Talya Bauer And Berrin Erdoganlearning Objectivesidentify The Major W ✓ Solved

Identify the major work attitudes that affect work behaviors.

List the key set of behaviors that matter for organizational performance.

Understand the link between work attitudes and ethics.

Understand cross-cultural differences in job attitudes and behaviors at work.

What is the difference between job satisfaction and organizational commitment? Which do you think would be more strongly related to turnover? Do you think making employees happier at work is a good way of motivating people? When would high satisfaction not be related to high performance?

In your opinion, what are the three most important factors that make people dissatisfied with their job? What are the three most important factors relating to organizational commitment? How important is pay in making people attached to a company and making employees satisfied? Do you think younger and older people are similar in what makes them happier at work and committed to their companies? Do you think there are male-female differences? Explain your answer.

What is the difference between performance and organizational citizenship behaviors? How would you increase someone’s performance? How would you increase citizenship behaviors? Are citizenship behaviors always beneficial to the company? If not, why not? Can you think of any citizenship behaviors that employees may perform with the intention of helping a company but that may have negative consequences overall? Given the factors correlated with job performance, how would you identify future high performers? What are the major causes of absenteeism at work? How can companies minimize the level of absenteeism that takes place? Do you see any downsides to such programs?

Which factors related to work attitudes in Western cultures should also be related to work attitudes in other cultures? Are there any that you think would not be important in a different culture that you are familiar with? Do you think people leave their jobs for the same reasons around the world? If not, explain why you think so.

Paper For Above Instructions

Work attitudes play a crucial role in influencing work behaviors and overall performance in organizations. Understanding these attitudes is essential for both employees and employers to enhance job satisfaction and commitment while navigating cross-cultural differences.

Major Work Attitudes and Their Effects on Behaviors

Work attitudes include job satisfaction, organizational commitment, and work-life balance, among others. Job satisfaction refers to the degree to which an employee feels fulfilled and content in their job. It significantly contributes to turnover intentions; typically, individuals dissatisfied with their jobs are more likely to leave (Judge et al., 2001). Organizational commitment, on the other hand, relates to an employee's loyalty to their organization. Committed employees are less likely to turnover, which suggests that it may have a more substantial impact on retention compared to job satisfaction (Meyer & Allen, 1991).

Factors Influencing Job Satisfaction and Commitment

Several factors can lead to job dissatisfaction, including poor management practices, lack of recognition, and inadequate compensation (Spector, 1997). Conversely, organizational commitment can be fostered through effective communication, strong leadership, and a supportive culture. Pay also plays a significant role; however, it is often not the only determinant. While competitive salary packages are essential, factors such as work relationships and opportunities for advancement often have a more profound effect on employee satisfaction and commitment (Herzberg, 1966).

Differences Between Generations and Genders

It is vital to recognize that different generations may have varying perspectives on job satisfaction and organizational commitment. Younger employees may prioritize career development and work-life balance more than older generations, who may place a higher value on job stability (Twenge & Campbell, 2008). Additionally, research indicates that males and females may experience workplace dynamics differently, with studies showing that women often value workplace relationships and emotional intelligence in their work environment more than men (Eagly & Carli, 2003).

Citizenship Behaviors and Performance Enhancement

Organizational citizenship behaviors (OCBs) are discretionary behaviors that enhance organizational effectiveness beyond an employee's contractual obligations. While OCBs are generally beneficial, they must not interfere with an employee's performance or lead to burnout. Encouraging such behaviors requires a culture that promotes recognition and a sense of belonging (Organ, 1997). To improve performance, managers should focus on setting clear expectations, providing feedback, and facilitating skill development (Locke & Latham, 2002).

Managing Absenteeism

Absenteeism is often linked to various factors, including job dissatisfaction, workplace stress, health issues, and negative relationships with coworkers. Companies can minimize absenteeism through wellness programs, flexible work policies, and by fostering a supportive workplace culture (Bakker et al., 2005). However, there is a downside to incentivizing low turnover; it may encourage managers to retain underperforming employees simply to meet business metrics, potentially affecting overall organizational morale.

Ethical Considerations in Work Attitudes

An ethical work environment is crucial to nurturing positive work attitudes, leading to a more satisfied and committed workforce. Employees who perceive their workplace as fair are less likely to engage in unethical behavior and more likely to be advocates for the company (Trevino et al., 2006). Understanding cross-cultural differences in work attitudes is equally important, as factors influencing employee satisfaction and work commitment may vary significantly across different cultural contexts (Hofstede, 1980).

Conclusion

In conclusion, understanding the interplay between work attitudes, behaviors, and organizational performance is essential for creating healthier, more productive work environments. Companies must recognize the diverse factors influencing job satisfaction and commitment to effectively engage their workforce and reduce turnover.

References

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  • Eagly, A. H., & Carli, L. L. (2003). The female leadership advantage: An evaluation of the evidence. Leadership Quarterly, 14(6), 807-834.

  • Herzberg, F. (1966). Work and the nature of man. World Publishing Company.

  • Hofstede, G. (1980). Culture's Consequences: International Differences in Work-Related Values. Sage Publications.

  • Judge, T. A., Thoresen, C. J., Bono, J. E., & Patton, G. K. (2001). The job satisfaction-job performance relationship: A qualitative and quantitative review. Psychological Bulletin, 127(3), 376.

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  • Twenge, J. M., & Campbell, W. K. (2008). Generational differences in psychological traits and their impact on the workplace. Journal of Managerial Psychology, 23(8), 862-877.

  • Trevino, L. K., Hartman, L. P., & Brown, M. (2006). Moral person and moral manager: How executives develop a reputation for ethical leadership. California Management Review, 49(2), 128-142.