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Job Attitudes, Measurement and Change: A case Study of Walden Sports Inc.

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Table of Contents

Executive Summary. 2

1     Background. 3

1.1      Problem.. 4

1.2      Purpose Statement 4

1.3      Literature Review.. 4

2     Identification of a Diagnostic Job Attitudes Survey Instrument 5

2.1      Psychometric Properties of Meyer-Allen Instrument 6

3     Methods. 6

3.1      Participants. 6

3.2      Measures. 7

3.3      Procedures. 9

3.4      Data Analysis. 10

4     Section 4: Results. 16

4.1      Computation of Coefficient Alpha Estimates of Reliability. 16

4.2      Computation of an Overall Score for the Separate Instruments Selected. 19

4.3      Compute the Frequency of Responses for Each Item.. 20

4.4      Computation of Pearson’s Product Moment Correlations for all variables. 23

5     Recommendations to Walden Sports Inc. 26

5.1      A summary of the findings. 26

5.2      Recommendations. 27

References. 29

 

Executive Summary

Walden Sports is an institution that was stated 20 years ago. Over time, it has been able to diversify it service to include all that daring travellers may need, mail order services, insurance services, among many other services. From the time the organization was started up to 6b months ago, the organization realized significant benefits on its sales. This was attributed to the high productivity of the organization’s employees and the good attitude that they had toward the company. Nonetheless, the productivity of the organization has exhibited a declining trend alongside increased poor turnover and absenteeism of the employees.

To understand this, a study was conducted on the attitude of the organization’s employees and analysed so that a recommendation can be suggested to the organization’s CEO for improvement. The paper will begin by giving the background of the study; then Identification of a Diagnostic Job Attitudes Survey Instrument, highlight some of the methods that are to be employed in the assessment and give a highlight of some of the recommendations that if employed by Walden Sports Inc. for better productivity and better attitude by the employees.

 

 

 

 

1             Background

Walden Sports is an organization that was started twelve years ago and has diversified to include all that adventurous travellers may need. Among the items that they offer are sleeping bags, guidebooks, tents, maps, insurance, among others. The organisation’s equipment and clothing sales are $1.42 million annually with a gross profit margin of $202, 400. Walden Sport has 70 full-time employees who serve in all the departments of the organization’s activities like marketing, finance and operations. In addition to these, the organization has also in the recent past started a mail order via their website in their bid to meet the needs of the employees in the IT department.

In the last past few years, the organization has realized a good fortune from the industry, making significant profits to the extent that they donate %5 of their gain to charities. To boost their service delivery, the organization acquired an agency, Earth Travellers, and began to trade their services.  By these sales, the organization has additionally made significant benefits.

Despite the benefits that the organization has realized from its normal sales, sales of its insurance, among others, Walden Sports has, in the last 6 months, seen a sharp decline in its productivity as well as an increase in absenteeism and turnover. Moreover, the employees do not exhibit the energy they showed in the time past. They are no more motivated to actively serve in the organization. According to the organization’s CEO, the organization in the past allowed their employees at least an hour once every month to have their personal time. Additionally, the organization allowed their employees the opportunity of participating in social activities. During this time, the employees so much enjoyed their service in the organization that they deed all that was possible with their expertise and energy.

2                    Problem

According to the CEO, the problem that Walden Sports is facing is that the organization’s employees no more feel interested in working for the organisation. The employees no more work late as it used to be in the past. Besides, there is increased rate of absenteeism and turnover by the employees. In a nutshell, the attitude of the employees toward the organization and its administration is very poor.

3                    Purpose Statement

The purpose of this paper will be to assess the veracity if the aforementioned problem and develop recommendations that will help Walden Sport to regain their employees’ trust and confidence for increased productivity and turn over.

4                    Literature Review

According to Hulin and Judge (2003), the purpose of job attitude valuation in any environment is to assist in measuring the perception, availability, attitudes and feelings of the employees towards a company or an organization. The most important of the evaluation is to determine reliability and validity of employees (Eisenberger et al., 1997). Reliability is employed in showing the degree to which a score or a test data is across applications or time (Farris, 2013). There are four kinds of reliability. These are: test-retest reliability, which ensures whether scores and/or data regarding a job attitude will be steady with time; equivalence reliability, which measures the similarity between two types of measures or trials; the internal reliability, which gauges how well the scale of an item measures the concept or substances regarding job attitudes; and last is the inter-rater reliability, which involves various raters incorporating a standard rating form to gauge the reliability of job attitudes (Dobrea & Găman, 2011).

5             Identification of a Diagnostic Job Attitudes Survey Instrument

To assess the job attitude of the employees at Walden Sports Organization with regard to the variable organizational commitment, the instrument that was employed is Meyer-Allen. According to Cammann et al. (1979), employee’s commitment is the aspiration of individual employees to endeavor to stay focused and determined alongside being willing to offer services within an organization.  An organizational commitment thus functions to help managers in determining which staff members are zealous for their responsibilities within an organization as well as which personnel are not trustworthy (Reichers, 1985).

In carrying out an evaluation of the employees’ morale and motivation within Walden Sports Organization, I would use a three-scale Meyer Allen Instrument. Among the items that I would include from Meyer Allen instrument would be to determine the various degrees of organizational commitment (Meyer & Allen, 1991). With this information, I will be able to incorporate a worker incentive program that would result into employees being motivated and having a rejuvenated morale towards giving service to the Walden Sports Organization alongside making them extra productive. According to Meyer and Allen (1998), there are possibilities that an organization’s staff member may experience all the aforementioned elements of organizational commitment at various levels and that different factors can contribute to the various constituents of organizational commitment, like, situational factors and individual differences. They further state that relational contracts are describable as broad and long-term obligations depending on an interchange of various elements like support, loyalty and mutual trust.

Meyer-Allen scale can be employed in the assessment of employees’ organizational commitment as well as to summarize information, with valid and reliable outcomes, for the case of other organizations. With regard to bases of organizational commitment, Guest (1997) deliberates on compliance that often happen when individuals take on behaviors and attitudes so that they can obtain certain rewards or evade certain penalties (Laureate Education et al., 2012). Noteworthy, organizational commitment has been associated with a withdrawal phenomenon like absenteeism and plans to quit (Meyer et al., 1998), attitudes about job satisfaction and job in general (Darwish, 2000).

6                    Psychometric Properties of Meyer-Allen Instrument

            According to my understanding, when performing an assessment of various levels of organizational commitment, the psychometric properties of Meyer-Allen instrument are reliable and valid. Organizational commitment as a force that attaches a person to a target as well as to a course of accomplishment of significance to that objective (Meyer et al., 2006). Organizational obligation has been negatively and considerably linked to turnover and to some level, with extra withdrawal conducts like reduced performance as well as increased tardiness and absenteeism (Neely, 2002). Generally, the elements of organizational commitment entails the needing, wanting and being indebted to an organization (Porter et al., 1974). The pedestals of organizational obligation relate to the constituents of obligation in the sense that employees desire to be within organizations wherein they are compensated and not penalized alongside with organizations where the employees have positive relations with one another.

7             Methods

8                    Participants

To achieve the purpose of this project, the participants that were involved were the Walden Sports Organization’s employees and other staff of the organization. In gathering information, the organization’s employees were interviewed with regard to their position about the progress of the organization as well as the reasons behind their stay in the organization yet they have lost passion and enthusiasm in serving the organization. Besides the use of interview, data regarding job attitude was collected by use of questionnaires.  This was used to measure the variables by reaching the employees at their convenience since when this analysis was being conducted, some of the employees were held and could not be reached (Tate, 2003). Among the information that  was found out is that in the Walden Sports, certain employees felt that they can no more appropriately associate with their fellow employees after the union with the travel organisation when new individuals were made known (Tate, 2003). Additionally, other people feel that the amount of work has tremendously increased as well being overworked.  

Additionally, for purpose of comparing the three variables that were considered, statistical instruments were incorporated. The Meyer-Allen instrument was used to provide Cronbach’s alpha which was used to determine the strength of the variables (Wealleans, 2001). Another instrument that was used is SPSS. This will allow for determination of whether one of the three variables was too weak, skewed or strong.

9                    Measures

Since the intention of this project was to determine the job attribute of the employees in the organization, a number of measures have to be put into consideration. The first among them should be that the data to be collected should vividly rely upon data collected from Walden Sports Organization including the employees’ intelligence, attitude and motivation (Wealleans, 2001). Regarding this, score rankings ought to range from whimsical to individuals with a merger of the three variables to poor for employees with none of the elements under consideration (Neely, 2002).  Additionally, the representative pay charges and workload circulation data should be considered since they are integral to the success of the project. Similarly, the scorecard should shift from fantastic, for considerable work dispensation as well as sufficient pay rates, to poor for the employees who are workaholic.

Another measure that should be taken into consideration is any limit set by the organization to dispirit articulation of representative issues depending on human resource criticism on employee protests (Wealleans, 2001). Upon the off opportunity correspondence lines are unrestricted, then the score ranking is incredible, with poor whenever the human resource seems to be nearly inaccessible. The implication is that the score card will take the size of 1 to 3 for fantastic, reasonable and poor.

With reference to employees’ attitude, it is important to underscore the fact that employees’ intelligence, attitude and motivation are crucial for their retention and performance. This is because employees are inspired to strive within an organization and remain productive only if they are motivated (Wealleans, 2001). However, if employees are not motivated, they will not see the relevance and the need to give their determination and loyalty to an organization and can feel the urge to quit such organizations.

Important to underscore again is the fact that there should be right choice of variables so that the data that will be collected should be representative of the morale of the employees while serving Walden sport. For instance, global job attitude can serve to represent the degree of motivation of the employees, organizational commitment can serve to demonstrate the amount of employees’ determination while serving the organization and the size of effort that they are giving toward the realization of an organization’s goals and job involvement serves to indicate the amount of role taking by the individual employees of the organization and may equally serve to indicate how often employees are involved with their fellows in addition to how much they can depend upon each other for reasons of working as a team (Brown & Leigh, 1996). This is because some of the instruments that are to be used in this assessment depend upon the hypothesis that individual results and constructive work, for instance, absenteeism, low turnover best performance, high inward aspiration and high employment achievement, are accomplished.

With regard to psychological tests, the legitimacy and dependability of tests should be given keen attention. This is because the tests involve manuals with the approximation ideologies and individuals whereupon the assessment is to be utilized (Brown & Leigh, 1996). Legitimacy and dependability tests should be, for that matter, adequately planned.

10               Procedures

The variables that have been identified for this assessment are job involvement, organizational commitment and global job satisfaction. The sum of these employment features is therefore the most appropriate technique that is to be employed in determining the employees’ work satisfaction. For this reason, representative conducts shall be studied for any trend. After that, a distinction of the occupation’s vital elements for the Walden Sport will be carried out. Some of the occupation’s vital elements that will be considered include opportunities for advancement, association of employees with their colleagues, present pay, the measure of work and supervision (Reynolds et al., 2007).

Similarly, according to the brief that was given it was clear that in Walden Sport, the challenges that the employees are facing are lack of motivation, poor attitude and intelligence issues. To understand the relevance of these challenges, data will be gathered about their feeling towards the issues as well as workload allotment and workers’ salaries (Brown & Leigh, 1996). For this reason, recognition of barriers that have been set by the organization to dishearten the employees in the organization will performed. This will involve an assessment of the free expression of the employees and the expressions of the HR regarding the feelings of their employees.

11               Data Analysis

From the study, a number of information were gathered. To begin with, Walden sports’ employees are demoralized or disheartened by reasons such as the organization’s administrators not caring for their feelings and not allowing the employees a chance to participate in crucial decision making processes. For this reason, the employees feel that they are incarcerated to the organization and are no more part of the organization (Hackman & Oldham, 1976). This makes them feel that they are not obliged to participate in or attend social gatherings planned by the institute as normal.

Secondly, most of representatives are not exited regarding their duties in the organization as compared to time past. This has been contributed to by the fact that there is lack of social exercise conducted within the organization and as such they are not able to acquire skills from experts or their colleagues. As such, employees do not stay late in the organization to perfume their duties in totality besides the fact that they do not strive to assist the organization to meet its objectives (Hackman & Oldham, 1976). What is more? The Walden Sport’s employees feel that their amount of work has been increased besides not being well remunerated for the size of workload laid on them. In addition to the aforementioned, Walden Sport’s management does not care to see that all the needed resources are available for maximum result from their employees.

Thirdly, according to the interview that was conducted, it was found out that the representatives have the feeling that their workload has been increased and that they scarcely get opportunities for their personal engagements. Additionally, they have the feeling that despite the increase in the magnitude of their work, their pay has not been adjusted commensurate to these roles. Owing to this, a number of them are seen to quit the organization for greener pastures nonetheless, they find it difficult upon quitting because they look for such occupations in vain. Moreover, Walden Sports’ management is making no effort to guarantee every opportunity required analysis that can accommodate the employees but rather allocate responsibilities and leave the employees trying to cope with the reserved assets publicised (Cammann et al.,  1979). This representative feeling has generated constrains since most of the tasks are accessible. Furthermore, the top management team appears not to think of what is happening in the actual work floor. They observe employees’ laxity but do nothing, including investigating the reasons behind the laxity, to correct the issue till the moment the situation worsens. 

            Regarding decision making, it was noted that the employees are adamant to believe and accept judgements made by the organization’s management team. This is because the team has proved to be careless in addressing issues relating to the employees besides the fact that the team is not willing to openly share issues with the employees.

Below is a summary of the information of the data that was found and the subsequent summary of the analyses.

Number of Employees:  70 (All participated in survey)

Departments of Company:  Administration (Management), Sports, Travel

Genders:  37 women, 33 men

Age Groups:     24- 30   (10 employees)

                          30-39    (25 employees)

                          40-49    (22 employees)

                         50-59     (8 employees)

                         60-69     (5 employees)

All 70 of the employees were surveyed about factors and influencers of job satisfaction they experienced on the following items:

Enjoy work itself   75%

Relationship with co-workers satisfactory 94%

Management communicates directions effectively 43%

Opportunities to use skills and abilities 47%

Relationship with immediate supervisor good    67%

Meaningfulness of job important   82%

 Variety of work 71%

Organization’s financial stability encouraging   77%  

 Overall corporate culture    64%

Work environment cohesiveness    26%

Job security    47%

Compensation   82%

 Benefits    91%

Summary of the Data
	Cases
	Valid		Missing		Total
	N	Percent	N	Percent	N	Percent
Global Job Satisfaction	21	13.5%	134	86.5%	155	100.0%
Organizational Commitment	74	47.7%	81	52.3%	155	100.0%
Job Involvement	54	34.8%	101	65.2%	155	100.0%

Global Job Satisfaction
Cronbach’s Alpha	Cronbach’s Alpha Based on Standardized Items	No. of Items
.951	.951	3

Organizational Commitment (Affective Commitment)
Cronbach’s Alpha	Cronbach’s Alpha Based on Standardized Items	No. of Items
.956	.957	6

 

Organizational Commitment (Normative Commitment)
Cronbach’s Alpha	Cronbach’s Alpha Based on Standardized Items	No. of Items
.931	.932	6

Organizational Commitment (Continuance Commitment)
Cronbach’s Alpha	Cronbach’s Alpha Based on Standardized Items	No. of Items
.933	.933	6

 

Organizational Commitment (All Three Scales)
Cronbach’s Alpha	Cronbach’s Alpha Based on Standardized Items	N of Items
.946	.947	18

Job Involvement
Cronbach’s Alpha	Cronbach’s Alpha Based on Standardized Items	N of Items
.944	.955	6

 

Global Job Satisfaction Frequencies
				Responses						Percent of Cases
				N			Percent
Global Job Satisfaction	JS1: All in all, I am satisfied with my job.			15			32.6%			71.4%
	JS2: In general, I like my job.			14			30.4%			66.7%
	JS3: In general, I like working at this company			17			37.0%			81.0%
Total				46			100.0%			219.0%
Organizational Commitment Frequencies
						Responses						Percent of Cases
						N			Percent
Organizational Commitment			AC6: I really feel as if this organization’s problems are my own.			24			6.9%			32.4%
			NC1: I feel an obligation to remain with this company.			35			10.1%			47.3%
			NC2: I would feel guilty if I left this company now.			37			10.6%			50.0%
			NC3: The company deserves my loyalty.			23			6.6%			31.1%
			NC4: I would not leave this company right now because I have a sense of obligation to the people in it.			26			7.5%			35.1%
			NC5: Even if it were to my advantage, I do not feel it would be right to leave my organization now.			34			9.8%			45.9%
			NC6: I owe a great deal to this organization.			30			8.6%			40.5%
			CC1: It would be very hard for me to leave this company right now, even if I wanted to.			13			3.7%			17.6%
			CC2: Too much of my life would be disrupted if I decided I wanted to leave this company right now.			24			6.9%			32.4%
			CC3: Right now, staying with this company is a matter of necessity as much as desire.			22			6.3%			29.7%
			CC4: I feel that I have too few options to consider leaving this company.			28			8.0%			37.8%
			CC5: One of the few negative consequences of leaving this organization would be the scarcity of available alternatives.			24			6.9%			32.4%
			CC6: If I had not already put so much of myself into this organization, I might consider working elsewhere.			28			8.0%			37.8%
Total						348			100.0%			470.3%
Job Involvement Frequencies
					Responses						Percent of Cases
					N			Percent
Job Involvement		JI1: The major satisfaction in my life comes from my job.			34			21.0%			63.0%
		JI2: The most important things that happen to me involve my work.			30			18.5%			55.6%
		JI3: I’m really a perfectionist about my work.			21			13.0%			38.9%
		JI4: I live, eat, and breathe my job			25			15.4%			46.3%
		JI5: I am very much involved personally with my work.			21			13.0%			38.9%
		JI6: Most things in life are not more important than work.			31			19.1%			57.4%
Total					162			100.0%			300.0%

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

12          Section 4: Results

For the purposes of assessing the job attitudes within the Walden Sports Organization, three variables were chosen. These were global job satisfaction, which employed SPSS variables JS01 to JS06; job involvement, which employed JI01 to JI06; and organizational commitment which was considered in three facets: Active Commitment with SPSS labels AC01 to AC06, Continuance Commitment with SPSS labels CC01 to CC06 and Normative Commitment with SPSS variables NC01 to NC06. Additionally, the evaluation incorporated antecedent variables. These variables were Personal-Organization Fit (POFit01 – POFit03), Person Job-Fit (PJF01 – PJF05), Perceived Organizational (POS01 – POS09), Trust (Trust01 – Trust09), Leader-Member Exchange (LMX01 – LMX12), Overall Organizational Justice (OOJ01 – OOJ10) and Job Diagnostic Survey (JDS01 – JDS18).

13               Computation of Coefficient Alpha Estimates of Reliability

After opening the data in an SPS software, statistical computation of coefficient alpha was performed for the three job attitude variables. The following results were obtained.

Table 1: Global Job Satisfaction
Cronbach’s Alpha	Cronbach’s Alpha Based on Standardized Items	No. of Items
.951	.951	3

Table 2: Organizational Commitment (Affective Commitment)
Cronbach’s Alpha	Cronbach’s Alpha Based on Standardized Items	No. of Items
.956	.957	6

 

 

 

 

 

 

 

 

 

Table 3: Organizational Commitment (Normative Commitment)
Cronbach’s Alpha	Cronbach’s Alpha Based on Standardized Items	No. of Items
.931	.932	6

Table 4: Organizational Commitment (Continuance Commitment)
Cronbach’s Alpha	Cronbach’s Alpha Based on Standardized Items	No. of Items
.933	.933	6

 

 

Table 5: Organizational Commitment (All Three Scales)
Cronbach’s Alpha	Cronbach’s Alpha Based on Standardized Items	N of Items
.946	.947	18

Table 6: Job Involvement
Cronbach’s Alpha	Cronbach’s Alpha Based on Standardized Items	N of Items
.944	.955	6

 

From table 1, the coefficient alpha of the Global Job Satisfaction variable is statistically significant. Moreover, with Cronbach’s alpha = .951 when n = 3, there is a significant amount of reliability (Streiner, 2003). For that reason, there is a relationship between job attitude and job satisfaction of the employees.

From table 2, the coefficient alpha corresponding to the variable Organizational Commitment that was labelled Affective Commitment is significant statistically. Besides, with Cronbach’s alpha =.957 when n=6, there exists a substantial amount of reliability of employees’ job attitude to this variable label (Miller, 1995). For that reason, there is a relationship between job attitude and affective commitment of the employees.

From table 3,  the coefficient alpha corresponding to the variable in Organizational Commitment that was labelled Normative Commitment is statistically significant and exhibits a considerable amount of reliability since its Cronbach’s alpha =.932 when n=6 (Miller, 1995). For that reason, there is a relationship between job attitude and normative commitment of employees.

From table 4, the coefficient alpha for the variable in Organizational Commitment labelled that was labelled Continuous Commitment is significant statistically and has a considerable amount of reliability since its Cronbach’s alpha =.933 when n=6(Streiner, 2003). For that reason, there is a relationship between job attitude and continuance commitment of employees.

From table 5, the coefficient alpha corresponding to all the three variable that were aforementioned under Organizational Commitment are significant statistically and have a considerable amount of reliability since their Cronbach’s alpha =.946 when n=18(Miller, 1995). For that reason, there is a relationship between job attitude and organizational commitment.

Finally, the coefficient alpha for the variable Job Involvement is statistically significant and has a substantial amount of reliability since its Cronbach’s alpha =.944 when n=6 (Streiner, 2003). As such, there is a relationship between job attitude and job involvement.

14               Computation of an Overall Score for the Separate Instruments Selected

Consider the following SPSS generated tables that give summary of cases.

Table 7: Case Summary
	Cases
	Valid		Missing		Total
	N	Percent	N	Percent	N	Percent
Global Job Satisfaction	21	13.5%	134	86.5%	155	100.0%
Organizational Commitment	74	47.7%	81	52.3%	155	100.0%
Job Involvement	54	34.8%	101	65.2%	155	100.0%
a. Dichotomy group tabulated at value 1.

 

 

 

 

 

 

 

 

 

 

From the summary of the cases in table, Table 7, the standard deviations and means were computed by the SPSS and the following were the results:

The variable Global Job Satisfaction had results that were consistent results for the three items that were considered. The mean, m, =1.62 and the Standard Deviation, SD = 3.59.

The variable Organizational Commitment had results that were consistent for all the three types of sub-variables that were considered and the mean was found to be 1.737 while SD was3.37.

The variable Job Involvement had results that were consistent for all the items that were considered with the mean 1.162 and SD being 3.42.

15               Compute the Frequency of Responses for Each Item

 

Consider the table of frequency given here below.

Table 8: Global Job Satisfaction Frequencies
				Responses						Percent of Cases
				N			Percent
Global Job Satisfaction	JS1: All in all, I am satisfied with my job.			15			32.6%			71.4%
	JS2: In general, I like my job.			14			30.4%			66.7%
	JS3: In general, I like working at this company			17			37.0%			81.0%
Total				46			100.0%			219.0%
a. Dichotomy group tabulated at value 1.
Table 9: Organizational Commitment Frequencies
						Responses						Percent of Cases
						N			Percent
Organizational Commitment			AC6: I really feel as if this organization’s problems are my own.			24			6.9%			32.4%
			NC1: I feel an obligation to remain with this company.			35			10.1%			47.3%
			NC2: I would feel guilty if I left this company now.			37			10.6%			50.0%
			NC3: The company deserves my loyalty.			23			6.6%			31.1%
			NC4: I would not leave this company right now because I have a sense of obligation to the people in it.			26			7.5%			35.1%
			NC5: Even if it were to my advantage, I do not feel it would be right to leave my organization now.			34			9.8%			45.9%
			NC6: I owe a great deal to this organization.			30			8.6%			40.5%
			CC1: It would be very hard for me to leave this company right now, even if I wanted to.			13			3.7%			17.6%
			CC2: Too much of my life would be disrupted if I decided I wanted to leave this company right now.			24			6.9%			32.4%
			CC3: Right now, staying with this company is a matter of necessity as much as desire.			22			6.3%			29.7%
			CC4: I feel that I have too few options to consider leaving this company.			28			8.0%			37.8%
			CC5: One of the few negative consequences of leaving this organization would be the scarcity of available alternatives.			24			6.9%			32.4%
			CC6: If I had not already put so much of myself into this organization, I might consider working elsewhere.			28			8.0%			37.8%
Total						348			100.0%			470.3%
a. Dichotomy group tabulated at value 1.
Table 10: Job Involvement Frequencies
					Responses						Percent of Cases
					N			Percent
Job Involvement		JI1: The major satisfaction in my life comes from my job.			34			21.0%			63.0%
		JI2: The most important things that happen to me involve my work.			30			18.5%			55.6%
		JI3: I’m really a perfectionist about my work.			21			13.0%			38.9%
		JI4: I live, eat, and breathe my job			25			15.4%			46.3%
		JI5: I am very much involved personally with my work.			21			13.0%			38.9%
		JI6: Most things in life are not more important than work.			31			19.1%			57.4%
Total					162			100.0%			300.0%
a. Dichotomy group tabulated at value 1.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

The frequency assessment, in the table above, helps in establishing the percentage and the number of respondents who chose each of the scale anchors for the various items that were being investigated. For example, what was the number of the individuals answered (1[Strongly Disagree] or 7[Strongly Agree] on Job Satisfaction JS01?). Additionally, the frequency will help with more information regarding how employees actually responded to diagnostic questions and the job attitude assessment.

16               Computation of Pearson’s Product Moment Correlations for all variables

            To accomplish this computation, an SPSS generated summary of frequency analysis of the three variables that were under consideration had to be developed again. The table below gives the outcome.

Global Job Satisfaction Frequencies
				Responses						Percent of Cases
				N			Percent
Global Job Satisfaction	JS1: All in all, I am satisfied with my job.			15			32.6%			71.4%
	JS2: In general, I like my job.			14			30.4%			66.7%
	JS3: In general, I like working at this company			17			37.0%			81.0%
Total				46			100.0%			219.0%
a. Dichotomy group tabulated at value 1.
Organizational Commitment Frequencies
						Responses						Percent of Cases
						N			Percent
Organizational Commitment			AC6: I really feel as if this organization’s problems are my own.			24			6.9%			32.4%
			NC1: I feel an obligation to remain with this company.			35			10.1%			47.3%
			NC2: I would feel guilty if I left this company now.			37			10.6%			50.0%
			NC3: The company deserves my loyalty.			23			6.6%			31.1%
			NC4: I would not leave this company right now because I have a sense of obligation to the people in it.			26			7.5%			35.1%
			NC5: Even if it were to my advantage, I do not feel it would be right to leave my organization now.			34			9.8%			45.9%
			NC6: I owe a great deal to this organization.			30			8.6%			40.5%
			CC1: It would be very hard for me to leave this company right now, even if I wanted to.			13			3.7%			17.6%
			CC2: Too much of my life would be disrupted if I decided I wanted to leave this company right now.			24			6.9%			32.4%
			CC3: Right now, staying with this company is a matter of necessity as much as desire.			22			6.3%			29.7%
			CC4: I feel that I have too few options to consider leaving this company.			28			8.0%			37.8%
			CC5: One of the few negative consequences of leaving this organization would be the scarcity of available alternatives.			24			6.9%			32.4%
			CC6: If I had not already put so much of myself into this organization, I might consider working elsewhere.			28			8.0%			37.8%
Total						348			100.0%			470.3%
a. Dichotomy group tabulated at value 1.
Job Involvement Frequencies
					Responses						Percent of Cases
					N			Percent
Job Involvement		JI1: The major satisfaction in my life comes from my job.			34			21.0%			63.0%
		JI2: The most important things that happen to me involve my work.			30			18.5%			55.6%
		JI3: I’m really a perfectionist about my work.			21			13.0%			38.9%
		JI4: I live, eat, and breathe my job			25			15.4%			46.3%
		JI5: I am very much involved personally with my work.			21			13.0%			38.9%
		JI6: Most things in life are not more important than work.			31			19.1%			57.4%
Total					162			100.0%			300.0%
a. Dichotomy group tabulated at value 1.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

From the frequency assessment graph, it can be seen that there exists a number of correlations with regard to Global Job Satisfaction. However, the most significant positive correlation is seen between the variables JS01 and JS03 (r=.889, n=6, p=.000). Additionally, here also exists a number of correlations with regard to the Organizational Commitment variable. Nonetheless, the most significant f these correlations is seen between the variables AC03 and AC05 (r=.887, n=18, p=.000). Lastly, with regard to the Job Involvement variable, there are equally several correlations, yet the most significant of these correlations is seen between the variables JL03 and JL01 (r=. 781, n=18, p=. 000).

17          Recommendations to Walden Sports Inc.

18               A summary of the findings

The leading questions that were involved in this assessment were as follows, as were observed in assignment 2:

1. What do you like best about working for Walden Sports?
2. What are three things that Walden Sports could do to improve work conditions?
3. What are the top three reasons that would lead to you leaving Walden Sports?
4. What are the three negative impacts Walden Sports expansion and changes has caused to lower your motivation?
5. If there were five suggestions you could personally give Mr. Jones, CEO of Walden
6. Sports to improve within the next six months what would they be?

From these open-ended questions, a number of information were gathered from the study. To begin, there was a general feeling held by both the representatives and the employees that their workload has been increased to the extent that they scarcely get opportunities for their personal engagements. Regrettably, the increase in the workload on these employees is not commensurate to the pay they receive.  Secondly, it was found out that the employees have a general feeling that the organization’ administrators are not caring for their wellbeing. This is because they are not given the opportunity to participate in the process of decision making. This, according to them, allows the organizations management team to dictate all that is happening in the organization. Besides, this behaviour leaves the employees with no free will in serving.

Thirdly, it was found out that both the employees and representatives are demoralized about the activities of the organization’s management. The employees and the representatives said that they are not involved in capacity building training and engagements and so they are not given the opportunity to grow technically and mentally. Moreover, Walden Sport’s management is employing no strategy to work wit to address the challenges that their employees are facing. Instead, they often wait until the challenges get sore.  Furthermore, the top management team appears not to think of what is happening in the actual work floor. They observe employees’ laxity but do nothing, including investigating the reasons behind the laxity, to correct the issue till the moment the situation worsens. 

19               Recommendations

To address the issues above, the following recommendations should be embraced by Walden Sport:

1. They should allow their employees participation in the process of decision making on issues that relate to them.
2. Walden Sport should revamp their strategy toward rewarding their employees. They should offer better remuneration their employees and should also ensure that their employees are rewarded for any overtime duty done for the organization.
3. The organization should ensure that the wellbeing of their employees is taken into consideration during the process of duty allotment. The organizations should equally ensure that the employees working conditions are improved for the better (Rusbult & Farrell, 1983). This will offer an anesthetic environment for the employees’ working.
4. Walden Sport should ensure that their employees get time out of their daily routines in the form of holidays so that they can go and recreate themselves for the better. This will help boost their desire to help the organization realize much toward its goals and objectives.
5. Walden Sports should create situations for team engagements of its employees. This will help in knowledge and information sharing among the employees.
6. The organization should allow its employees to interact with their counterparts. This will help build the employees’ skills and knowledge regarding the running of such an organization.