Employee attitudes largely determine how employees will perceive their work environment and behave. Attitudes are feelings and beliefs that form a mental set affecting how people view things. Job satisfaction is an important attitude consisting of feelings and emotions employees have towards their work. Important aspects influencing job satisfaction include pay, supervision, task nature, coworkers and working conditions. Positive employee attitudes like job satisfaction and organizational commitment can benefit organizations through increased performance and reduced absenteeism and turnover, while negative attitudes hurt organizations. It is important for managers to understand and monitor employee attitudes.

5.  Attitudes are feelings and beliefs that
largely determine how employees will
perceive their environment, commit
themselves to intended actions, and
ultimately behave.

6.  It forms a mental set that affects how we
view something else.
 Positive affectivity
 Negative affectivity

8.  A set of favorable or unfavorable feelings or
emotions with which employees view their work
 It is an affective attitude (a feeling of relative
like or dislike toward something)
 It consists of feelings, thoughts, and intentions
to act.

9.  Refers to the attitudes of a single
employee.
 Group Morale – Overall group
satisfaction

10.  Job satisfaction often focus on the
various parts that are believed to be
important
 Job related attitudes predispose an
employee to behave in certain ways

11.  Important aspects of job satisfaction
includes:
• Pay
• One’s supervisor
• The nature of the tasked performed
• Co-workers or teams
• Immediate working conditions

12.  Job satisfaction or dissatisfaction
emerges as an employee gains more
and more information about the
workplace
 Job Satisfaction is dynamic

13.  The nature of a worker’s environment off the
job indirectly influences his or her feelings on
the job.
 Job Satisfaction influences general life
satisfaction

14.  Managers need to monitor not only the job
and immediate work environment but also
their employees attitudes towards parts of
life.

15. Job
Politics
Familiy
LIFE
Religion
Leisure

17. The degree to which an employee is
engaged in and enthusiastic about
performing their work.
An individual’s psychological
identification or commitment to his /
her job (Kanungo, 1982)

18. Likely to be more ethical than those who are
not involved
Decreased chances of having to be tardy or
absent
Enjoys participating in events

20. ORGANIZATIONAL
COMMITMENT
• Employees choose to be
involved, committed, positive
• Engaged at emotional level
• Stronger in the long term

21. 3 Forms
Affective
Normative
Continuance

22. Inhibiting Factors
Stimulating Factors
Excessive Blaming
Clarity of Rules
Insincere Gratitude
Training
Failure to Follow through Resepct & Appreciation
for Effort
Inconsistencies/incongru
Employee
ities
Participation/Autonomy
Inflated Egos/Bullying Opportunities to express
care for other

23.  Good attendance records
 Willingess to adhere to company
policies
 Lower Turnover

25. Emotional
states, unpredictable, unstable, varies
depending on the employee
Can be either positive or negative
Happy Employees are more efficient and have
a better performance than those who are
depressed

26. Disney promotes their employees to be in
character even if he or she is in a bad mood

27. Jollibee also does the same for their
employees, given their motto “Be
Happy”

30. Lack of Satisfaction
Not contented

31. PSYCHOLOGICAL WITHDRAWAL
PHYSICAL WITHDRAWAL
AGGRESSION

32. Constructive
Direction
Of
Response
LOYALTY
VOICE
Destructive
NEGLECT
EXIT
Passive
Active
Nature of Response

34.  Proportion of employees leaving an
organization during a time period
 Higher Satisfaction = Lesser Turnover
 Lower Satisfaction = Higher Turnover

35.  Experience of dissatisfaction
 Think about quitting
 Weigh the gains and losses
 Start looking for alternatives
 Analyzed against current job
 Decide

36. Tangible
Intangible
 Separation Costs
 Morale effects
 Training Costs
 Vacancy Costs
 Replacement Costs

37. Positive
Employee Attitude
Towards the
Organization
Employee
Stays
Employee is
terminated
Negative
Employee leaves
voluntarily
Employee leaves
by mutual
agreement
Positive
Negative
Organization’s attitude toward employee

38.  Involuntary
 Voluntary

39.  Short-period absenteeism
 Delay completion of work
 Decrease productivity
 Affect co-workers

40.  Physical
• Office Supplies
• Money
• Inventory
 Abstract
• Work Time (e.g.
Sleeping)

41.  Verbal
 Physical
 Main reason could be work
stress

42.  Organizational Citizenship Behavior
• Positive behavior
• Beyond the expected work of an
organization
• Voluntary
• Spontaneous

43. Rule bending
 Reasons Against
 Reasons For
• Fear
• Pressure
• Reputation
• Ego
• Personal code
• Social Pleasure
• Embarrassment

45. 1. MONITORING ATTITUDES
 The survey is potentially a powerful instrument to
diagnose and assess both employee problems and
positive attitudes.
 They give the management an indication of levels of
satisfaction of the company.
 They indicate the specific areas of satisfaction or
dissatisfaction.
 Surveys tell how employees feel about their jobs,
which parts of their jobs they like, and their feelings.

46. The flow of communication is improved
They can serve as a safety valve or emotional
release
Training needs can be identified since the
employees are able to report how well they feel
about the job
They can also help managers plan and monitor
new programs, by getting feedback on proposed
changes, and getting actual results after after a
follow-up survey

47. When the top management supports
Employees are fully involved in planning
Past surveys have produced noticeable changes
A clear objective exists in conducting
The survey is user-friendly
Results and action plans are communicated to
affected employees

48. There is a systematic approach to conducting
surveys. The major steps are identifying the purpose
of conducting the survey, developing the survey
instrument, administering, tabulating results,
analyzing results, providing feedback to the
participants, implementing the action plan and
monitoring the results.

49. There are two methods of conducting a survey; through
interviews and questionnaires.
Close-Ended Questions
Wherein choice of answers are written, for the employees to just
mark which best represents their feelings. This type does not give
the employees much of a chance to fully express themselves.
1.
Example:
How friendly my supervisor is in the workplace
(minimum) 1
2
3
4
5 (maximum)

50. 2. Open-End Questions
This type seeks responses from employees in their own
words. This permits the employees to express themselves
fully. The management, through this type, is given the
chance to hear out their employees fully. The employees
taking the survey will be able to use their own words.
Examples:
“What do you like most about working in our company?”
“What could be done to improve our workplace?”

51. Experience shows that careless errors in survey
designing could limit the usefulness of the survey.
There are 2 elements for efficient studies:
Reliability
The capacity of a survey instrument to produce
consistent results, regardless of who administers or
conducts.
1.

52. 2. Validity
The capacity to measure what they claim to
measure.
This task is easier to use with close-ended questions, and
more complicated with open-ended ones. Maintenance of
anonymity, norms of interpretation, voluntary participation of
participation and other factors should also be put into
attention when conducting a survey.

53. 1.
Communicating the Results
Managers must be informed of the results in preparation for
usage. The document is called the survey report.
2. Comparative Data
3. Committee Work Follow-Up
Where there are task forces assigned to analyze and plan
changes after conducting and evaluating the survey.
4. Feedback to Employees
After all the actions, the results are communicated and
shared to the employees to inform them of future plans of
changes. Also to show employees that the management
cares.

54. Intranet
The in-house version of the Internet. These are
private computer networks that are only
accessible to employees. These are used for
transmitting secure documents and internal
communications.
The intranet could be used to conduct surveys
easily and more efficiently.

56.  Make use of reward system
 Set Challenging goals
 Define goals and expectations
 Refrain from judging/attacking
employees

57.  Provide feedback
 Show a caring, considerate orientation
 Provide opportunities
 Encourage people
 APPRECIATE

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