Attitudes and Job Performance
Attitudes play a major role in how employees think, feel, and act at work. They are evaluative
statements—positive or negative—about objects, people, or events. Each attitude consists of
three components: cognitive (beliefs and knowledge), affective (feelings or emotions), and
behavioral (intentions to act). For example, believing “discrimination is wrong” is cognitive,
disliking someone who discriminates is affective, and avoiding that person is behavioral.
Among all attitudes, managers are most concerned with job-related ones such as job
satisfaction, job involvement, organizational commitment, and employee engagement.
Job satisfaction—how positively or negatively a person feels about their job—is especially
important. Research shows that satisfied employees tend to perform better and help
organizations operate more effectively.
Job satisfaction also influences other workplace behaviors. Satisfied employees are typically
less absent and less likely to quit, although these relationships can vary depending on job
alternatives and company policies. Satisfied employees are also more likely to demonstrate
organizational citizenship behaviors (OCB), like helping coworkers and speaking positively
about the company.
Conversely, dissatisfaction can lead to counterproductive behaviors such as tardiness,
gossiping, or theft. Managers should address the root causes of dissatisfaction—such as unfair
treatment or poor policies—rather than just punishing the behaviors.
Ultimately, satisfied employees not only perform better and stay longer but also enhance
customer satisfaction, especially in service roles. Their positive attitudes create friendlier,
more consistent experiences that strengthen customer loyalty. Understanding and managing
employee attitudes, therefore, is key to building a motivated, productive, and stable workforce.