employee attitudes and job satisfaction.pdf

EMPLOYEE ATTITUDES AND JOB SATISFACTION Lise M. Saari and Timothy A. Judge This article identifies three major gaps between HR practice and the scientific research in the area of employee attitudes in general and the most focal employee attitude in particular—job satisfaction: (1) the causes of employee attitudes, (2) the results of positive or negative job satis- faction, and (3) how to measure and influence employee attitudes. Suggestions for practition- ers are provided on how to close the gaps in knowledge and for evaluating implemented prac- tices. Future research will likely focus on greater understanding of personal characteristics, such as emotion, in defining job satisfaction and how employee attitudes influence organizational performance. © 2004 Wiley Periodicals, Inc. “Happy employees are productive employ- this area are: (1) the causes of employee at- ees.” “Happy employees are not productive titudes, (2) the results of positive or negative employees.” We hear these conflicting state- job satisfaction, and (3) how to measure and ments made by HR professionals and man- influence employee attitudes. Within each agers in organizations. There is confusion gap area, we provide a review of the scien- and debate among practitioners on the topic tific research and recommendations for of employee attitudes and job satisfaction practitioners related to the research find- even at a time when employees are increas- ings. In the final section, additional recom- ingly important for organizational success mendations for enhancing organizational and competitiveness. Therefore, the purpose practice in the area of employee attitudes of this article is