Attitudes, Values And Job Satisfaction

747 Words 3 Pages
Attitudes, Values and Job Satisfaction

Introduction I would like to focus on how job dissatisfaction directly correlates to the concepts of organizational commitment and personality preferences. I’ve learned that “Truth influences emotions, and emotions influence perceptions, and perceptions influence attitudes, and ultimately job satisfaction”. Effective organizations strive to satisfy their employees knowing that when employees are happy, increase productivity is evitable. Dr. Fischer teaches that looking at job satisfaction from a covenantal perspective of Hesed and mutual accountability as it pertains to “big picture” thinking will create a sense of collaboration of just not thinking about ourselves, but thinking of the organization
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Multiple reasons exist for dissatisfaction in the workplace, for example, interaction with employees, rules and policies, sub- standard working conditions, lack of career development, promotions, increase job stressors, role ambiguity, over worked employees and burnout are a few factors that lead to dissatisfaction and subsequently results in low organizational commitment leading to low retention (Robbins& Judge,2009 p 79). Job dissatisfaction is the dependent variable that is manifested in high absenteeism, high turnover or deviant behavior in the workplace, these factors are influenced by independent variables comprised of individuals, groups and organizational systems (Robbins& Judge,2009 p 32). Job involvement and psychological empowerment are also two factors that contributes and relates to how satisfied one is with their jobs. Self-worth is associated with perceived performance, and psychological empowerment is autonomy, competence and meaningfulness of one’s responsibilities, when these factors are lacking employees will feel dissatisfied and lack motivation (Robbins& Judge,2009 p …show more content…
The three dimensions associated with the commitment demonstrated by the employee towards the organization described by Robbins & Judge are: affective, continuance, and normative commitment. According to the research cited by these authors revealed that for the most part, a positive relationship exists between job productivity and organizational commitment, however, the research indicated that negative results were associated with continuance commitment due to the employee not having many options in the marketplace and feeling tethered to the organization based on a healthy compensation package. These feelings can result in dissatisfaction in job involvement and lead to low productivity and morale, deeming continuance as a weak commitment (Robbins& Judge,2009 p 80). Our textbook also notes that when organizations are not investing in the workforce with programs that will lead to growth opportunities, career support or rewards and recognition programs, disengagement will be prevalent and lead to a deep disconnection furthermore, illuminating destructive responses from the employee such as leaving the organization or a neglect response, that promotes passivity. U.S organizations suffer 350 billion dollars per year due to lost productivity because of disengage and dissatisfied employees

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