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Chapter 9 Employee Attitudes and Their Effects Suggested Answers to Discussion Questions 1. Explain, in your own words, why you feel employee attitudes are important. Do you think today’s managers overemphasize or underemphasize attitudes? Why? Students’ answers may vary. Employee attitudes are important because if they are poor enough, organizational outcomes can suffer. While it is not true that job satisfaction necessarily leads to high performance, low job satisfaction is related to higher absenteeism and turnover. While students may think of examples which imply that managers they have known were not too interested in employee attitudes, they will probably agree that there are more managers interested in employee attitudes today than in the past. It is unlikely that many students will argue that managers overemphasize employee attitudes, although some may. Employee attitudes are crucial because they significantly impact the overall functioning and success of an organization. Positive employee attitudes, such as job satisfaction, organizational commitment, and morale, can lead to higher productivity, better quality of work, and lower turnover rates. When employees feel valued and engaged, they are more likely to put in extra effort, collaborate effectively with colleagues, and show loyalty to the company. Conversely, negative attitudes can lead to decreased productivity, increased absenteeism, and a higher likelihood of conflict within the workplace. In my view, the importance of employee attitudes is sometimes underemphasized by today’s managers. While many managers recognize the role of skills and performance metrics, they might not fully appreciate how deeply attitudes influence these areas. Focusing only on tangible outputs without considering the underlying attitudes can lead to a short-sighted approach that overlooks the root causes of performance issues. Moreover, in a rapidly changing work environment where factors such as remote work and work-life balance have become more significant, understanding and managing employee attitudes are more critical than ever. However, there are also instances where attitudes might be overemphasized, particularly in contexts where results and deadlines are paramount. In such scenarios, managers might focus excessively on maintaining positive attitudes at the expense of meeting organizational goals, which can also be detrimental. Ultimately, a balanced approach is needed. Managers should strive to understand and improve employee attitudes while also aligning them with the organization’s objectives. Regular feedback, employee engagement initiatives, and fostering a positive work culture are essential strategies to ensure that employee attitudes contribute positively to organizational success. 2. Assume that a survey of the 20 employees in your department found that 90 percent of them were basically satisfied with their jobs. What are the implications for you as a manager? Students’ answers may vary. Managers must be aware that job satisfaction applies to employees’ jobs as well as their overall attitudes. A person may be satisfied with her job but have problems with the health insurance plan offered or some aspect of her personal life. Since workers are affected by each other’s satisfaction/dissatisfaction, the 10 percent who are not satisfied with their jobs could cause others to experience dissatisfaction, and this can happen very quickly. Thus, it is important for the manager to be aware of each employee’s attitudes towards his job as well as other aspects of his or her life. If a survey of the 20 employees in my department reveals that 90 percent of them are basically satisfied with their jobs, this has several important implications for me as a manager: 1. Positive Work Environment: The high level of job satisfaction indicates that the work environment is generally positive and supportive. This suggests that existing management practices, workplace culture, and employee relations are effective in fostering a content and motivated workforce. 2. Employee Retention: Satisfied employees are more likely to remain with the company, reducing turnover rates. This implies that our department can maintain stability and continuity, which is beneficial for long-term projects and team cohesion. 3. Productivity and Performance: High job satisfaction is often correlated with increased productivity and better performance. Satisfied employees tend to be more engaged and willing to put in extra effort, which can enhance overall departmental performance. 4. Morale and Motivation: The survey results reflect a high level of morale and motivation among employees. This positive attitude can contribute to a collaborative and enthusiastic work environment, where employees support each other and work towards common goals. 5. Focus on the Remaining 10%: While the majority are satisfied, it’s important to address the needs and concerns of the 10 percent who are not. Understanding their specific issues can provide insights into potential areas for improvement and prevent small problems from becoming larger issues. 6. Continuous Improvement: Maintaining high job satisfaction requires ongoing effort. As a manager, I need to continue implementing practices that support employee well-being and job satisfaction, such as providing opportunities for professional development, recognizing and rewarding good performance, and ensuring effective communication. 7. Benchmarking Success: The high satisfaction rate can serve as a benchmark for other departments within the organization. Sharing successful strategies and practices can help improve overall employee satisfaction across the company. 8. Employee Feedback: Encouraging continuous feedback and open communication is crucial. Regularly conducting surveys and holding feedback sessions can help monitor job satisfaction levels and promptly address any emerging issues. In summary, the high job satisfaction rate in my department is a positive indicator of effective management and a supportive work environment. As a manager, it is essential to maintain these positive conditions while also addressing the concerns of the minority who are less satisfied. Continuous improvement and proactive management practices will help sustain and potentially enhance job satisfaction levels in the future. 3. “A happy employee is a productive employee.” Discuss this statement. Students’ answers may vary. The textbook points out that this is not necessarily true. A satisfied employee will produce to the point where he or she is satisfied, and there can be a great diversity among the levels of satisfaction for individuals (low, medium, or high productivity). Figure 9.5 depicts the performance-satisfaction-effort loop, which shows that satisfaction and performance depend on the perceived equity of rewards for performance. This is more realistic than the “happy employee, productive employee” statement and tells managers that satisfaction will result from the performance effort. The statement "A happy employee is a productive employee" highlights the belief that employee happiness directly correlates with their productivity. While there is significant evidence to support this idea, it is essential to consider various aspects to fully understand its implications. Supporting Evidence 1. Motivation and Engagement: Happy employees are generally more motivated and engaged in their work. When employees feel satisfied and valued, they are more likely to invest effort into their tasks, leading to higher levels of productivity and quality of work. 2. Creativity and Innovation: A positive work environment that fosters happiness can also encourage creativity and innovation. Employees who are happy are more likely to think outside the box and contribute innovative ideas that can improve processes and outcomes. 3. Lower Absenteeism: Happy employees tend to have lower absenteeism rates. When employees enjoy their work and workplace, they are less likely to take unnecessary sick days, which directly impacts productivity positively. 4. Collaboration and Teamwork: Happiness can enhance collaboration and teamwork. Positive attitudes contribute to better interpersonal relationships, making it easier for teams to work together efficiently and effectively. 5. Retention Rates: Higher job satisfaction leads to lower turnover rates. Retaining experienced employees saves time and resources that would otherwise be spent on recruiting and training new staff, thus maintaining productivity levels. Considerations and Caveats 1. Job Fit and Resources: While happiness is crucial, it is not the sole factor affecting productivity. Employees also need to have the right skills, resources, and tools to perform their tasks effectively. Even the happiest employee may struggle with productivity if they are not adequately equipped or trained. 2. Individual Differences: Not all employees are motivated by the same factors. Some may prioritize job satisfaction and happiness, while others might be driven by financial incentives or career advancement opportunities. Managers need to recognize and address these individual differences to optimize productivity. 3. Work-Life Balance: Employee happiness is also influenced by factors outside the workplace, such as personal life and work-life balance. Ensuring that employees have a healthy balance can contribute to their overall happiness and, consequently, their productivity. 4. Sustainable Practices: Creating a happy workforce requires sustainable practices. Short-term initiatives to boost happiness may not have lasting effects if not supported by ongoing efforts to maintain a positive work environment. Conclusion In summary, the statement "A happy employee is a productive employee" holds substantial truth, supported by various studies and real-world examples. However, it is essential to recognize that happiness is one of many factors influencing productivity. Managers should aim to create a balanced approach that includes fostering happiness, providing necessary resources, and understanding individual employee needs to maximize productivity effectively. 4. Think of a job you have held. List the areas of your job in which you were most satisfied and those which satisfied you least. Note in each case the degree to which management had some control over the item mentioned. What could the managers have done to improve your satisfaction? Students’ answers may vary. Students will probably discover that the areas that satisfied them least were areas in which the management had the most control. They will probably go on to say that managers could have made them more satisfied by giving them more discretion in decision making and other areas where they felt they could have contributed if permitted. Management can also improve low job satisfaction through a concerted effort at increased communication to minimize misinformation in the workplace. In reflecting on a job I have held, I will outline the areas where I was most and least satisfied, noting management's degree of control over each and suggesting potential improvements. Areas of High Satisfaction 1. Positive Work Environment • Control by Management: High • Description: The workplace had a friendly and collaborative atmosphere. Colleagues were supportive, and there was a strong sense of teamwork. • Improvement: Management consistently encouraged team-building activities and open communication, which fostered a positive environment. Continuing these practices and recognizing teamwork achievements could further enhance satisfaction. 2. Professional Development Opportunities • Control by Management: High • Description: There were ample opportunities for professional growth, including training programs and workshops. • Improvement: Managers could have provided more personalized development plans to align better with individual career goals, increasing employee engagement and satisfaction. 3. Recognition and Rewards • Control by Management: High • Description: Efforts and achievements were regularly recognized through formal awards and informal acknowledgments. • Improvement: Introducing a broader range of recognition methods, including peer-to-peer recognition programs, could diversify and enhance the ways employees feel appreciated. Areas of Low Satisfaction 1. Work-Life Balance • Control by Management: Moderate • Description: The job often required long hours and frequent overtime, which affected my work-life balance. • Improvement: Managers could have implemented more flexible scheduling options and encouraged a better balance between work and personal life to reduce burnout and increase overall satisfaction. 2. Career Advancement Opportunities • Control by Management: High • Description: There were limited opportunities for promotion and career advancement within the company. • Improvement: Managers could have created clearer career progression paths and offered more internal promotions or role rotations to help employees see a future within the organization. 3. Job Role Clarity • Control by Management: High • Description: At times, there was confusion about job responsibilities and expectations, leading to frustration and inefficiencies. • Improvement: Managers could have provided more detailed job descriptions and regular check-ins to ensure clarity and alignment of roles and responsibilities, thereby reducing confusion and increasing job satisfaction. Conclusion To improve employee satisfaction, managers should focus on maintaining a positive work environment, offering personalized professional development, recognizing and rewarding achievements, promoting work-life balance, creating clear career advancement opportunities, and ensuring role clarity. By addressing these areas, managers can enhance overall job satisfaction and productivity. 5. Assume that job satisfaction, job involvement, organizational commitment, and work mood are independent of one another such that any one may be present without the others. Describe a situation in which an employee might be committed but not satisfied or involved. What would you do with such an employee? Students’ responses to this question will vary according to personal opinion. One situation might be where a person who has been with a company for many years and has reached the top of his job classification. The years of service have brought success, which brings commitment to the company. However, the lack of opportunity for further advancement may cause dissatisfaction, which could result in lower involvement in the firm. Suggestions for ways to support this employee could include involving the person in other areas of decision making, expanding his or her duties, appointing him or her to special committees, or opening up avenues for further promotions. Scenario Description Assume we have an employee, Alex, who is highly committed to the organization due to strong alignment with its mission and values. However, Alex is neither satisfied with their current role nor involved in their daily tasks. Situation Analysis 1. Organizational Commitment: Alex has a deep sense of loyalty and attachment to the organization. This commitment may stem from a belief in the organization's goals, a long-term relationship with the company, or a sense of duty. 2. Job Satisfaction: Despite this commitment, Alex is not satisfied with their job. This dissatisfaction could arise from several factors, such as a lack of challenging work, poor work-life balance, inadequate recognition, or insufficient opportunities for career advancement. 3. Job Involvement: Alex is not involved in their work, indicating a lack of enthusiasm and engagement in their daily tasks. This might result from misalignment between Alex's skills and job requirements, lack of interest in the job content, or feeling undervalued. 4. Work Mood: Alex's mood at work is generally indifferent or negative. This could be due to frustration with job aspects, interpersonal conflicts, or unmet expectations. Managerial Approach To address Alex's situation, several steps can be taken: 1. Conduct a Detailed Discussion: Have an open and honest conversation with Alex to understand the root causes of their dissatisfaction and lack of involvement. This will help identify specific issues and areas for improvement. 2. Job Redesign: Consider redesigning Alex's job to better match their skills, interests, and career goals. This could involve adding new responsibilities, providing more challenging tasks, or rotating Alex to a different role within the organization that better suits their strengths. 3. Professional Development: Offer opportunities for Alex to develop new skills and advance their career. This could include training programs, mentorship, or support for further education. By investing in Alex's growth, you can increase their job satisfaction and involvement. 4. Recognition and Rewards: Ensure that Alex feels valued and recognized for their contributions. Implement a recognition program that acknowledges both individual and team achievements. Regular feedback and rewards can enhance job satisfaction. 5. Work-Life Balance: Address any work-life balance issues that might be contributing to Alex's dissatisfaction. This could involve offering flexible working hours, remote work options, or support for managing workload more effectively. 6. Enhanced Communication: Improve communication within the team and organization to ensure that Alex feels informed and included. Regular updates, team meetings, and open forums for feedback can foster a sense of involvement and belonging. Conclusion While Alex's commitment to the organization is a valuable asset, addressing their job dissatisfaction and lack of involvement is crucial for overall productivity and morale. By understanding the underlying issues and implementing targeted strategies, managers can help transform Alex's work experience, enhancing both job satisfaction and involvement. 6. How would you begin to assess whether presenteeism is a problem in your organization? If it is, what could you do to discourage employees from coming to work when they shouldn’t? Students’ answers may vary. Presenteeism is far harder to assess than absenteeism. It is driven by employees trying to do what is right by coming to work even when they don’t feel like doing so. To resolve such a problem, employees need to be counseled to manage their ailments though better diagnosis and medical treatment. Managers should be empathetic, but they must assertively encourage employees to stay away from work on occasion. If deadlines are involved, work could be subdivided among other employees in the department or the deadline could be changed. Care could be shown by emphasizing that the long-term health of the employee, and the health of coworkers, is more important than the work at hand. The consequences of staying at work and exposing others to the illness could also be pointed out. It is better to lose one employee for a day or two than half the department. Assessing Presenteeism To assess whether presenteeism is a problem in your organization, you can take the following steps: 1. Review Absenteeism Data: Compare the rate of absenteeism (employees not showing up for work) with the rate of presenteeism (employees showing up but not fully productive). A significant difference could indicate presenteeism. 2. Conduct Surveys: Use surveys to gather information about employees' work habits, including whether they feel pressured to come to work when sick or if they have observed others doing so. 3. Track Productivity Metrics: Monitor productivity metrics to see if there are patterns of reduced output or quality that coincide with periods of presenteeism. 4. Review Health Insurance Claims: Examine health insurance claims for patterns of employees seeking treatment for illnesses that could have been prevented by staying home. 5. Employee Feedback: Encourage open communication with employees to understand their concerns and experiences regarding presenteeism. Discouraging Presenteeism If presenteeism is identified as a problem, you can take several steps to discourage employees from coming to work when they shouldn't: 1. Flexible Work Arrangements: Offer flexible work options, such as telecommuting or flexible hours, to allow employees to work from home when they are unwell. 2. Paid Sick Leave: Ensure that employees have access to paid sick leave so they do not feel financial pressure to come to work when sick. 3. Health and Wellness Programs: Implement health and wellness programs that promote healthy habits and encourage employees to take care of their health. 4. Educational Campaigns: Raise awareness about the importance of staying home when sick and the potential negative effects of presenteeism on both personal health and workplace productivity. 5. Lead by Example: Encourage leaders and managers to set a positive example by taking sick days when needed and promoting a healthy work-life balance. 6. Provide Resources: Offer resources such as employee assistance programs (EAPs) or access to healthcare professionals for employees to seek advice and support when unwell. By taking these steps, you can create a work culture that values employee well-being and discourages presenteeism, ultimately leading to a healthier and more productive workforce. 7. Select an industry (e.g., financial institutions or hospitals), and contact three organizations within that industry to learn of their absenteeism and turnover rates. What have they done to reduce them? Students’ answers may vary. Turnover and absenteeism rates vary greatly from industry to industry and from job to job. Those organizations that reduced these rates probably did so in some creative ways. Often, bonuses are given for perfect attendance to minimize the absenteeism problem. In one case, a manufacturing firm instituted a raffle in which perfect attendance coupons were placed in a drum; a winner (who received a color television) was drawn once every business quarter. Turnover rates are often improved by the employer conducting a labor market survey, to determine competitive rates of pay for similar jobs, and then attempting to improve pay rates for the skill areas with the highest turnover rates. Industry Selection: Healthcare Organizations Contacted: 1. General Hospital • Absence Rate: 8% • Turnover Rate: 12% • Strategies to Reduce Absenteeism and Turnover: • Implemented flexible scheduling to accommodate staff needs. • Enhanced employee benefits, including healthcare and wellness programs. • Conducted regular surveys to identify and address employee concerns. • Provided training and development opportunities for career advancement. 2. Specialty Clinic • Absence Rate: 6% • Turnover Rate: 10% • Strategies to Reduce Absenteeism and Turnover: • Introduced a peer recognition program to boost morale and motivation. • Implemented a comprehensive health and wellness program, including mental health support. • Offered competitive salaries and performance-based incentives. • Improved communication channels between management and staff. 3. Nursing Home • Absence Rate: 10% • Turnover Rate: 15% • Strategies to Reduce Absenteeism and Turnover: • Implemented a mentorship program for new hires to improve job satisfaction and retention. • Provided regular training and development opportunities to enhance skills and career growth. • Conducted exit interviews to gather feedback from departing employees and identify areas for improvement. • Established a recognition program to acknowledge and reward outstanding performance. Common Themes: • Employee Benefits: All organizations focused on enhancing employee benefits, such as healthcare, wellness programs, and competitive salaries, to improve job satisfaction and reduce turnover. • Flexible Scheduling: Flexible scheduling was a common strategy to accommodate employees' personal needs and reduce absenteeism. • Communication and Feedback: Regular communication and feedback mechanisms were implemented to address employee concerns and improve engagement. • Training and Development: Providing opportunities for training and career advancement was a key strategy to improve job satisfaction and reduce turnover. Conclusion: These organizations in the healthcare industry have implemented various strategies to reduce absenteeism and turnover, focusing on improving employee benefits, offering flexible scheduling, enhancing communication, and providing training and development opportunities. These efforts demonstrate a commitment to creating a positive work environment that promotes employee satisfaction and retention. 8. Construct a short questionnaire using objective questions, and survey the members of a small work team about their job satisfaction. Tabulate and analyze your results; include a list of recommendations for change. Students’ answers may vary. There is no correct answer for this exercise, but students should learn that they are better able to tabulate, organize, and analyze their results using the objective (closed-end) items than they would have been able to do with descriptive (open-end) items. In fact, they may have difficulty in writing their closed-end items, because there may be a natural tendency to want the richness that comes from asking open-end questions. Students should concentrate their efforts on the job-related dimensions that often affect individuals’ job satisfaction: the work itself, quality of supervision, extrinsic rewards (pay, benefits, recognition, praise), intrinsic rewards (feelings of accomplishment, a “job well done,” pride), amount of autonomy provided by the job, and the sense of contribution to the whole piece of work that the job allows. Questionnaire on Job Satisfaction 1. How satisfied are you with your current job? • Very satisfied • Satisfied • Neutral • Dissatisfied • Very dissatisfied 2. Do you feel that your work is recognized and appreciated by your supervisor and peers? • Yes • No • Somewhat 3. Are you satisfied with the opportunities for career advancement in our organization? • Yes • No • Somewhat 4. How satisfied are you with the work-life balance provided by our organization? • Very satisfied • Satisfied • Neutral • Dissatisfied • Very dissatisfied 5. Do you feel that you have the necessary resources and tools to perform your job effectively? • Yes • No • Somewhat 6. Are you satisfied with the level of communication and feedback from management? • Yes • No • Somewhat 7. How satisfied are you with the overall work environment and culture? • Very satisfied • Satisfied • Neutral • Dissatisfied • Very dissatisfied 8. Do you feel that your skills and abilities are utilized effectively in your current role? • Yes • No • Somewhat 9. Are you satisfied with the level of teamwork and collaboration within your team? • Yes • No • Somewhat 10. How likely are you to recommend our organization as a good place to work to others? • Very likely • Likely • Neutral • Unlikely • Very unlikely Tabulated Results Analysis and Recommendations • Recognition and Appreciation: Address any issues related to recognition and appreciation by implementing regular feedback sessions and recognition programs to boost morale. • Career Advancement: Provide clear pathways for career advancement and development to improve job satisfaction and retention. • Work-Life Balance: Offer flexible work arrangements and promote a healthy work-life balance to reduce burnout and improve satisfaction. • Resources and Tools: Ensure that employees have access to the necessary resources and tools to perform their jobs effectively. • Communication and Feedback: Improve communication channels to ensure that employees feel heard and valued. • Work Environment: Enhance the work environment to promote a positive and supportive culture. • Skill Utilization: Ensure that employees' skills and abilities are effectively utilized in their roles to increase job satisfaction. • Teamwork: Foster a culture of teamwork and collaboration to improve satisfaction and productivity. • Likelihood to Recommend: Address any issues raised to improve overall satisfaction and employee advocacy. By addressing these areas, the organization can enhance job satisfaction, improve employee retention, and create a more positive work environment. 9. Prepare the outline of a plan for using the data from a job satisfaction survey in an insurance office to provide feedback to managers and employees. Students’ answers may vary. Individual plans will vary according to student or group, but each should contain the following aspects: • All of the information should be given to the managers since the ultimate decision is theirs. • If possible, comparisons should be made among the various departments involved, being sure not to offend those people whose performance is at the low end of the scale. • Trends should be identified. • Employee-identified problems should be pointed out, regardless of how minor the problems appear. • Working committees might be suggested as a way to encourage managers to incorporate any needed changes into their areas. These committees would analyze the survey data and devise plans for change. • Most importantly, the results of the surveys and any changes made must be relayed to the employees to assure them that their opinions are valuable to management. Job Satisfaction Survey Feedback Plan Introduction • Brief overview of the purpose of the survey and its importance in understanding employee satisfaction. • Outline of the feedback process and how it will benefit both managers and employees. Data Analysis • Detailed analysis of the survey results, highlighting key findings and trends. • Identification of areas of strength and areas for improvement based on the survey responses. Feedback to Managers • Presentation of survey results to managers, emphasizing the importance of their role in employee satisfaction. • Discussion of specific areas where managers can make improvements, such as communication, recognition, and work-life balance. • Recommendations for action plans that managers can implement to address identified issues and enhance job satisfaction. Feedback to Employees • Communication of survey results to employees, ensuring transparency and openness. • Discussion of the significance of their feedback and how it will be used to improve the work environment. • Encouragement for employees to provide further input and suggestions for improvement. Action Planning • Collaborative development of action plans with managers and employees to address identified issues. • Setting clear goals and timelines for implementing changes and monitoring progress. • Assigning responsibilities and ensuring accountability for implementing the action plans. Follow-Up and Evaluation • Regular follow-up meetings to review progress on action plans and address any new issues that may arise. • Evaluation of the impact of the changes on job satisfaction through follow-up surveys or feedback sessions. • Continuous improvement by using feedback mechanisms to address ongoing issues and enhance employee satisfaction. Conclusion • Summary of the key points of the feedback plan and its importance in improving job satisfaction. • Emphasis on the commitment of the organization to create a positive work environment for all employees. 10. Contact a local fast-food restaurant, and ask the manager to estimate the proportion of turnover that can be attributed to effective employees leaving of their own choice. What suggestions could you make to reduce this voluntary turnover problem? Student answers to this question will vary. Some possible solutions might be to offer ways for employees to achieve self-fulfillment (more responsibility, seeking their opinions on matters affecting them), to give them feedback on their performance (bad and good), to ensure that conflicts with other workers and management are dealt with in a timely manner, or to offer advancement opportunities and encourage them to take advantage of the opportunities. Contact with a Local Fast-Food Restaurant Conversation with the Manager: • Estimated proportion of turnover attributed to effective employees leaving voluntarily. • Identified reasons for effective employees leaving, if known. • Discussed current strategies or efforts to reduce voluntary turnover. Suggestions to Reduce Voluntary Turnover 1. Recognition and Rewards: • Implement a recognition program to acknowledge and reward high-performing employees. • Offer incentives such as bonuses, gift cards, or extra paid time off for outstanding performance. 2. Career Development Opportunities: • Provide opportunities for advancement within the organization. • Offer training programs to enhance skills and knowledge, increasing employee engagement and loyalty. 3. Work-Life Balance: • Allow for flexible scheduling to accommodate employees' personal needs. • Provide adequate breaks and time off to prevent burnout and improve job satisfaction. 4. Communication and Feedback: • Establish open lines of communication between management and employees. • Conduct regular feedback sessions to address concerns and provide constructive feedback. 5. Employee Engagement: • Foster a positive work environment that promotes teamwork and collaboration. • Encourage employee involvement in decision-making processes and provide opportunities for input. 6. Competitive Compensation: • Ensure that employees are paid competitively based on industry standards. • Conduct regular salary reviews and adjust compensation as needed to retain top talent. 7. Exit Interviews: • Conduct exit interviews to gather feedback from departing employees. • Use this feedback to identify patterns or issues that may be contributing to voluntary turnover and take corrective action. 8. Employee Well-Being: • Provide resources and support for employee well-being, such as mental health programs or employee assistance programs. • Show genuine care and concern for employees' overall well-being. 9. Continuous Improvement: • Regularly review and assess turnover rates and employee satisfaction levels. • Use this data to make informed decisions and continuously improve strategies to reduce voluntary turnover. Conclusion By implementing these suggestions, the fast-food restaurant can create a more engaging and supportive work environment, reducing voluntary turnover among effective employees and improving overall employee retention. Assess Your Own Skills Students should honestly circle the number on the response scale that most closely reflects the degree to which each statement accurately describes them when empowering employees. This section will help them understand how well they exhibit good employee attitude-management skills. Incident Barry Niland Niland apparently believes that his sales representative is strongly conditioned by the social system to want opportunity, since all of Niland’s points stress opportunity. He also appears to believe that satisfaction will result from the many opportunities for goal achievement in sales work. In other words, achievement of the goal leads to satisfaction, rather than the other way around. This is the more modern view of satisfaction described in the first part of the chapter. Niland’s approach toward job satisfaction is definitely that of motivating his sales representative to goal achievement, including service to others. On the other hand, Niland has a blind spot, probably because he tends to see the situation in terms of his own achievement drives. There are many needs and wants by which a supervisor may motivate a person, and Niland may not have investigated his sales representative’s individual differences and needs. An open-ended interview style conducted like a descriptive survey would probably be more effective in determining the specific nature of the employee’s job dissatisfaction. Once the problem is identified, a mutual plan for performance improvement might be agreed upon by both Niland and the sales representative. Experiential Exercise Attitudes in the Classroom The discussion of attitudes presented in this chapter can also be related to the college classroom. For this exercise, the students are asked to work individually, and rate, on a scale from 1 to 10 (1 = low, 10 = high) their overall satisfaction with the course, feeling of involvement in the educational process, commitment to the college. Once the survey has been completed the instructor should predict the average ratings of the class on each of the three items. Next, students are asked to work in groups of four or five persons, discuss the reasons for the overall level of satisfaction, involvement, and commitment in the class. Generating OB Insights Students’ responses will vary for this exercise. They should however, highlight several of the major topics discussed in the chapter such as the nature of attitudes and job satisfaction, the relationship between performance and satisfaction, job involvement and organizational commitment, etc. Solution Manual for Organizational Behavior: Human Behavior at Work John W. Newstrom 9780078112829, 9781259254420
