Job Attitudes in Organisations Flashcards
Organisational commitment
an attitude of job satisfaction; how much effort you would want to put into your job, how much you care about your work, how much you would engage in activities within the organisation
Work engagement is…
an employee’s psychological investment in their job.
PEOPLE ARE BECOMING MORE AUTONOMOUS in their jobs, so there is a need for organisations to be more accommodating
- workplaces becoming more complex requires people need to be more committed & engaged.
- work quality will drop with low commitment and engagement.
- Work engagement should lead to more productivity and commitment, & a higher quality of work.
All changes in the workplaces influences what skills, attitudes, and psychological competencies (& cognitions) of employees
- Dave Ulrich, Human Resource Champions.
What is employee engagement?
- purpose, recognition, and value-driven connection to work.
- commitment, performance, and desire to produce quality work
- affective; one’s perception of work & motivation to involve themselves in the activities of the organisation, fulfilling role requirements.
WORK ENGAGEMENT has three key dimensions, which are… (Gallup, 1990)
- Job satisfaction
- commitment
- extra-role behaviours
Job satisfaction (Gallup Engagement Survey, 1990)
- growth
- teamwork
- individual contribution
- basic needs
High 1-item Job satisfaction measure ; if engagement is same as job satisfaction, then what are we really measuring here???
- the measures of engagement seem to address not only internal attitudes, but also outcomes!
Low engagement scores lead to negative outcomes in organisations such as (Gallup, 1990)…
- 81% increase in absenteeism
- safety incidents
- patient safety incidents
- turnover in high-turnover organisations
- quality defects
- shrinkage (theft)
High engagement leads to positive outcomes in organisations such as (Gallup, 1990) …
- customer loyalty/engagement
- productivity
- 66% increase in wellbeing (net thriving employees)
- organisational citizenship
- productivity
- profitability
Engagement is characterised by…
- vigour
- dedication
- absorption
- these are all engagement outcomes, which predicts extra-role performance & health & well-being.
To understand engagement, we need to combine all the related constructs (while not really related to engagement, they cna reveal so much more to us about the reasons for low / high engagement in employees)
- These constructs are satisfaction, commitment, extra-role behaviours, as well as Gallup’s (1990) survey questions on growth, commitment, basic needs, individual contribution, teamwork, AND also deducing reasons for peak or declines in satisfaction by understanding the work context, to get a holistic understanding of job engagement.
- Asking all questions (not just questions on basic needs) will help us to gauge why engagement is high or low in employees and in the organisation.
Key point: How is your workforce health?
- interventions and insight need to be undertaken before there is a complete loss of job dissatisfaction.
- need to find a trending index of workforce health (high level; you still need to go into the factors causing low job satisfaction in month X, caused by Y, due to change in Z).
- So, the context is important to consider (e.g., financial year/ work season)
R&D team has high job satisfaction, but it has been declining for a couple of months, thus you need to find out the context.
- for example, there might have been a workforce change, such as a new manager, which may have caused the steady decrease in satisfaction…it could be a more significant problem in the next 3-4 months.
Pulse Survey
- intervene early because management only has approx two quarters to fix it, or it becomes a new culture, and people leave.
- Attraction-Selection-Attrition model (Schneider, 1987)
- So follow up with interviews, focus groups, team surveys
