Revise Attitudes to work for Cambridge 9990 (4.5.3)

Attitudes to work are a set of evaluative beliefs and feelings an individual holds about their job, career, and the concept of work itself. In organisational psychology, three key attitudes are central: work ethic, organisational commitment, and turnover intentions. Work ethic refers to the belief in the moral value and importance of work. Organisational commitment is the psychological attachment an employee feels towards their organisation, influencing their desire to remain a member. Finally, turnover intentions refer to an employee's conscious and deliberate plan to leave their current job. These attitudes are not isolated; they interact to influence important workplace behaviours such as job performance, absenteeism, and staff retention. Understanding these attitudes is crucial for organisations aiming to foster a motivated and stable workforce.

The concept of work ethic is often traced back to Max Weber's (1905) theory of the Protestant Work Ethic (PWE). Weber suggested that certain Protestant values, particularly Calvinism, promoted the idea that hard work, discipline, and frugality were signs of spiritual salvation. This created a cultural environment where work was seen as a moral obligation and a central life interest, not just a means of survival. In modern organisational psychology, PWE is studied as a personality-like variable. Individuals high in PWE tend to be highly motivated, responsible, and have a strong sense of duty towards their work. They often work long hours, take few breaks, and may view leisure with suspicion. This attitude can lead to high performance but also potential burnout.

Organisational commitment describes the bond between an employee and their organisation. Allen and Meyer (1990) proposed a widely accepted three-component model. The first is Affective Commitment, which is an emotional attachment to, identification with, and involvement in the organisation. The employee wants to stay. The second is Continuance Commitment, which is based on the perceived costs of leaving. The employee needs to stay due to factors like salary, benefits, or lack of alternative jobs. The third is Normative Commitment, which reflects a feeling of obligation to remain with the organisation. The employee feels they ought to stay, perhaps due to a sense of loyalty or because the company invested in their training. An employee's overall commitment is a combination of these three components.

Turnover intention is the final cognitive step before an employee decides to leave their job, making it a strong predictor of actual turnover. It is a critical metric for organisations as high turnover is costly. Research consistently shows a strong negative correlation between organisational commitment and turnover intentions. Specifically, low affective commitment is one of the most powerful predictors; if an employee has no emotional bond with the company, they are more likely to consider leaving. Low job satisfaction, a lack of perceived organisational support, and poor relationships with managers are also significant antecedents. While an individual with a strong work ethic might perform well, if they are not committed to the organisation, they may still develop turnover intentions and seek opportunities elsewhere.