Employee Behavior and Job Satisfaction

The Requirements:

Employee Behavior and Job Satisfaction

Scenario (fictional): The following four employees have different attitudes towards their jobs and different job satisfaction levels, which impact their behavior on the job at this security products company. You are the human resources (HR) director who is concerned with some employees’ behavior at work. Read the following background information on each of the four employees and address all the checklist items.

Employee #1: Marketing product manager: He experiences cognitive dissonance every time his boss tells him he should not worry about the lower end of the market, saying “those people don’t have much buying power,” when the company’s values statement professes caring about the welfare of everyone everywhere. He comes from a blue-collar family and resents his boss’s attitude towards low-income groups. He is frequently late to work because he has to take his two preschoolers to daycare. As a result, his boss has given him a recent warning.

Employee #2: Engineer: She is in a highly visible job developing new products that creates a lot of stress, and she works 10- to 11-hour days, sometimes 6 days a week. She is loyal but feels depressed by the constant, incessant workload. She is starting to look at job openings online in her off hours because her current long hours are starting to affect her marriage and she does not get to see her children, ages 6 and 8, very often during the weekdays.

Employee #3: Loading dock manager: This young representative works the 12 a.m. – 7 a.m. shift. He does what is required but complains in the employee break room about the offices and work conditions when he is on break. His attitude is that he can go elsewhere if things do not improve. The other employees tend to agree with him when he complains. Lately, the distribution supervisor has noted employees’ reduced effort on the shift.

Employee #4: Distribution lead: She is the sole Asian employee in the organization and feels isolated, as though she is just a placeholder versus really making a recognized difference in the organization. The company promotes itself as a diverse organization, which she knows is not true. She feels everyone expects her to fail, and few people engage with her regularly, including her boss.

Checklist:

The four employees have different attitudes and levels of job satisfaction.

• Describe the attitudes and job satisfaction of each of the four employees.
• Categorize and explain the responses the employees have to dissatisfaction based on the reading.
• Explain how each employee’s above attitudes and job satisfaction impact the organization in terms of profit, employee turnover, and affecting other employees’ attitudes.
• Include at least two (2) scholarly* citations with accompanying references regarding attitudes, job satisfaction, and the impact on the organization that support your responses to the checklist item above.
• Explain what each of the managers of the four employees can do to change the employees’ attitudes for the better (referencing at least two of Mintzberg’s managerial roles to explain your response).
• Submit your 2- to 3-page paper with additional title and reference pagesusing current APA format and citation style (see the Learning Resources area for APA assistance) to the competency assessment Dropbox.

*Scholarly sources have been put through a peer-review by experts to ascertain that the content is original, supports any statements or claims with viable research, etc.

Select “Library” under the Academic Tools area. Then select “Limit to: Peer Reviewed” before doing your search on a topic.

What I submitted:

MT 302: Scenario (fictional): The following four employees have different attitudes towards

their jobs and different job satisfaction levels, which impact their behavior on the job at this

security products company. You are the human resources (HR) director who is concerned with

some employees’ behavior at work. Read the following background information on each of the

four employees and address all the checklist items.

Employee #1: Marketing product manager: He experiences cognitive dissonance every time his

boss tells him he should not worry about the lower end of the market, saying “those people don’t

have much buying power,” when the company’s values statement professes caring about the

welfare of everyone, everywhere. He comes from a blue-collar family and resents his boss’s

attitude towards low-income groups. He is frequently late to work because he must take his two

preschoolers to daycare. As a result, his boss has given him a recent warning.

The promoting item supervisor has conflicting mentalities as he hates his manager’s

disposition towards low-pay gatherings, and he appears to be disappointed with his work. The

specialist feels that her work is upsetting since she works for extended periods of time and

appears to be disappointed with her work since she is searching for employment opportunities on

the web. The shipping bay supervisor gives off an impression of being disappointed with his

work and grumbles in the worker’s break room. His demeanor is that if things don’t improve, he

will go somewhere else. The dissemination lead feels disengaged in the association, she works

at, and her disposition is that the organization professes to advance variation while she realizes it

doesn’t. (Wahba and Elmanadily, 2015).

Employee #2: Engineer: She is in a highly visible job developing new products that create a lot

of stress, and she works 10- to 11-hour days, sometimes 6 days a week. She is loyal but feels

depressed by the constant, incessant workload. She is starting to look at job openings online at

her off-hours because her current long hours are starting to affect her marriage and she does not

get to see her children, ages 6 and 8, very often during the weekdays.

The advertising item supervisor is disappointed with the way his manager respects the law-

pay gatherings. The specialist, the shipping bay supervisor, and the conveyance lead are

disappointed with their work. They are generally able to go somewhere else if things don’t work

in their associations.

Employee #3: Loading dock manager: This young representative works the 12 a.m. – 7 a.m.

shift. He does what is required, but complains in the employee break room about the offices and

work conditions when he is on break. His attitude is that he can go elsewhere if things do not

improve. The other employees tend to agree with him when he complains. Lately, the

distribution supervisor has noted employees’ reduced effort on the shift.

The promoting item director’s demeanor will empower the association to benefit since he

accepts that the low-pay bunches have purchasing power. The specialist’s mentality and level of

disappointment can trigger a high representative turnover since it burns through a ton of time.

Stacking dock supervisor mentality will contrarily influence other representative’s perspectives

since he grumbles concerning the work while at the representatives break room, and they appear

to concur with him. The appropriation prompted work disappointment will influence the

mentality of different representatives of thinking the association is discriminative. (Wahba and

Elmanadily, 2015).

Employee #4: Distribution lead: She is the sole Asian employee in the organization and feels

isolated, as though she is just a placeholder versus really making a recognized difference in the

organization. The company promotes itself as a diverse organization, which she knows is not

true. She feels everyone expects her to fail, and few people engage with her regularly, including

her boss.

The supervisor to the principal representatives should go about as a pioneer by moving the

worker to meet objectives. The supervisor to the subsequent worker ought to likewise fill in as a

pioneer to guarantee that he urges the worker not to surrender in any event when the work

requests excessively. The supervisor to the third worker should play a checking job to address

the representative’s functioning conditions. In conclusion, the director to the fourth representative

ought to be a nonentity and a guarantee that he locks in with workers consistently (Kumar, P.

2015).

References

Kumar, P. (2015). An analytical study on Mintzberg’s framework.

Managerial roles. International Journal of Research in Management & Business Studies, 2(3), 12-19.

https://www.scirp.org/(S(lz5mqp453edsnp55rrgjct55))/reference/referencespapers.aspx?referenceid=2635

998

Wahba, M., & Elmanadily, D. (2015). Employer Branding Impact on Employee Behavior and Attitudes

Applied Study on Pharmaceutical in Egypt. International Journal of Management and Sustainability, 4(6),

145-162.