Positive And Negative Work Attitude

The past decades have been characterised by considerable and unpredictable fluctuations in employee work attitude. Othman and Suleiman (2013) content that organisations have increasingly been faced with the problem of poor or negative work attitude levels among employees, customer satisfaction and effectiveness in the implementation of organisational policies. The authors further explain that negative or poor work attitude among employees has been evidenced through poor service provision, high turnover rates, poor employee productivity, and low overall organisational performance and competitiveness. Poor or negative work attitude, as Olubusayo et al. (2014) explain, is dangerous to the growth and competitiveness of a firm in the modern business environment following the fact that employee work attitude has emerged a key factor for determining the survival of any organisation.
While this hold true, existing literature reveals that organisational leaders are faced with numerous challenges in their efforts to provide motivation for positive work attitude among employees, integration of company philosophy policies that are identified through the sales turnover,

Huawei invests more than 10% of its annual sales revenue into Research & Development (R&D) while there are more than 45% of its 170,000 employees working in R&D function (www.huawei.com). This proves that the R&D function resides at the centre of Huawei’s operations. This gives rise to the interest of the proposed study to look into the issue of concern in its branch in Hong Kong to evaluate the effectiveness and efficiency of the company philosophy policy implemented by Huawei based on all aspects including Sales turnover, Operating cost, Customer Satisfaction and Employees’ Job