Analysis of Attitude, Job Satisfaction, and Employee Motivation

This report examines the critical aspects of managing employee attitude and job satisfaction within an organizational context. It begins with an introduction to the core concepts of management and organizational behavior, emphasizing the significance of employee motivation. The literature review provides an overview of existing research, highlighting factors such as leadership styles, organizational culture, and their influence on employee enthusiasm and commitment. The report then delves into the components of attitude, its relationship with job satisfaction, and the importance of meeting both intrinsic and extrinsic motivational needs. It explores various aspects of job satisfaction, including its factors and importance, linking it to employee morale and productivity. The report further discusses employee motivation, including different motivational theories such as Vroom's expectancy theory, Adam's equity theory, and goal-setting theory. These theories provide a framework for understanding how to enhance job satisfaction and improve employee performance. Finally, the report concludes by summarizing key findings and offering recommendations for fostering a positive work environment that promotes both employee well-being and organizational success.

MANAGING AND ORGANISATIONAL BEHAVIOR
(Attitude and Job Satisfaction)
 Name


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,

employees can select to work part time, job share, work remotely, flex their schedules or work
compressed weeks. Each staff member is given a laptop so that employees can work remotely
with higher productivity.
Effective management of employees and workplace helps HR employer in shaping attitude
of work force and improving performance of company. The factors, which influence positive
attitude of employees, are politics, power and culture. However, job satisfaction refers to
extent to which individual employee is motivated with work life balance and growth
(Ahluwalia and Preet, 2018).
4.0 Job Satısfactıon
4.1 Importance of Job satisfaction and its factors
Job satisfaction is important as it is directly related with higher productivity regardless of
paygrade and job tittle. Happy employees are more loyal to organisation and incorporate extra
effort to accomplish business goals and to take extra pride in own jobs. Components of job
satisfaction are constructed on evaluation, cognitive, behavioural and effectiveness of work
force within organisation. Factors of job satisfaction are promotion opportunities, co-
workers, personal values, compensation, employees' relationship and working environment.
4.2 Aspects of Job Satisfaction
Apparently, job satisfaction and motivation of staff are often used interchangeably as
satisfaction from job reflects individual motivation from work related activities. According to
Parija and Bagga, 2014, job satisfaction and morale of workforce goes hand in hand and
results to increased profits and productivity of business. The both concepts can be effective
presented and discussed with the help of process theories of motivation. In accordance with
Vroom expectancy motivation theory, it can be said that employee’s performance results are
the basis of improved business performance (Mangkunegara and Octorend, 2015). Therefore,
it is important for the management of enterprises to focus on enhancing and incorporating
knowledge, skills, experience and abilities of staff at work. Motivation as per Vroom
expectancy theory is based on three aspects, which are discussed below:
 Expectancy: This derives if employee skills, learning and knowledge will be useful
and beneficial for improving organisational productivity and performance. In this

confidence of employees is measured on the basis of their ability to reach final
outcomes (Zeb and et.al., 2014). This depicts individual effort within the organisation
for example, initiative of staff to work over time or taking voluntary for working from
home after working hours.
 Valence: This is about return of effort, which can be reward, extra pay or
compensation. This aim at extrinsic motivation, which is attained by money, time off
or promotion (Malinen and Savolainen, 2016). This reflects sense of achievement to
employee because of efforts incorporated. For example, extra money apart from salary
or a week off for working extra hours and work addition in case of workload helps
managing extrinsic motivation.
 Instrumentality: This reflects employees’ expectation from organisation after
incorporating all efforts. This is in return expectation of staff for over time or taking
voluntary for working from home (Ryan, 2016). For example, additional festive off
for working on Sunday, extra money for working from home after working hours, etc.
In accordance with above process theory, it can be said that motivation of employees
is the key to job satisfaction.
In contrast, there is Adam Equity theory of motivation according to which employees are
motivated by fairness that is input of individuals reflects output (Sahito and Vaisanen, 2017).
As per this motivational model, it can be said that it is important for the management and
employees to focus on maintaining a balance between input efforts to attain destine output
outcomes. The discussion of theory is given below:

Figure 1: Adam Equity theory
(Source: Adams Equity Theory, 2019)

Input
EQUITY
(Balance and coordination)
Output
Loyalty of employee towards
job role and responsibility
Getting fixed amount of money
for incorporating efforts as per
job in form of salary
Incorporation of transferrable
and interpersonal skills to
attain job competency
Gaining extra money apart from
salary, which is financial
reward for performing with all
interest and abilities. This
monetary gain is in form of
bonus (Kuranchie-Mensah and
Amponsah-Tawiah, 2016).
Incorporation of academic
learning and knowledge from
training sessions
Sharing of results at the end of
year in official programmes and
parties.
Using experience of personal
and professional development
Recognition in front of entire
workforce and managerial staff
like performance of the month
or employee of the month.
Interaction with peers on
informal and formal topics.
Gaining sense of achievement
from appreciation or after
gaining authority
As per the views of Berson and et.al., 2015, goal setting motivation theory is the
approach which helps the organisation in managing job satisfaction of employees. In
accordance with this theory, management of enterprises aim at setting clear defines goal and
path of work. This is done on the basis of employee’s job role and interest in work. As per this
goal setting approach employee’s motivation comprise clarity over work, challenging task
commitment, feedback and complexity of work. These are the aspects which encourages
interest of staff in organisational work and also aid in serving job satisfaction.
4.3 Factors affecting Job satisfaction
There are different factors affecting job satisfaction like fair practices and policies. This
comprise equality, occupational health and safety, employment contract, unfair dismissal, etc.
It is important for the HR management of organisation to ensure appropriate polices and its

clear discussion with employees in order to protect their interest at work. Apart from this,
Howard and et.al., 2016 stated about creativity in job, feel of belongings, pay, appreciation
and working environment are another factor which affects job satisfaction of employee. For
example, negative impact of power culture, which causes favouritism and biasness in
workplace activities within enterprise, is the major factor influencing interest of employees in
work. On contrary, Raineri and Paillé, 2016, stated about workplace opportunities which
affect job satisfaction. This is related to ongoing learning and growth opportunities to
employees. This comprise change in job role, increment in salary, extra pay, improved
working condition, etc.
5. Employee Motıvatıon
5.1 Theories of Motivation
There are two types of motivational theory that is, content and process. Content models of
motivation focuses on meetings, workplace, needs and goals of employees (Zafar and et.al.,
2014). Managing enthusiasm of employees by implying to content theory of motivation helps
the management of organisation in boosting employee attitude towards work activities (Jiang
and Probst, 2016).
As per the views of Dickinson, Coulter and Mallett, 2019, for managing enthusiasm in
workforce companies, aim at meeting workplace needs of employees with the help of Maslow
theory of motivation, which is discussed below:

Figure 2: Maslow theory of motivation
(Source: Dipboye and Dipboye, 2018)
 Self-Actualization: This is focused on intellectual needs of manpower for which
managing focuses on setting deadlines and targets for particular work. The motivation
as per the need is boosted based on achievement where companies aim at rewarding
employee’s performance (Maslow, 2013). This aid in gaining interests of workers in
organisational activities encourages positive and competitive in work environment.
For example, Burberry which is a British Fashion leader organises yearly rewards and
recognition program for employee where individuals’ workers are awarded for their
skills, knowledge and learning within organisation. This helps in boosting their morale
of working with more enthusiasm and aid in establishing positive working attitude.
 Esteem: This need is second in hierarchical order of motivation according which
enterprises focuses on stabilising working status of employees (Saracho, 2019). For
managing this, companies aim at allocating authorities and power to employees
according to their job role, which promotes sense of self-respect and level of status
within organisation (Mohamed, 2016). For example, in the job training initiative of
Tesco, management provides mentoring to experienced members of staff who act as
an adviser to interns and trainees. This is a kind of appreciation results in engaged and

positive attitude of workers (How training and development supports business growth,
2019).
 Social: Social need of employees comprise sense of feeling and belonging within
organisation (Karatepe and Olugbade, 2016). This is the major aspect of managing
motivation in employees’ attitude for which leading multinational companies like
Microsoft, Google, M&S, etc. organises official theme parties and training sessions.
As per the view of Spector and Park, 2018, informal gathering by management are for
promoting social interaction, which supports workplace friends, and informal relation
that results in in positive attitude towards organisation and job responsibilities.
 Safety: This is about job security and safe working environment and is the major
factor, which reflect employee attitude towards workplace. According to Campbell,
2016, to fulfil safety needs it is important for the organisation to company with
legislation like, Health and Safety at Work Act 1974, Equality Act 2010, Employment
Right Act 1996, etc. Tesco complies with Employment Right Act according to which
every employee own right to stand of Unfair Dismissal. However, Breevaart and
Bakker, 2018, outlined about job security and about termination policies before
recruitment. This also comprise polices and procedure of signing a bond with a
company. This all-professional conduct helps organisation in meeting job safety needs
of employee, which helps in managing ethical attitude of employees towards business
activities.
 Physiological: These needs of employees comprise, food, shelter, etc, for which
organisation provides flexible pantry facilities to staff (Green and et.al., 2017).
Accommodation and travelling expenses provided by multinational companies like
Google and Microsoft. This is additional benefit, which helps the management in
maintaining positive attitude of staff and gaining individual loyalties.
In contrast, there is McClelland motivation theory, Arnold’s and Boshoff, 2008, stated about
influence of McClelland need satisfaction on performance of employees. In this study scholar,
McClelland needs focuses on the performance intentions of managers and frontline
employees. The result of study supports the learned need assertion. Further, it highlighted the
disadvantages to firms that disregard the achievement motivation of lower-level employees.
Therefore, in accordance with this theory it can be suggested that it is important for the large
as well as SME’s to focus on achievement and motivation of each employee regardless of
individual job role and position (Zameer and et.al., 2014). The model suggest enthusiasm in
four needs, which are discussed below:

 Need for achievement: This is in interest of employee as an individual where the
workers focus on seeking sense of achievement from the job, which can be career
development, monetary returns, work life balance, etc. In accordance with this, it is
important for the organisation to provide flexibility in working style (KHURANA and
JOSHI, 2017). For example, Microsoft, which is American Multinational Company,
provided flexible working practice where employee is allowed to work from home in a
case of family care or emergency. This signifies archiving something within
organisation which result in positive attitude towards business activities.
 Need for Power: This depicts sense of recognition and status when working with
organisation. This is based on work, performance, skills and abilities of employees.
Fulfilment of power need aim at proving authority to individual staff to guide and
organise efforts of colleagues (Osabiya, 2015). This governs positive employee
attitude as it reflects feeling of wining and competition. The need of power is fulfilled
based on hierarchy of organisational structure where there are managerial employees,
leading workers and mentors.
 Need for affiliation: This is about sense of involvement and belonging among
employees when working together. This need is about promotion social interaction
among employee, which supports information gathering and conversation (Abbah,
2014). Fulfilling this need is essential aspect of management because it helps in
protecting individual interest in work and enhances productivity of workers.
 Need for Avoidance: This is about when people do not wish to act in forefront and
avoid participation in uncertain business situations. As per the views of Kian, Yusoff
and Rajah, 2014, employees fear of failure, fear of rejection and fear of success. By
avoiding situations that may trigger these fears, they think to have found a safe
solution.
Apart from this, Omollo and Oloko, 2015, outlined about Hertzberg theory of
motivation which aim at boosting employees’ attitude towards work. This approach of
motivation is based on two factors that is motivation and hygiene factors. It is necessary for
the organisation to focus on continuous growth of employees. On the other hand, hygiene
comprises quality of interpersonal relationship of staff, job security, salary and working
condition. These are the factors which boost employees’ attitude towards work by giving
sense of recognition and achievement. For example, to promote hygiene factor organisation
focuses on developing informal relationship at workplace is providing flexibility in working
in work environment and by organisation session and activities on weekly basis. In