There are four employees in the scenario given. All of which who have different outlooks towards their jobs and different levels of job satisfaction. These feelings from each person greatly impact their behavior while at work. As the HR Director of this beverage company, I am concerned with some of the employee’s attitudes that I have seen at work. Below I will give an assessment of each employee, and refer to them as Employee #­1, #2, #3 and #4.

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 Employee #1 is our Marketing Product Manager who experiences cognitive dissonance. This means she has an incompatibility between two or more attitudes or between he­­r behavior and attitude. She seems to have disregard to the beverage company’s value statement that says the company values the welfare of everyone everywhere, when her boss tells her that she shouldn’t worry about the lower end of the market because they are considered not to have much buying power. Employee #1 has also received a written warning as a result of being late on several different occasions.

 Employee #2 is a Chemist. He is in a highly discernible job and designs new products that create an ample amount of stress over a 12 hour shift.  He is a devoted employee, but seems very unhappy due to this high demand schedule and long hours.

 Employee #3 is the Loading Dock Manager. She works 3rd shift from 12am to 7am. Though she completes the tasks that her job requires, she has been notorious to complain in the employee break room about the company offices and work conditions, which really has an effect on lowering employee morale. Other employees tend to agree with her when she is complaining about the company. The Distribution Supervisor has recently noticed a decrease in her production efforts during this shift.

 Employee #4 is the Quality Control Administrator. He feels isolated as the only minority and that he is merely just a placeholder instead of making a recognized difference in the organization.  He is the only Asian in the entire company and would like to be recognized as someone who has made a difference. It bothers him that the company promotes itself as a diverse organization, when he is the only non-American employed there. Lack of engagement and interaction from his peers and his boss make him feel adversely.

 According to Robbins & Judge (2019), “The theoretical model—the exit–voice–loyalty–neglect framework—is helpful for understanding the consequences of dissatisfaction.  Employees’ four responses to job dissatisfaction, differ along two dimensions: constructive/destructive and active/passive.” Responses to Dissatisfaction can be classified in the two dimensions of:

Constructive

Destructive

Active

Voice

Exit

Passive

Loyalty

Neglect

 After categorizing the four different employees, Employee #1, the Marketing Product Manager, seems to be destructive and passive which results in neglect. The neglect response passively allows conditions to worsen and includes chronic absenteeism or lateness, reduced effort, and an increased error rate (2019). Her counterproductive work behavior (CWB) such as acting aggressively towards her boss and being late for work are vigorously hurting the organization.

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 I would consider Employee #2, the Chemist, destructive and active which would result in an exit. The exit response directs behavior toward leaving the organization, including looking for a new position or resigning (2019). His attitude and job satisfaction impacts the company in terms of expressing counterproductive work behavior in his actions with the intent to leave his job by using his break time to search for alternative job openings.

 Employee #3, the Loading Dock Manager seems constructive and active. This would result in voice. The voice response includes actively and constructively attempting to improve conditions, including suggesting improvements, discussing problems with superiors, and undertaking union activity (2019). Her attitude and job satisfaction impacts the company in terms of expressing counterproductive work behavior in her actions by gossiping about the company in the breakroom, affecting other employee attitudes and behaviors.

 Employee #4, the Quality Control Administrator is constructive and passive. This results in loyalty. The loyalty response means passively but optimistically waiting for conditions to improve, including speaking up for the organization in the face of external criticism and trusting the organization and its management to “do the right thing.” (2019). His attitude and job satisfaction impacts the company in terms of expressing counterproductive work behavior (CWB) in his actions by expressing that his boss and co-workers should be more attentive to him. As a minority, he seems to be seeking inclusion, encouragement and opportunity (Fortune Magazine, 2000).

 Management expert and Professor, Henry Mintzberg, argued that there are ten primary behaviors that can be used to categorize a manager’s different functions. They have been divided into three categories – Interpersonal, Informational and Decisional. Interpersonal roles include Figurehead, Leader and Liaison. Informational roles include Monitor, Disseminator and Spokesperson. Decisional Roles include Entrepreneur, Disturbance Handler, Resource Allocator and Negotiator (Free Management Books).  Employee #1 should create and administer change within the organization. This means solving problems, creating new ideas, and implementing them. Employee #2 should to determine where organizational resources should be applied in the assigning of staff and other organizational resources. Employee #3 should provide leadership for the team, department and the entire organization. Employee #4 should seek out information related to the organization and industry, looking for relevant changes in the environment while also monitoring their team in terms of both their productivity and their well-being.  In this role, you regularly seek out information related to your organization and industry, looking for relevant changes in the environment. You also monitor your team, in terms of both their productivity, and their well-being. (MindTools, 2018)

Reference

MindsTools. (2018). Mintzberg’s Management Roles Identifying the Roles Managers Play. Retrieved from https://www.mindtools.com/pages/article/management-roles.htm.

“Mintzberg’s Management Roles.” Free Management Books, Retrieved from https://www.free-management-ebooks.com/faqld/leadmodels-01.htm.

Robbins, S. P. & Judge, T. A. (2019). Organizational behavior (18th ed.). New York, NY: Pearson.RefWhat Minority Employees Really Want, 10 July 2000. Retrieved from https://www.archive.fortune.com/magazines/fortune/fortune_archive/2000/07/10/283802/index.htm.