ABSTRACT
This study investigated the relationship between work characteristics and employee attitudes. It serves to enhance the organizations ability to achieve its goals and corporate objective. However, from the study certain dimensions where determine on the relationship between work characteristics and employee attitudes via skill variety, task identity and task significance in liaison with commitment, motivation and job satisfaction in conjunction with Hackman and Oldham model. Thus, with the aid of the necessary information collected from the study department through the cross sectional survey, oral interview, questionnaire and personal observation, a total of population size of 350 and sample size of 187 was determine using Tayo Yemen’s formula at 0.05 level of significant. Also, 187 questionnaire were distributed to the case study while 150 questionnaire were completed and returned, tabulations, percentage via testing of hypothesis with the Spearman’s rank order correlation of co-efficient and the Kendell’s coefficient of concordance significant test with SPSS. The findings reveal positive significant relationship between skill variety and employee commitment, task identity and employee commitment, task significance and employee commitment, between skill variety and employee job satisfaction, task identity and employee job satisfaction, task significance and employee job satisfaction and psychological state does significantly moderate the influence of work characteristics and employee attitudes. Moreover, in conclusion firms that adhere to the concept of work characteristics experience significant increase, while those that neglect the concept experience decline in her positive attitude efficiency. Furthermore it could be recommended that the firms must involve the use of skill variety, task identity and task significance techniques towards enhancing her employees’ attitudes. With these techniques, management will ascertain rapid growth in all ramifications, which would improve performance efficiency of the firms.
Attitudinal behaviour of employee could pose a lot of positive and negative influences in an organization. This can affect the performance efficiency of the firms prior to its productivity, turnover intentions, growth and commitment.
Don Pepper (2013) in his recent publication averred that attitudinal behaviour in an organization could tell on employee values, trust, belief, stereotype, perception, expectancies, cognition, loyalty, commitment, citizenship behaviour etc which outcomes could be traced to employee productivity, employee job satisfaction and employee commitment. It is in this perspective that Allen and Meyer (2010) introduces the employee commitment as measures for attitude in the work place. Whereas, Saari (2013) strongly believes that employee productivity is a suitable measure for attitude. On the other hand Simmons pointed out that employee job satisfaction is a credible measure for employee’s attitude in the work environment.
For deeper understanding the concept of commitment, Meyer & Allen, (2010) gave a three component model having three categories of employee commitment, affective, continuance and normative commitment Meyer & Allen, (2010) defines affective commitment (AC) as employee’s emotional attachment to, identification with, and involvement in the organization in other words employees stay with a ?rm because they want to. Continuance commitment (CC) means that the employee is very much aware about the obligation to leave the organization in other words employees stay with a firm because they need to. Normative commitment (NC) means feeling of obligation to continue employment in other words employees stay with a firm because they ought to. Some categories of commitment were also discussed by Bennett, (2013) in different way.
Organisational productivity is an overall measure of the ability to produce a good or service. More specifically, productivity is the measure of how specified resources are managed to accomplish timely objectives as stated in terms of quantity and quality (OECD, 2013). Productivity may also be defined as an index that measures output (goods and services) relative to the input (labor, materials, energy, etc., used to produce the output).
Hence, there are two major ways to increase productivity: increase the numerator (output) or decrease the denominator (input). Of course, a similar effect would be seen if both input and output increased, but output increased faster than input; or if input and output decreased, but input decreased faster than output (Stephen, 2013).
According to Simmons (2013) measuring employee satisfaction is often done by conducting employee satisfaction surveys. This is a suitable and valuable approach when actions are conducted to improve the organization and when these actions do not only show an effect on the short term, but on the long term as well.
Kevin (2013) pointed out that job satisfaction is how content an individual is with his or her job. Scholars and human resource professionals generally make a distinction between affective job satisfaction and cognitive job satisfaction. Affective job satisfaction is the extent of pleasurable emotional feelings individuals have about their jobs overall, and is different to cognitive job satisfaction which is the extent of individuals’ satisfaction with particular facets of their jobs, such as pay, pension arrangements, working hours, and numerous other aspects of their jobs (Saari, 2013).
There is an established body of knowledge supporting the idea that certain work and goal setting can enhance employee attitude. In the light of this, this study focuses on productivity, job satisfaction and commitment that could be influenced by work characteristics (Tamsen, 2013). It is expected that well designed jobs via work characteristics can have a positive impact on both employee job satisfaction and the quality of performance. In the study, it is proposed that well-defined work characteristics would enhance motivation, satisfaction, productivity, loyalty and performance of the employees. Thus, for both academicians and practitioners, work characteristics takes on special importance in today's human resource management. It is essential to design jobs so that stress can be reduced, motivation can be enhanced, and satisfaction of employees and their performance can be improved so that organizations can effectively compete in the global marketplace (Langford and Whitefield, 2011). ............... FOR ACCESS TO THE FULL PROJECT WORK, USE THE ORDER NOW! BUTTON BELOW
INTRODUCTION
............... Many studies have shown a strong relationship between employee attitudes and job satisfaction, motivation, morale and workplace productivity (Heinz and Harold, 2012). It just makes sense that people will work harder, faster and better when they are happy and positively motivated. The other side of the coin is also true (Love, 2013). A stressful, unhappy workplace is rarely productive, and it takes just a few employees with bad attitudes or work habits to create enough interpersonal dissonance to negatively affect workplace productivity. Fortunately, employers can take steps to prevent poor attitudes from developing and also have mechanisms in place to get things back on track when difficulties arise (Langford and Whitfield, 2011).Attitudinal behaviour of employee could pose a lot of positive and negative influences in an organization. This can affect the performance efficiency of the firms prior to its productivity, turnover intentions, growth and commitment.
Don Pepper (2013) in his recent publication averred that attitudinal behaviour in an organization could tell on employee values, trust, belief, stereotype, perception, expectancies, cognition, loyalty, commitment, citizenship behaviour etc which outcomes could be traced to employee productivity, employee job satisfaction and employee commitment. It is in this perspective that Allen and Meyer (2010) introduces the employee commitment as measures for attitude in the work place. Whereas, Saari (2013) strongly believes that employee productivity is a suitable measure for attitude. On the other hand Simmons pointed out that employee job satisfaction is a credible measure for employee’s attitude in the work environment.
For deeper understanding the concept of commitment, Meyer & Allen, (2010) gave a three component model having three categories of employee commitment, affective, continuance and normative commitment Meyer & Allen, (2010) defines affective commitment (AC) as employee’s emotional attachment to, identification with, and involvement in the organization in other words employees stay with a ?rm because they want to. Continuance commitment (CC) means that the employee is very much aware about the obligation to leave the organization in other words employees stay with a firm because they need to. Normative commitment (NC) means feeling of obligation to continue employment in other words employees stay with a firm because they ought to. Some categories of commitment were also discussed by Bennett, (2013) in different way.
Organisational productivity is an overall measure of the ability to produce a good or service. More specifically, productivity is the measure of how specified resources are managed to accomplish timely objectives as stated in terms of quantity and quality (OECD, 2013). Productivity may also be defined as an index that measures output (goods and services) relative to the input (labor, materials, energy, etc., used to produce the output).
Hence, there are two major ways to increase productivity: increase the numerator (output) or decrease the denominator (input). Of course, a similar effect would be seen if both input and output increased, but output increased faster than input; or if input and output decreased, but input decreased faster than output (Stephen, 2013).
According to Simmons (2013) measuring employee satisfaction is often done by conducting employee satisfaction surveys. This is a suitable and valuable approach when actions are conducted to improve the organization and when these actions do not only show an effect on the short term, but on the long term as well.
Kevin (2013) pointed out that job satisfaction is how content an individual is with his or her job. Scholars and human resource professionals generally make a distinction between affective job satisfaction and cognitive job satisfaction. Affective job satisfaction is the extent of pleasurable emotional feelings individuals have about their jobs overall, and is different to cognitive job satisfaction which is the extent of individuals’ satisfaction with particular facets of their jobs, such as pay, pension arrangements, working hours, and numerous other aspects of their jobs (Saari, 2013).
There is an established body of knowledge supporting the idea that certain work and goal setting can enhance employee attitude. In the light of this, this study focuses on productivity, job satisfaction and commitment that could be influenced by work characteristics (Tamsen, 2013). It is expected that well designed jobs via work characteristics can have a positive impact on both employee job satisfaction and the quality of performance. In the study, it is proposed that well-defined work characteristics would enhance motivation, satisfaction, productivity, loyalty and performance of the employees. Thus, for both academicians and practitioners, work characteristics takes on special importance in today's human resource management. It is essential to design jobs so that stress can be reduced, motivation can be enhanced, and satisfaction of employees and their performance can be improved so that organizations can effectively compete in the global marketplace (Langford and Whitefield, 2011). ............... FOR ACCESS TO THE FULL PROJECT WORK, USE THE ORDER NOW! BUTTON BELOW
CHAPTER ONE
INTRODUCTION
1.1 Background Of The Study
1.2 Statement Of Research Problem
1.3 Purpose Of The Study
1.4 Statement Of Research Question
1.5 Research Hypotheses
1.6 Significance Of The Study
1.7 Scope And Limitation Of Study
1.8 Organization Of Study
1.9 Definition Of Terms
CHAPTER TWO
REVIEW OF RELEVANT LITERATURE
2.0 Introduction
2.1 Theoretical Framework
2.2 Conceptual Framework
2.4 Review Of Relevant Empirical Literature
CHAPTER THREE
RESEARCH METHODOLOGY
3.0 Introduction
3.1 Research Design
3.2 Sample Procedure & Data Collection Method
3.3 Operational Measures Of Variables
3.5 Data Analyses Techniques
3.5.1 Model Specification
Bibliography
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND DISCUSSION OF FINDINGS
4.0 Introduction
4.1 Data Presentation
4.2 Data Analyses And Hypotheses Testing
4.3 Discussion Of Findings
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
5.0 Introduction
5.1 Summary Of Findings
5.2 Conclusions
5.3 Recommendations
Bibliography
Appendices
Reference Code: C068INTRODUCTION
1.1 Background Of The Study
1.2 Statement Of Research Problem
1.3 Purpose Of The Study
1.4 Statement Of Research Question
1.5 Research Hypotheses
1.6 Significance Of The Study
1.7 Scope And Limitation Of Study
1.8 Organization Of Study
1.9 Definition Of Terms
CHAPTER TWO
REVIEW OF RELEVANT LITERATURE
2.0 Introduction
2.1 Theoretical Framework
2.2 Conceptual Framework
2.4 Review Of Relevant Empirical Literature
CHAPTER THREE
RESEARCH METHODOLOGY
3.0 Introduction
3.1 Research Design
3.2 Sample Procedure & Data Collection Method
3.3 Operational Measures Of Variables
3.5 Data Analyses Techniques
3.5.1 Model Specification
Bibliography
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND DISCUSSION OF FINDINGS
4.0 Introduction
4.1 Data Presentation
4.2 Data Analyses And Hypotheses Testing
4.3 Discussion Of Findings
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
5.0 Introduction
5.1 Summary Of Findings
5.2 Conclusions
5.3 Recommendations
Bibliography
Appendices
Reference Code: C068
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