ManAGING AND ORGANISATIONAL BEHAVIOR (Attitude and Job Satisfaction)

MANAGING AND ORGANISATIONAL BEHAVIOR
(Attitude and Job Satisfaction)
 Name
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TABLE OF CONTENT
1. Introductıon..............................................................................................1
2. Lıterature Revıew ....................................................................................1
3. Attıtude
3.1 Components of Attıtude..........................................................................................2
3.2 Attıtude and Job Satısfactıon..................................................................................2
4. Job Satısfactıon
4.1 Importance of Job Satısfactıon and ıts factors ........................................................3
4.2 Aspects of Job Satısfactıon......................................................................................3
4.3Factors affectıng Job satısfactıon.............................................................................4
5. Employee Motıvatıon
5.1 Theorıes of Motıvatıon.............................................................................................5
5.2 Lınk Between Employee Motıvatıon and Job Satısfactıon.......................................5
6. Conclusıon and Reccomendatıons...........................................................6
References

1. Introduction
Managing is the system of organizing, planning, staffing, directing, reporting, and
coordinating execution workforce in the company. Organisational Behaviour is the study of
human behaviour and individual performance in an enterprise. Management and
Organisational Behaviour aim at managing motivation of employees, based on performance,
job structure, leadership and communication (Minola, Criaco and Obschonka, 2016). The
research of project will outline about motivation of employees at work based on Attitude and
Job satisfaction, with the help of different models and theories. Motivation of workforce is
an essential aspect, which determines productivity of individual employee at workplace.
2. Literature Review
Motivation of manpower is the key to business productivity, profits and performance.
(Howard and et.al., 2016). It is the most influential factor of workplace, which covers
coordination, communication, cooperation at work related activities. As per De Sousa
Sabbagha, Ledimo and Martins, 2018, employees’ enthusiasm towards organisational
activities can be determined by commitment, level of energy and creativity in individual
work. There are wide range of activities, which are followed by Human Resource
professionals to protect interest of employees at work like, supportive leadership,
empowerment of workers, recognition and reward, etc. According to Rayton and Yalabik,
2014, motivation of employees is based on two aspects that is extrinsic and intrinsic where
intrinsic motivation helps in managing boost in employees’ attitude. Intrinsic aim at fulfilment
of basic workplace needs However, extrinsic motivation is managed to serve job satisfaction
to employees. Extrinsic aim proving growth opportunities to workforce.
According to Kuvaas and et.al., 2017, Approach of leading is the factor which influence
employee’s moral of working. For example, supportive approach of leading reflects ability of
leading individual in guiding employees working in-group to achieve common goals. The
implementation of this style of leading is successful in managing motivation in small and
medium size organisation. In accordance with this style, individual worker is involved in
decision making and opinions and ideas of each one is considered before altering business
structure or operations. Dhamodharan and Agalya, 2016, stated about Organisation
Behaviour, which play vital role in managing employee motivation at workplace. In
accordance with this, it can be articulated that main factors influencing attitude of employees
is culture, which is classified into four types, that is Task culture, Power, Politics and Role.
As per the views of Hashim and Wok, 2014, Role culture within organisation is about

delegation of authority, which supports hierarchical bureaucracy. By means of this power
derives from one person, which sometimes leads favouritism and based work environment.
This is the major factor, which hampers employee attitude towards workplace and job
satisfaction.
3. Attitude
3.1 Components of Employee Attitude
Attitude of employee towards organisation and job defines motivation, in work related
activities. It is the key perspective, which reflects enthusiasm of workers like engaged attitude
of working in organisational activities determines productivity, team building and morale
(Vijayakumar and Saxena, 2015). Components of employee’s attitude comprise cognitive
which is established on evaluation of employee’s job role for the purpose of promotion,
increment, appreciation, etc. In contrast Shahzadi and et.al., 2014, articulated that affection is
essential component of an employee attitude which reflects feeling of workforce towards job
and colleagues. In addition, there is behavioural components which reflects action and is
about employee’s self-esteem and respect at workplace.
3.2 Attitude and Job satisfaction
Employee attitude and job satisfaction is built on management of organisation and workplace
activities. Therefore, it is important for the companies to focus on meeting intrinsic and
extrinsic motivational needs of workforce.
Satisfaction of employees is specifically not related with organisation but is more about job
role, responsibilities, learning, profile, etc. For example, Tesco, which is leading British
multinational retail company aim at managing job satisfaction by focusing on career growth
of employees for which firm organises On-Going professional development of employees in
which workers are encouraged to develop and maintain the document continuous learning and
improvement. The practice is managed on the job training initiatives of organisation where
management focuses on job rotation, mentoring and coaching every worker (Bridgman,
Cummings and Ballard, 2019). This helps in protecting interest of workforce with firm’s
initiative and supports their personal and professional development goals (Liu, Tang and
Yang, 2015). On the other hand, Microsoft, which is American multinational technology
company, focuses on shaping attitude of workers and therefore focus on management, is on
making continuous improvement in its flexible working arrangements. In Microsoft,