Small Review Of Three Articles On Workplace Attitudes ✓ Solved

Small review of three articles on workplace attitudes and behavior

Summary of Article: "Employee Attitudes and Job Satisfaction"

The article "Employee Attitudes and Job Satisfaction" explores how employees' perceptions, feelings, and attitudes towards their jobs significantly influence their overall job satisfaction levels. It emphasizes that job satisfaction is a complex construct shaped by various factors, including working conditions, relationships with colleagues, recognition, and opportunities for growth. The research highlights that positive employee attitudes, such as engagement and commitment, often lead to increased motivation, productivity, and organizational loyalty. Conversely, negative attitudes can result in decreased performance and higher turnover rates.

The article discusses models like the Job Descriptive Index, which measures satisfaction based on specific facets such as work itself, supervision, pay, promotion, and coworkers. It also emphasizes the importance of managerial practices in fostering positive attitudes by promoting open communication, recognizing employee achievements, and providing development opportunities. For example, a company that encourages employee feedback and actively acts on suggestions tends to have more satisfied and committed staff. Overall, the article underscores that understanding and improving employee attitudes are vital for organizational success and worker well-being.

Summary of Article: "Counterproductive Work Behavior (CWB) in Response to Job Stressors and Organizational Justice: Some Mediator and Moderator Tests for Autonomy and Emotions"

The article examines how job stressors and perceptions of organizational justice influence counterproductive work behavior (CWB), such as absenteeism, sabotage, or theft. It suggests that stressful work environments and unfair treatment can provoke negative emotional reactions, leading employees to engage in harmful behaviors as a response. The study investigates how certain factors, like autonomy and emotional regulation, could mediate or moderate these relationships.

Specifically, the research finds that higher autonomy at work can buffer some negative effects of stressors and perceived injustice, reducing tendencies toward CWB. For instance, employees who have greater control over their tasks are less likely to react negatively to high pressure or unfair treatment. The role of emotions is also critical—they act both as mediators and moderators, influencing how stress impacts behavior.

A real-life example could be employees in a retail store experiencing unfair scheduling (perceived injustice) and high workload (stressors). If they have little autonomy over their schedules and struggle to regulate their emotions, they may lash out, display hostility, or be dishonest with customers. Thus, fostering a sense of control and emotional resilience can help mitigate counterproductive behaviors.

Summary of Article: "Work Engagement: An Emerging Concept in Occupational Health Psychology"

The article discusses work engagement as an increasingly important concept within occupational health psychology. It describes engagement as a positive, fulfilling state characterized by vigor, dedication, and absorption in work tasks. Unlike stress or burnout, engaged employees are energetic, enthusiastic, and deeply involved in their roles, which leads to better performance and job satisfaction.

The article emphasizes that fostering work engagement benefits both individuals and organizations by reducing burnout and turnover while enhancing productivity. It highlights real-world examples, such as companies implementing flexible work schedules, recognizing employee efforts, and creating meaningful work tasks. For instance, a tech company that involves employees in decision-making and provides opportunities for skill development tends to cultivate a more engaged workforce.

The authors argue that work engagement can be promoted through supportive leadership, effective communication, and a positive organizational culture. As more organizations recognize the importance of employee well-being, promoting engagement has become a vital strategy for sustaining workplace health and improving overall organizational performance.

References

• Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25(3), 293-315.
• Spector, P. E. (1996). The relationship of work attitudes to workplace behaviors: A meta-analytic review. Journal of Applied Psychology, 81(4), 575-586.
• Frese, M., & Zapf, D. (2001). Behavioral stress theories and stressor–strain relationships. In Psychosocial factors at work in the aging workforce (pp. 371-410). American Psychological Association.
• Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268.
• Luthans, F., & Youssef, C. M. (2004). Human, social, and now positive psychological capital management: Investing in people for competitive advantage. Organizational Dynamics, 33(2), 143-160.
• Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington Books/DC Heath and Com.
• Bakker, A. B., & Demerouti, E. (2008). Towards a model of work engagement. Career Development International, 13(3), 209-223.
• Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874-900.
• Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692-724.
• Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268-279.