Introduction
Assessing individual behavior in the context of influencing business outcomes is an opportunity to identify workers’ motivators. Based on the proposed scenario, the attitudes and job satisfaction of each of the four employees will be evaluated, and corresponding impacts on individual aspects of organizational performance will be given. Implementing effective managerial roles can reduce negative influences and change the workers’ job attitudes for the better.
Employees’ Attitudes and Job Satisfaction
The social media marketing administrator (Employee #1) is not ready to show perseverance and demonstrates poor commitment. He is not satisfied with the range of his duties and is prone to low productivity. The engineer (Employee #2), in turn, is a responsible employee who is heavily involved in the work process. At the same time, despite her temporary loyalty, high workload and constant fatigue affect her performance negatively. The customer service representative (Employee #3) shows frequent dissatisfaction with the working conditions, which affects his colleagues’ attitudes and manifests itself in the shirking of immediate duties. Finally, the quality control administrator (Employee #4) is dissatisfied with many aspects, including both organizational and cultural nuances, and does not feel like part of a cohesive team.
Responses Categorization
By categorizing the employees’ responses in terms of their job satisfaction, their positions can be described through a specific frame. Robbins and Judge (2018) provide a scheme for classifying negative attitudes into the categories of affectivity, cognition, and behavior. According to this framework, Employee #3’s position is behavioral since he not only discusses his job dissatisfaction but also involves colleagues in his ideas. The responses of Employee #1 and Employee #2 may be described as cognitive, which involves the assessment based on the disagreement with heavy workload compared to other employees. The effective model of negative attitude is characteristic of Employee #4 who is guided by feelings and experiences emotional stress caused by her considerations of intercultural job communication.
Impacts on the Organization
Each of the four employees’ job attitudes affects the organization from different perspectives. For instance, Employee #1’s cognitive dissonance can be the cause of a decline in profits, and his frequent tardiness can increase turnover due to the need to recruit more reliable and responsible employees. Robbins and Judge (2018) describe this state as a contradiction between work behavior and attitude. His colleagues can adopt this demeanor and show poor job engagement. Employee #2 is more loyal, and her job attitude does not affect other employees and turnover significantly due to her diligence. However, the profits of the organization can be reduced due to a decrease in valuable work initiatives.
Employee #3’s standpoint does not incur significant losses for the company, but turnover can increase due to his influence on colleagues who, in turn, adopt his degree of dissatisfaction. Judge, Weiss, Kammeyer-Mueller, and Hulin (2017) attribute this behavior to the lack of alternative career prospects and absenteeism as a form of protest. Employee # 4’s attitudes also do not pose a threat to the organization’s assets. Moreover, her influence on other employees is also unlikely since she does not interact closely with most of them. However, as Cucina, Byle, Martin, Peyton, and Gast (2018) state, sharing emotional experiences is a valuable aspect of building satisfaction in the workplace. Therefore, Employee #4 may leave the company for a more diverse organization, which, in turn, will impact turnover negatively.
Managerial Roles
To change the employees’ attitudes, specific managerial roles should be promoted. As a background, Mintzberg’s models of leadership may be applied, which Robbins and Judge (2018) describe. Each of the four aforementioned employees’ managers can follow specific behavioral patterns by taking into account their subordinates’ specific attitudes. In relation to Employee #1, Employee #3, and Employee #4, interpersonal roles need to be promoted, in particular, the leader approach. As Robbins and Judge (2018) state, this practice allows motivating staff and directing their activities in the right area. Regarding Employee #2, the manager’s informational role may be beneficial, in particular, its monitor type that, according to Robbins and Judge (2018), helps find new development paths. These roles may be essential to change the employees’ attitudes.
Conclusion
Individual attitudes and job satisfaction criteria are aspects that can be improved through the introduction of effective managerial roles. In the presented scenario, different forms of behavior and attitudes towards immediate responsibilities are manifested. Interpersonal and informational leadership roles are the drivers that can help motivate the subordinates to perform their work productively and take into account not only individual attitudes but also the organization’s goals.
References
Cucina, J. M., Byle, K. A., Martin, N. R., Peyton, S. T., & Gast, I. F. (2018). Generational differences in workplace attitudes and job satisfaction. Journal of Managerial Psychology, 33(3), 246-264.
Judge, T. A., Weiss, H. M., Kammeyer-Mueller, J. D., & Hulin, C. L. (2017). Job attitudes, job satisfaction, and job affect: A century of continuity and of change. Journal of Applied Psychology, 102(3), 356-374.
Robbins, S. P., & Judge, T. A. (2018). Organizational behavior (18th ed.). New York, NY: Pearson.