Attitudes (continued)
Job satisfaction (a general measure) has been shown to be an important indicator of organizational effectiveness (a general measure). Organizations with satisfied workers tend to have higher levels of organizational effectiveness.
On the other hand, job dissatisfaction is related to higher levels of employee absenteeism, turnover, and health problems. Thus job dissatisfaction is very costly to employers, and successful organizations keep a close eye on this relationship to keep these costs at a minimum.
A work attitude that affects an individual's work behaviors is hope. Researchers have defined hope as a person's mental willpower (determination) and waypower (road map) to achieve goals. It is more involved than "wishing" for something to happen as all of us have done when were children. For example, you might recall wishing for a huge snowfall on Sunday evening so that you did not have to go to school on Monday. You had no control over this wish—you could not make it snow.
Hope, as a job-related attitude, refers to one's means to make things happen and the tenacity to make it happen—you have resources and the drive to make it happen. Typically, a high-hope person embraces the seemingly impossible challenges, and has the cognitive ability work around obstacles. Keep in mind that resources do not have to be tangible resources. Brainpower is a tremendous resource. High-hope individuals make things happen. On the other hand, low-hope individuals are typically discouraged by stressors encountered during the pursuit of their goals. They are not likely to see ways around roadblocks. They are prone to negative emotions and are more likely to withdraw from social settings.
Another important work attitude that has a bearing on organizational behavior is organizational commitment. Organizational commitment refers to the strength of an employee's involvement in and identification with the organization. Organizational commitment goes beyond loyalty to an active contribution in accomplishing organizational goals. As with job satisfaction, the sources of organizational commitment may vary from person to person. Initial commitment to the organization is determined primarily by individual characteristics. Eventually, employees tend to have stronger organizational commitment because of ties and seniority with the organization. Managers are interested in the commitment of employees to the organization because it usually leads to lower absenteeism and higher productivity.