As the saying goes, “there’s one in every crowd,” the one that is unhappy, constantly griping, and whining throughout the day making the work day that much harder. Right? In my experience of working at the bank, there is certainly always the one that for whatever reason, just seems to hate their job. That being said, I would like to discuss the issue of job dissatisfaction further as I am sure that I am not the only one who has dealt with this. Negative feelings about the job are easily reflected in the attitudes of employees. In this case, an employee was very clearly dissatisfied with her position at the bank showed it through her behavior and attitude. Her complaints ranged from the laissez-fair attitude of our then manager to the work itself. It took a while for her to exit and I believe the organizational commitment dimensions give some understanding as to why. Robbins and Judge describe each of the following commitments: affective, continuance, and normative. I realize that these are usually associated with job satisfaction, but I felt the principles still applied with job dissatisfaction and this particular situation.
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Affective commitment is an emotional attachment to the organization and a belief in its values; while she disliked the job for whatever reasons, she did like her coworkers and had formed genuine friendships, so it was harder for her to exit because she had an emotional attachment to the people (Robbins & Judge, 2009, p. 79.) This girl had recently purchased a home, so economically speaking, it was important for her to continue working so she could make her mortgage payment. This exemplifies the continuance commitment stated in our text because the economic value of remaining with the organization was greater than exiting at the time when she had no other options for income. The normative commitment was defined by Robbins and Judge as an obligation to remain with the organization for moral or ethical reasons. While it was very clear that she did not like her job and sometimes even our manager, she did like her coworkers and the bank overall. I believe part of the reason she stayed was because at the time when she wanted to leave, if she would have, it would have put us in a questionable situation. Because she did like us, when she was faced with the option to leave or just bear through it, she felt a moral obligation to stay because she did not want to hurt her coworkers or the organization. After learning more about the Person-Organization Fit, I believe that she just did not have a personality that “fit” for the type of work. There is no right or wrong personality for working at a bank, but I do believe that her personality was simply not compatible for work there. In a journal written by Thomas, Buboltz, and Winkelspecht, they said, “Alternatively, a low degree of congruence is generally believed to result in decreased performance, satisfaction, and stability, and higher levels of stress. For example, Mount and Muchinsky (1978) found that job satisfaction was significantly related to the environment, personality type, and the level of congruence between the two. Participants who had a higher degree of person-environment fit reported higher levels of job satisfaction than individuals with low person-environment fit. Similarly, Spokane (1985) in a review of congruence
Affective commitment is an emotional attachment to the organization and a belief in its values; while she disliked the job for whatever reasons, she did like her coworkers and had formed genuine friendships, so it was harder for her to exit because she had an emotional attachment to the people (Robbins & Judge, 2009, p. 79.) This girl had recently purchased a home, so economically speaking, it was important for her to continue working so she could make her mortgage payment. This exemplifies the continuance commitment stated in our text because the economic value of remaining with the organization was greater than exiting at the time when she had no other options for income. The normative commitment was defined by Robbins and Judge as an obligation to remain with the organization for moral or ethical reasons. While it was very clear that she did not like her job and sometimes even our manager, she did like her coworkers and the bank overall. I believe part of the reason she stayed was because at the time when she wanted to leave, if she would have, it would have put us in a questionable situation. Because she did like us, when she was faced with the option to leave or just bear through it, she felt a moral obligation to stay because she did not want to hurt her coworkers or the organization. After learning more about the Person-Organization Fit, I believe that she just did not have a personality that “fit” for the type of work. There is no right or wrong personality for working at a bank, but I do believe that her personality was simply not compatible for work there. In a journal written by Thomas, Buboltz, and Winkelspecht, they said, “Alternatively, a low degree of congruence is generally believed to result in decreased performance, satisfaction, and stability, and higher levels of stress. For example, Mount and Muchinsky (1978) found that job satisfaction was significantly related to the environment, personality type, and the level of congruence between the two. Participants who had a higher degree of person-environment fit reported higher levels of job satisfaction than individuals with low person-environment fit. Similarly, Spokane (1985) in a review of congruence