeism are inversely related has come under attack in the recent times.
There is also a view that organizational commitment is a better predictor of voluntary resignations than job satisfaction. If this is true, efforts to develop valid measures of organizational commitment may be of greater importance to managers. In conclusion, the evidence is fairly clear that organizations with committed and satisfied em¬ployees have lower rates of both turnover and absenteeism.
Attitudes towards job and job satisfaction are closely related. In many research studies, these terms are used interchangeably. In studies of job attitudes, it is generally thought that the result is some measure of job satisfac¬tion or dissatisfaction. Job satisfaction, however, is not a behavior but rather a general feeling of contentment with the job. As a result, if attitudes are positive, job satisfaction tends to be positive. On the other hand, if the attitudes are negative, satisfaction tend to be low. Therefore, if a manager wants to have employees satisfied with their jobs, he should strive to create in them positive attitudes toward their job and the organization.
Attitudes and Productivity
The attitude-productivity relationship is not very clear. Bradfield and Crock¬ett in 1955 made an extensive study of this relationship and concluded that there was minimal or no relationship between attitudes and performance. However, two years later, Herzberg and his associates concluded from the review of studies that there was gen¬erally a positive relationship between attitudes and productivity. However, they noted that in many cases the correlations, although positive were low. Similarly, a review in 1964 of twenty-three separate studies revealed that, except in three cases, there was a low but positive relationship between satisfaction and performance. It is clear that the studies on the relationship between attitudes and productivity give rise to mixed findings.
Attitudes and Withdrawal Behaviors
It was found in earlier studies that employee satisfaction is inversely related to absen-teeism and turnover. The higher the job satisfaction on the part of an employee, the lower is the scope for employee’s withdrawal behavior. Bradfield and Crockett found a significant but complex relationship be¬tween attitudes and both absenteeism and turnover. Vroom found a consistent negative relationship between job satisfaction and turnover, but a less consistent negative relationship between satisfaction and absenteeism. A few studies have also found that satisfaction has a consistent impact on absenteeism, but an even more profound and consistent relationship on turnover. However, the conclusion that employee satisfaction and absenteeism are inversely related has come under attack in the recent times.
There is also a view that organizational commitment is a better predictor of voluntary resignations than job satisfaction. If this is true, efforts to develop valid measures of organizational commitment may be of greater importance to managers. In conclusion, the evidence is fairly clear that organizations with committed and satisfied em¬ployees have lower rates of both turnover and absenteeism.
Attitudes and Satisfaction
Attitudes towards job and job satisfaction are closely related. In many research studies, these terms are used interchangeably. In studies of job attitudes, it is generally thought that the result is some measure of job satisfac¬tion or dissatisfaction. Job satisfaction, however, is not a behavior but rather a general feeling of contentment with the job. As a result, if attitudes are positive, job satisfaction tends to be positive. On the other hand, if the attitudes are negative, satisfaction tend to be low. Therefore, if a manager wants to have employees satisfied with their jobs, he should strive to create in them positive attitudes toward their job and the organization.
Tags : Management Concepts & Organisational Behaviour - Values And Attitudes
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