Employee attitudes 1

EMPLOYEE ATTITUDES ON ORGANIZATIONAL

By [Student's Name]

Course

Professor's Name

Institution

Location of the Institution

Date
 Employee attitudes 2

Executive Summary

 Employee attitudes such as reduced job satisfaction, particularly job satisfaction and lack of

commitment, are strong predictors of illness absence. Furthermore, factors such as

commitment and organizational sarcasm can contribute to withdrawal behavior, including

illness and absences

 Employee attitudes such as motivation, commitment, and commitment have a significant

impact on job performance. While positive attitudes can lead to increased productivity and

performance, negative settings can have a negative impact on these areas. Overall, work

attitudes, job satisfaction, and organizational commitment play a critical role in employee

performance.

 This study ascertained whether sick absence and employee performance could be influenced

by employee attitudes.

 To prove the allegation, the project includes a combination of many methodological

approaches with varied sources of data

 Incorporating such a technique is advantageous because it improves the outcome's reliability

and consistency and ensures the eventual figures are not biased

 Besides, combining diverse data-based sources eliminates computational errors occasioned

by wrong quantitative and statistical interpretations

 The finding of the study relied on three main variables or metrics that defined quality,

namely employee attitudes, sick absence and employee performance.

 This situation directly contributes to their job satisfaction and organizational commitment

play an important role in employee performance.

Employee attitudes on organizational

Introduction

The binding ability of experienced workers remains an ongoing challenge for

organizations in a highly competitive global environment. Especially when baby boomers begin

to leave their workforce and careers become more dynamic and self-made (Briscoe & Hall,

2006), organizations need to ensure that they do not lose respected workers, such as in Lee et

al.'s (2017) report. Employee attitudes can have serious consequences for organizations due to

segregation and exchange costs and reduced morale due to labor (Allen et al., 2010). As early as

the 1960s and 1970s, models were developed to explain job characteristics and job roles for

important job outcomes such as job satisfaction and retreat behavior (Grant et al., 2008; Lee et

al., 2017). The following studies convincingly show that work can influence traits that affect

employee attitudes compared to their work and organization and thus can influence employee

behavior (Griffeth et al., 2000; Holtom et al., 2008; Hom et al., 2012; Podsakoff et al., 2007).

The purpose of this study is to promote insight into the interrelationships between job

duties, settings and settings, and contribute to literature in three different ways. First, this study

answers a call from Lee et al. (2017) Leaving away from standard research practice (Steel,

2002). Researchers often tend to focus on the interaction with work functions instead of

changing work characteristics and the effects of these results (McArdle, 2009; Ployhart &

Vandenberg, 2010; Taris & Compier, 2014). As a result, these studies provide information about

differences in people rather than differences in humans (McArtle, 2009). Employee reactions to

work may be influenced by within-person changes in job characteristics (e.g., workload

deterioration versus improvement). A focus on these within-person changes in research models

may improve our understanding of the impact of job design on employee attitudes and behavior,

allowing organizations to develop more effective interventions. This study aims to depart from

the "standard research practice" (Steel, 2002), which primarily employs cross-sectional research

designs and static predictor scores. According to Lee et al. (2017), turnover theories (implicitly)

assume that changes in distal antecedents (e.g., job characteristics) influence turnover through

changes in proximal antecedents (e.g., job attitudes), but these assumptions on dynamic

mediation (Ployhart & Vandenberg, 2010) are rarely tested. In this study, we used latent change

score (LCS) models (Gollwitzer et al., 2014; McArdle, 2009), which are an important tool for

analyzing changes within individuals and modelling growth. Applying an LCS approach

broadens our understanding of how decreases or increases in workload, emotional demands, and

autonomy affect employee reactions, rather than just their level. We assumed that exposure to 1-

year changes in the job characteristics under study causes experiences with 1-year changes in job

attitudes, which in turn affect 1-year changes in employee attitudes and behavior.

Second, this study was conducted by Podsakaff et al. (2007) Conceptual model of

challenges and objections of stress-related issues and objections (JD-R) between retention of

resource models and factors-related criteria (Demerouti et al., 2001). A model by Podsakoff et al.

(2007) Schaubroeck et al. Based on the theory from. (1989) however, expand this by integrating

the distinction between task stress and obstacle stressors. In fact, these two types of stressors

have been shown to have different effects (e.g. Behr et al., 2000; Cavanaugh et al., 2000), and

should not be considered similar worker. A meta-analytical study by Podsakoff et al. (2007)

Podsakoff et al. Setting survey. In our research model, workloads are the challenges and

emotional demands of obstacle stressors. Furthermore, in the JD-R model (Demerouti et al.,

2001), the model also includes a third type of job function, namely autonomy as a jobless tour.
 Employee attitudes 5

Although recent research has shown that work characteristics can be divided into impaired

stressors, stressor tasks, and Jobra tours (Cavanaugh et al., 2000; Demerouti et al., 2001; Lepine

et al., 2005; van den Broeck et al., 2010), there are several studies on work research when

examining work. Our study includes all three different job features.

Third, most studies are positive attitudes (e.g., job satisfaction, organizational

commitment, commitment, etc.) between job characteristics and attitudes and behavior, but our

research also includes negative attitudes towards work (organizational irony) as a process

variable. This could help knowledge of the various impacts of proposed challenges and obstacles

to drive outcomes, such as employment (e.g., commitment) and employee behavior (e.g.,

attitude). A recent meta-analysis study warns that adoption and general embrace (p. 950) of the

Challenge Hindrance Stress Model (CHM) is premature. In a comprehensive assessment of

CHM, they found that they have successfully identified several different relationships between

tasks and obstacle stress with work outcomes but found little complete support. In general,

studies show negative proportions of obstacle stress, for example, indications of job satisfaction

and retention criteria, but the relationship with task stress is little significant, but a positive effect

is assumed (Mazzola & Disselhorst, 2019). By including workplace positive and negative

attitudes, we want to gain more insight into the different relationships between the two stressors,

as task stress may have more negative things to do with negative attitudes (obstructive stress has

a positive effect).

To this end, our study is based on the conceptual model of Podsakoff et al. (2007) use a

variety of process variables. Instead of job satisfaction, it's organizational irony rather than

dedication and organizational involvement. Commitment refers to a state of positive

identification and enthusiasm for your own work and was considered as a dimension of work
 Employee attitudes 6

construction within the JD-R model (Schaufeli & Bakker, 2004). Commitment to employment

inclusion is more than job satisfaction, and may be related to storage standards, such as sales

intent. Organizational irony refers to negative attitudes characterized by employee organizational

frustration and distrust (Abraham, 2000; Dean et al., 1998; Reichers et al., 1997). Engagement

and organizational irony represent different (positive and negative) employment settings at

different levels (jobs and organizations), and perhaps pioneering attitude behavior (e.g.

Andersson & Bateman, 1997; Chiaburu et al., 2013). From a practical standpoint, job

interventions (re)design interventions aimed at improving working conditions are even more

advantageous when they contribute to increased work commitment and reduced organizational

irony. From a theoretical perspective, inclusion allows for both positive (commitment) and

negative (organizational irony) job settings, testing whether the task is positive for positive

attitudes (including obstacle stressors that show negative effects) and negative settings (using

obstacle stressors). This extension also meets the recommendations from Podsakoff et al. (2007)

because they believe that satisfaction and organizational involvement only partially communicate

the relationship between stressor and sales/setting.

The goal of this study is triple. First of all, we wanted to gain more insight into the

relationship between three types of jobs (work, challenge and disability resources), as well as the

employee attitudes and behavior. Second, I wanted to look into the placement process that would

help explain the relationship between work and behavior. We recorded both positive

(commitment) and negative (organizational irony) work settings to promote knowledge about the

different roles of the task compared to obstacle recovery. Finally, we investigated change-related

phenomena within longitudinal designs using LCS models (McArdle, 2009). This allows us to

test the dynamics implicitly assumed in most theories of retention/attitude (Lee et al., 2017).
 Employee attitudes 7

Literature Review

Research Questions

Research Methods

Results

How the Issue Is Perceived

Different Analysis Levels

Discussion

Conclusion

In conclusion, Employee attitudes was a critical topic for the organization and a

comprehensive research topic. Although many sales surveys between HR designs were used, this

study focused on the effects of workplace change on job adjustment and withdrawal behavior

using challenge disability stressors as the main theoretical framework. The focus was on

workload (challenge stressor), emotional requirements (deficits to stressors), autonomy

(recruitment tours), and positive (commitment) and negative (organizational irony) work

characteristics as process variables. Modeling of potential change scores based on data from 285

employees collected in three waves over two years showed that changes in workload, emotional

requirements, and autonomy led to changes in organizational irony, referring to changes in sales

intent, but not absenteeism. Changes in autonomy were associated with changes in sales intent,

as they were associated with changes in involvement, but not lacking absences. This study

highlights how important it is to examine changes within people to explain changes in workplace

and employee deprivation behavior attitudes. From a practical standpoint, this study shows how
 Employee attitudes 8

work design affects commitment and organizational irony and thus may contribute to the

struggle against employee attitudes and behavior.

References