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Effects of Human Dimension

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Having noted that there are different components or levels within which attitudes manifest, Eysenck and Eysenck (2005) also emphasized that in a typical organization, there are different job attitudes that are displayed by employees. Meanwhile, each of these job attitudes affects organizational behaviour differently. One such job attitude is job satisfaction. Canary, Coach and Serape (2001) described job satisfaction as state of having positive feeling about one’ s job as being fulfilling and meeting personal characteristics. Due to the relationship between assigned roles and job satisfaction, it is very easy for one to find the relationship between this type of job attitude and organizational behaviour.

This is because when people are satisfied at their jobs, they have been found to complain about their roles less and so get along with their superiors more easily. On the other hand people who are less satisfied at their jobs always feel that there is something they are being denied of in terms of roles. Relating this to easier discussions, it would be noticed that chances that people who are satisfied will develop positive attitude are higher whiles chances that people who are less satisfied will develop negative attitude are higher.

The second job attitude that is very important and directly related to organisational behaviour is employee engagement. In a typical modern organizational context, employee engagement can be explained as the extent to which an employee is given room to be involved in work through the implementation of innovative ideas born by these people. From this definition, it would be seen that employee engagement goes a step ahead of ordinary involvement whereby an employee is made a partaker of day to day activities that come up.

Rather, it involves some level of independence given to employees to operate. Indeed employee engagement can be said to be a type of job attitude given the fact that a person’ s decision to be engaged or the decision for the organization to engage an employee may be based on the outcome of several evaluative judgments.

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