ATTITUDES AND EFFECTIVENESS: EXAMINING RELATIONS AT AN ORGANIZATIONAL LEVEL

ATTITUDES AND EFFECTIVENESS: EXAMINING RELATIONS AT AN ORGANIZATIONAL LEVEL Recent evidence has suggested that attitudes‐organizational effectiveness relations may exist. Relations between employee attitudes, organizational unit performance, customer satisfaction, and turnover were examined at the branch level for a large automobile finance company. Using data from 142 branches in 2 consecutive years, several significant relations between attitude factors and performance were observed. In addition, causal analyses conducted at the branch level suggested that customer satisfaction led to employee attitudes, rather than the opposite. Additional analyses to explain this result suggested that economic conditions and related factors might be the causal mechanism at the aggregated level. Other potential interpretations of these findings and caveats about generalizing organizational‐level findings to the individual level are discussed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Personnel Psychology Wiley

ATTITUDES AND EFFECTIVENESS: EXAMINING RELATIONS AT AN ORGANIZATIONAL LEVEL

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Publisher
Wiley
Copyright
Copyright © 1996 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0031-5826
eISSN
1744-6570
DOI
10.1111/j.1744-6570.1996.tb02452.x
Publisher site
See Article on Publisher Site

Abstract

Recent evidence has suggested that attitudes‐organizational effectiveness relations may exist. Relations between employee attitudes, organizational unit performance, customer satisfaction, and turnover were examined at the branch level for a large automobile finance company. Using data from 142 branches in 2 consecutive years, several significant relations between attitude factors and performance were observed. In addition, causal analyses conducted at the branch level suggested that customer satisfaction led to employee attitudes, rather than the opposite. Additional analyses to explain this result suggested that economic conditions and related factors might be the causal mechanism at the aggregated level. Other potential interpretations of these findings and caveats about generalizing organizational‐level findings to the individual level are discussed.

Journal

Personnel PsychologyWiley

Published: Dec 1, 1996

References

  • A meta‐analytic review of attitudinal and dispositional predictors of organizational citizenship behavior
    Organ, Organ; Ryan, Ryan
  • Employee attitudes and customer satisfaction: Making theoretical and empirical connections
    Schmit, Schmit; Allscheid, Allscheid
  • The ASA framework: An update
    Schneider, Schneider; Goldstein, Goldstein; Smith, Smith

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