This study aims to increase understanding of factors that influence employees’ reactions in the workplace. The relationship between conflict among employees, the perception of organizational politics, conflict or ambiguity of workplace roles and several other work outcomes was explored by studying 11 research articles to investigate individual and organizational effects of workplace attitudes and behaviors. Employees need to work together toward common goals in order for an organization to function well but there are many roadblocks hindering the process. Results demonstrated a clear relationship between stressors and behaviors.
Workplace Attitudes and Job Behaviors
Workplace attitudes and workplace performance are two areas of research that are often studied in organizational research. Yet, questions remain about the relationship between the two and the factors that influence them. What are the most crucial elements affecting employee attitudes and how does that affect work behaviors in general? With levels of workplace stress rising, the identification of influencing factors is increasingly important to the health and wellness of both the employee and the organization.
Early studies found a weak link between job satisfaction and job performance, and later research was inconclusive in finding a correlation (Harrison, Newman and Roth, 2006). Subsequent research has attempted to identify relationships between the two, if happier employees are more productive employees, and how factors such as role conflict, role ambiguity and internal political activity affect employee performance. This research is critical to organizations that are struggling to find and retain the best employees who will not only perform the...
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Jaramillo, F., Mulki, J., & Boles, J. S. (2011). Workplace stressors, job attitude, and job behaviors: Is interpersonal conflict the missing link?. Journal Of Personal Selling & Sales Management, 31(3), 339-356.
King, E. B., Hebl, M. R., & Beal, D. J. (2009). Conflict and Cooperation in Diverse Workgroups. Journal Of Social Issues, 65(2), 261-285. doi:10.1111/j.1540-4560.2009.01600.x
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Taris, T. W., & Schreurs, P. G. (2009). Well-being and organizational performance: An organizational-level test of the happy-productive worker hypothesis. Work & Stress, 23(2), 120-136. doi:10.1080/02678370903072555
There are several Organizational Behavior factors that help shape the norms and expectations within this organization. Although work stress and leadership are among the contributing factors, I will fo...
Conflict Resolution: Understand to Achieve. Whenever people unite to work as a team for anything more than a brief duration, some conflict is normal, and should be expected (Engleberg, Wynn & Schutter, 2003). Because of the inevitability of conflict, being able to recognize, address, and ultimately resolve it is vitally important, since unresolved conflict may have undesirable effects, including reduced morale, or increased turnover (De Janasz, Dowd & Schneider, 2001). Just as conflicts within team environments vary, so do methods for resolving them.
Job satisfaction is an important issue to address within a work force because it ensures that the employees’ care and value is considered. If the company puts effort into making their employees happy with their work, then this will produce positive outcomes. This includes having more people wanting to work for the company, the employees will want to stay longer, increased productivity and the company will gain an exceptional reputation. When employee satisfaction is not addressed, the ...
According to Riaz and Junaid (2010), there are four levels of conflict evaluation: intragroup, intergroup, intrapersonal and interpersonal. Sources of intrapersonal conflict include inappropriate demand on one’s capacity, goal incongruence and mal-assignment. Mal-assignment rises in cases where an employee is allocated a task to which he or she does not have the right skills or knowledge, commitment or aptitude. The employee experiences an overloaded qualitative role resulting to role conflict. The employee is unable to satisfy the specified capacity even if he or she works to his or her capacity leading to quantitative ro...
Tulgan, B., Meister, J., & Matos, K. (2013). 2012 Employee Job Satisfaction and Engagement (ISBN 978-1-586-44329-0). Retrieved from Society for Human Resource Management (SHRM) website: http://www.shrm.org/LegalIssues/StateandLocalResources/StateandLocalStatutesandRegulations/Documents/12-0537%202012_JobSatisfaction_FNL_online.pdf
The top employees may not be happy everyday with their organization. However, employees who are happy most of the time with their employers will give forth a great effort. They will come to work with a pleasant attitude. They will work to meet their goals. They will actually care enough to produce ideas to benefit the company. The employees who are content most of time with their employer will be more loyal than the discontent employee will. The old saying states, “It is easier to catch a bee with honey than vinegar.” Stress creates incivility and incivility contributes to stress. Organizations must acknowledge that satisfied and respected employees in a less stressful workplace will contribute to a successful and cost-efficient establishment.
People work in groups or teams everyday whether in their career, education, political organization, church, or any other social setting. Conflict while working in teams or groups is inevitable. When taking people of different backgrounds, personalities, moral, and ethical beliefs and putting them together in a group, conflict will arise. The key to achieving your team goals is to construct and conquer your goals with keeping the greater good of the team in mind. Conflict as it arises should be combated and abated through swift and thorough resolution techniques. When dealt with properly conflict resolution can give rise to a cohesive and productive team.
Throughout history, the term conflict has always carried a negative connotation irrespective of the circumstances. However, in today’s business sector, conflict can be both positive and negative. As stated in the textbook, conflict is not solely right or corrupt, but it is something that is almost unavoidable (Ivancevich, Konopaske, Matteson, 2014, p. 304). According to the law of interorganizational conflict, every team or group will share some form of variance with every other team, group, or member it intermingles with (Ivancevich, et al., 2014, p. 304.). Intergroup conflict may be
In this regard, Ahmad et al (2013) states that job satisfaction could result in improved productivity, innovation anddedication to maintaining quality of service given to clients. Employees are more likely tooperate most effectively when their needs are satisfied (Bekele and Darshan, 2011). Theproductivity of employees is likely to increase, which in turn result in effective achievement ofgoals of an organization (Stone & Pattern, 2005 in Bekele &Darshan, 2011). Moreover,satisfied employees are more likely to absent less, stay at work longer, and show less job stress.Arzi&Farahbod (2014) added by saying that satisfied employees are more likely to feel senseof accountability, be committed and stay long in an organization. Job satisfaction leads to goalachievement. It also helps employees tackle obstacles that may be faced while working in anorganization(Goffee & Jones, 2007). Organizations want their employees to become satisfied in order for theemployees to become productive (Sattar, Nawaz & Khan, 2012). Furthermore, job satisfactionimposes much impact on general life of an individual employee. As being happy is the right ofhuman being, employees must be happy. Thus, “highly satisfied worker has better physical andmentalwellbeing” (Chahal, Chahal, Chowdhary, &Chahal, 2013; Rajasekar&Bhuvaneswari,2014; Garg & Kaushik, 2013; Latif, Ahmad, Qasim, Mushtaq, Ferdoos&Naeem, 2013; Singh& Jain, 2013; Naseem, Ejaz&
Job satisfaction has been an important topic over the years (Akfopure, 2006). The association between man and labor has always concerned the attention of philosophers. Work plays a big factor in a man’s life. Work is social reality and social expectancy to which men seem to ratify. It provides status to the individual and at the same time it binds him to the society. An employee who is satisfied with his job would perform his duties well and be committed to his job, and subsequently to his organization. Thus, it is of greatest importance for employers to know the factors that can affect their employees’ job satisfaction level since it would affect the performance of the organization as well.
Job satisfaction was an evaluative reaction to the organization. It may be a psychological contract between the worker and the demands of the workplace that was influenced by personal needs, values, and expectations (Bloom, 2010). “Job satisfaction was a measure of an employee’s “overall attitude towards his job, whether he likes or dislikes it” (Smith & Shield, p 190). Blau (1964) focused on the relationship between the organization and its employees. Social exchange theory assists employees form general insight about the mindset of the organization toward them from policies and procedures were endorsed by individuals of the organization (Whitener, 2001). High-performance work practices may positively affect employee-organization relationship
It is important that employees do not fear for their jobs, are stressed of their tasks and their deadlines, etc. Employee happiness should be one of the most important topics for any organizations. If they are happy, they are more likely to focus on their own tasks, work hard, and create a good environment. If they are stressed they are more likely to make mistakes and influence the environment
Workplace environment is a concept, which has been operationalized by several researchers using different variables to measure it ( Williamson, 2007 ) also analyzed the extent to which the individual perceive the workplace environment as fulfilling their intrinsic, extrinsic and social needs and their reason of staying with the organization. He conducted his research and information technology organization in united state. He analyzes the impact of over all rewards on employee commitment and turnover in the organization. He concluded that if the employees are provided high level of organizational support they are highly satisfied and show the high level of commitment towards their organization and low turnover rate. (Williamson, 2007)
Job satisfaction is the very important factor in general quality of life because it is closely connected with working life (e.g. Argyle, 1989; Bang & Lee, 2006), with family life, everyday life, and mental health (Orpen, 1978; Schmitt and Bedeian, 1982; Faragher, Cass & Cooper, 2005). Level of job satisfaction is also highly related to turnover, absenteeism rate, work productivity or accomplishment (Muchinsky, 1977; Organ, 1977). Many researchers (e.g. Cherrington, 1994; Acorn, Ratner & Crawford, 1997; Ostroff, 1992; Spector, 1997) state that employees who experience high job satisfaction contribute to organisational commitment, job involvement, their physical, mental health and overall well-being are improved. Job dissatisfaction on the other hand, leads to higher absenteeism, employee turnover, and a negative atmosphere at work (Clark, Georgellis, & Sanfey, 1998; Judge, Thoresen, Bono, & Patton, 2001).
Job satisfaction has been defined in many different ways. Some believe it is simply how content an individual is with his or her job, in other words, whether or not they like the job or individual aspects or facets of jobs, such as nature of work or supervision (www.boundless.com). According to Colquitt, Lepine, and Wesson in Organizational Behavior, 5th ed., job satisfaction is a pleasurable emotional state resulting from the appraisal of one’s job or job experiences. However, after careful research we found that job satisfaction is not just one thing. It is several different facets working together that determine job satisfaction. We will show how pay satisfaction, supervision satisfaction, and satisfaction with the work itself all play a volatile role in developing job satisfaction.