A happy worker is a productive worker. Although the overwhelming majority of the prior research on this relationship has explored it at the individual level of analysis, the present study is consistent with a small but growing literature that examines this relationship at the organizational level of analysis. The hypothesis that proposes a positive relation between organizational performance and employee attitudes and behavior is partially supported. The organizational performance measure is positively and significantly related to employees’ attitude and behavior. A possible explanation for the positive associations found in this study in relation between employee attitude and profitability is 0.298, sales related with employee attitude and behavior is 0.160, and reputation with employee attitude and behavior is 0.254. Second, there was a significant relation were found in the analyses of the employee attitudes and behavior with outcome measures. Employee attitudes and behavior is positively related with discretion effort and loyalty 0.141. The overall outcome measure to employee attitude and behavior is 0.148. Third there is a significant difference between Gender and the Employee attitudes and behavior.
Within this context, it evidence here that the organizational performance may influence employee attitude and employee attitudes may determine how employees behave. The small business context may provide a unique setting for addressing the causality issue because employer- employee relationships in small firms have been characterized as being informal, using direct communication, and having close management-employee working relationships. This implies that employees in small firms may have better knowledge about firms’ actual performances than employees in larger organizations. Payday Loans Online
The study has made a contribution to examining these associations in the small scale business context. Within the context, the evidence reported here suggests that both organizational performance and employee attitude and behavior may determine how employees behave. The small business context may provide a unique setting for addressing the causality issue because employment relationships in Small firms have been characterized as being informal, using direct communication, and having close management-employee working relationships (Bacon et al., 1996; Kotey and Slade, 2005). This implies that employees in small scale firms may have better knowledge about firms’ actual performances than employees in large organizations. Future research should, where possible, incorporate both self-reported data and objective financial data in order to make the measure of organizational performance more comprehensive and reliable. And also it is suggested to conceptualize and test likely causal as well as reciprocal relationships by including more potential variables and mediators that may play a role in the associations, and by using longitudinal research in different organizational context.