Organisation Behaviour: Attitude and Job Satisfaction Report

This report provides a comprehensive overview of management and organizational behavior, specifically focusing on the critical elements of attitude and job satisfaction within a workplace context. It explores how attitudes, encompassing cognitive, affective, and behavioral components, influence employee interactions and overall organizational dynamics. The report delves into the factors affecting job satisfaction, including work environment, pay, and opportunities for advancement, and examines various methods for measuring employee satisfaction. It further analyzes the impact of both satisfied and dissatisfied employees on productivity, organizational citizenship behavior, and customer satisfaction, while also addressing the relationship between job satisfaction and workplace deviance. The report concludes by emphasizing the importance of understanding and managing these factors to foster a positive and productive work environment, ultimately contributing to organizational success.

Management and
Organisation
behaviour

Table of Contents
Executive Summary.........................................................................................................................1
INTRODUCTION...........................................................................................................................1
TASK ..............................................................................................................................................2
CONCLUSION..............................................................................................................................11
REFERRENCES............................................................................................................................12

Executive Summary
Management is concerned with coordination of different activities in organisation.
Effective management helps in achieving the goals of the organisation. Various plans and
policies are adopted in system that are effectual in planning, developing and utilising the
resources of organisation in an effective manner. Organisation behaviour is related with the
interaction of people within a specified group. These studies are conducted as as to create more
effective environment in which the business activities can operate. The main purpose or aim of
OB is to study organisational behaviour in a systematic approach that can be useful to the
administration and the workers in the organisation. Management and organisation behaviour is
necessary for the different activities to operate successfully and thus attainment of desired goals
for the organisation. Attitude are the evaluative statements which are related with different type
of people, objects and events. It is the reflection of how an individual cognisance about
something. Attitude can be interpreted with the help of consistency, measures adopted to know
employees behaviour and importance of attitude and behaviour that relates to workplace
diversity. Job satisfaction relates with different feeling that are outcome are produced from
results and its characteristics. It can be measured with the help of productivity generated by
employees and low rates of turnover and absent-ism.
INTRODUCTION
Management and organisation behaviours are concerned with establishment and all the
activities of system and effectively evaluating these so that the goals of structure can be
achieved. Behaviour is concerned with interaction of people at the place of work. It is thus
helpful in determining the attitude of people in organisation. It is important to study behaviour so
as to know how people walk with each other in the administration (Bruix and Sherman, 2011).
This report contains the study about different aspects that are related with organisation which
includes Attitude and Job satisfaction at the workplace. Attitude are accompanying with
behaviour of people and they are also attendant with reflection of how an individual perceives
about things at the work place. Attitude can comprise of different components like evaluative,
affective related with feelings and action that is related with behaviour of people. Job satisfaction
is related with the satisfaction level of employees at the work place, positive feeling which helps
the employees to retain for long terms in the organisation. Attitude and satisfaction are important
for organisation and mangers because it helps the top authority to know how an employees
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behave at the work place. Attitude does not affect the other employees in the organisation and his
behaviour determine his satisfaction level in the organisation. Jon involvement refers to how an
employee is identified at the work place and his performance is important to organisations.
Motivating is a tool that help employees to increase productivity in organisations and thus they
also work with full motivation as to achieve the desired goals for the organisation. Motivated
employees are always very helpful and thus they help in decision making process and give new
suggestion so that all the activities can be handled in a proper way and efficient work flows in an
organisation (Chevallier and et. al., 2012).
TASK
Attitude and Job Satisfaction
Attitude is related with action of employees at workplace, how an employees perceive
about others and job satisfaction involves a positive feelings and thus optimistic outcomes for the
organisation.
Attitude can be understand with the help of following main aspects
Main attributes related with attitude of persons.
Consistency of attitudes.
 Behaviour of individual is driven by others attitude
 Attitudes are measurable and how they can be measured (Dörnyei, and Ushioda, 2013).
 Grandness of attitudes that are related with the diversity of workplace.
Components of attitudes include the following
Cognitive Affective Behavioural
It is related with evaluation of
attitude of employees.
Promotions of the employees
by the superiors who are worth
full for the company and thus
their retention is necessary for
success of the organisation.
It is related with feeling or
emotions. Supervisors are
disliked by employees in
organisation.
It is related with actions of
employees at work place.
Intentions generated to behave
in a way towards someone.
The workers complained about
the behaviour of the supervisor
to anyone who would listen to
their problems.
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People seek to have uniformity among their attitudes and their behaviour at the work
place. Individuals seeks to harmonize attitudes and thus alignment of their attitudes and
behaviours so that people can appear logical and consistent.
Attitudes and behaviour can be altered and can be change according to the the place of
work in organisation. If the work environment will be satisfied according to employees than the
employees will behave properly to achieve the desired goals and attitude will not affect others in
organisation. Some factors that are related with defence mechanism can be sought.
Theories related with attitude are (Elliot and Dweck, 2013).
Cognitive Dissonance Theory: It implies that is there are inconsistency between attitudes
of two or more person or disagreement between attitudes and behaviour of persons at the work
place.
Dissonance given by Festinger implies:
 Importance of those elements which created disagreement in organisation.
 Influences of individual behaviour/believes she has over the elements available at the
work place.
 Rewards that are connected with dissonance.
Measuring A to B relationship
A B
Present research implies that attitude (A) depicts the behaviour (B) when the values are
considered moderately into account.
Moderating Variables includes the following:
 Importance in relation to position
 Specificity of attitudes
 Approachability of attitude.
 Social pressure on human beings.
 Experiences that are related with attitudes.
Self – perception theory
Attitude are utilized after the facts are evaluated to make meaningful sense from the
actions that have already been occurred ( Dörnyei 2013).
B A
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This theory argues that attitudes can be used after the facts so that sense can be generated from
the actions that have already been evaluated rather than from the devices that are used to precede
and guides the valuable actions.
Types of attitudes:
 The different types of attitudes are related with
Job Satisfaction:
 It relates with the feelings that can be positive or negative that are related with job of
individuals.
Job Involvement:
 It can be defined as the degree by which the person is recognised at the work place as he
is actively involved in the job and his performance is importance to self valuable
 Mental empowerment.
 Organisational commitment (Farndale, Hope-Hailey and Kelliher, 2011).
 The degree by which employees can be identified with the organisation and its objectives
and wishes can be used to maintain the relationship in organisations.
 Three separate dimensions can be evaluated as:
 Affective Commitment: It is relationship that is connected with emotions that are
attached to the organisation and feeling in its values.
 Continuance commitment: The economic values that are perceived with economic values
organisation compared to leaving these values in the system.
 Normative Commitment: To remain committed with the ethical and the moral values of
the governing body.
 Perceived Organizational support. The degree by which the employees have the feelings
that they are cared by the organisation for their well beings and their values are
contributed and recognised (Herzberg, Mausner, and Snyderman, 2011).
 Employee Engagement: An individuals are involved with satisfaction and feeling for the
organisation.
 Attitude Surveys: Different survey methods are adopted to know the response from the
employees with the help of filling questionnaire on how an employee feel about their
jobs, work groups, supervisors and the systems. The behaviour of employees are always
based on perception and not reality faced at the work place.
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Attitude and diversity in workforces:
 Training is an art which increases the knowledge of employees and reshape the attitude of
employees towards diversity.
 Involved in diversity training provides self evaluation and group determination.
 Voluntarily work in different communities and various centres for social services with
diverse and differentiated backgrounds (Nafz, and et. al., 2011).
Job Satisfaction
It deals with the positive feelings about the job that are based on the outcomes resulting
with the development of characteristics.
Job satisfaction can be measured with the help of:
Single global ratings that are related with ratings that are given to single questions.
Summation scores It identifies different key elements in job, and than individual is asked
to give ratings on the basis of different key elements that were used.
Measuring satisfaction level of people in their jobs:
People will be satisfied with the jobs is they are comfortable with the working
environment and salaries.
People tend to be less satisfied with with different types of promotion opportunities and
pay scales.
Job Satisfaction includes:
What had appeared to be well is not well.
Pay on individual basis does not tends to bring higher satisfaction levels.
Higher responsibility and skills, control, interest all contributes in satisfaction.
Enhancement of productivity, overloaded of works and strict deadlines all theses
contributes to lower satisfaction among the employees (Punjaisri and Wilson, 2011).
Causes of Job satisfactions:
Major facts are related with
Work by itself, pay scales of employees, opportunity for advancement, supervisors and
co workers of the organisation.
Enjoying the work by the employees is correlated with higher level of job satisfactions.
Pay only also influences job satisfaction to some extent.
There is no relationship between amount of pay and satisfaction levels in job.
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People who are very poor or are living in poor countries does not associate with the job
satisfaction and with the total happiness. But when an individual reaches at a comfortable levels
he feel satisfied and the relationship disappears gradually (Punjaisri, 2011).
Personality can also influence job satisfaction of employees
People who have negative perception are usually not satisfied with their jobs.
Impact of satisfied and dissatisfied employees at the workplace:
Exit
 Dissatisfaction of employees are expressed by their behaviours when they leave the
organisation.
Voice
 Dissatisfaction are expressed with the help of active and formative attempts so as to
improve or change the present conditions of the workplace.
Loyalty
 Dissatisfaction are expressed when the employees are waiting for the conditions to
improve.
Neglect
 Dissatisfaction are expressed when the conditions become worse at the work place.
 Exit and neglect attitudes and behaviours are encompassed with the performances
variables like absent-ism, productivity and high turnover rates ( Suppiah and Singh
Sandhu, 2011).
Voice and loyalty are formative behaviours that allows individuals to endure situations
that are unpleasant or to bring back the conditions that are satisfactory.
Job dissatisfaction response
Active
Exit Voice
Destructive Constructive
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Neglect Loyalty
Passive
Satisfaction and Productivity
Satisfied workers are more productive and vice a versa that more productive employees
are more satisfies.
If the workers will be satisfied in the organisation than the productivity will increase. Thus
satisfaction increases both individual and organisation productivity ( Meredith Belbin, 2011).
Organisation Citizenship Behaviour (OCB)
The employees who are satisfied talks more positively about the organisation, they helps
others to achieve success and to go beyond their expectations in their jobs. The studies have
proven that satisfaction have influence on OCB but with the perception of fairness and equity.
The employees who are fairly treated in organisation they are more over trusting the
organisation and thus are engaged in behaviours that are below the normal expectations of their
jobs.
Customer satisfactions or satisfied workers provides services to customers in better way
and thus increasing the satisfaction of customers.
Satisfied employees increased satisfaction as they are become more friendly and more
responsive.
 Less turnover which helps in building long term relationship in organisations.
 Long term retention helps them to increase their experience.
 Dissatisfied customers can increase discontent among the employees.
 Satisfaction is related to turnover but correlation is stronger than it was found for absent-
ism.
 Job satisfaction and deviance related with workplace
 Dissatisfaction at job place are related with specific behaviours, unionisation attempts,
abuse of substances, staling of work, social practices and tardiness ( Sandman, 2012).
 If the top level authority wants to control different circumstances that are related with job
dissatisfaction then they had to find out the sources of the problems rather than the
response factors are controlled.
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Impact of Attitude and Job satisfaction on Motivation:
Attitude and job satisfaction motivated the employees at the work place and this helps in
increasing productivity at the work place:
Motivation helps an individual to achieve goals of the organisation. It is tool that pushes
an employees to work hard in organisation. It provides strength to keep doing the task so as to
attain the goals even if the things are not going according to the planned way (Turner, 2014).
Theories of Motivation
Maslow need hierarchy Theory. This theory states the different needs of people from
bottom to top levels. Firstly the lower needs had to be fulfilled than higher needs are to be
considerd.
The person will not think of higher needs until the current needs are satisfied.
Maslow need hierarchy theory
Physiological Motivation: The employees are provided ample time for lunch breaks,
pay salaries of workers that allow them to buy the essential and the necessities of life which
fulfils their basic needs.
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Safety needs: It deals with providing safe and healthy work environment to employees
with job security and freedom from difficulties that arises in the organisation.
Social needs: Provide feeling of credence, belongings by rewarding the dynamics of
team.
Self Esteem needs: It is measured with recognising the rewards and achievements of
employees, assigning of important projects and thus provide status to make the employees feel
valued at work place.
Self actualization: It offers different stimulating and meaningful work assignments
which helps in enabling innovations, advance and ability according to work environments and
thus achievement of long term goals.
There are certain limitation of Maslow theory which are as follows.
 It makes sense but its evidence support its hierarchy structures. Researchers have
challenged the order from bottom to top that was imposed by the theory.
Example In some cultures social needs are considered higher than the needs of other
cultures.
The evidences evaluated that people are satisfied with one motivating needs at a
particular time.
Hezbergs Hygiene Motivation Theory
This theory is based on two concepts which include
Motivating factors include the following like achievement by employees, increasing
productivity, recognising the work of employees, work done by itself, roles and responsibility of
employees in organisation, advancement in technologies by completing the work by the
machines which are technology upgraded and lastly the growth of organisations.
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 Hygeine factors includes policy and framework of company, supervision by team leaders
at work place, positive relationship with boss or higher top level authority, conditions of
work in organisation, salary grading and pay structures of employees and lastly the
relation with peer groups in organisation (Bruix and Sherman 2011).
 According to this theory the job should challenge to exchange different abilities of
employees at work place.
 Employees who are having higher abilities and skill should be given higher levels of
responsibility and authority.
 If the job cannot be framed to use the efficient and full abilities of employees than the
firm should change the task or replacement of employees who had low level of skills. If
the persons are not able to fully utilised in structure than there will be difficulty related
with motivation in organisations.
Limitations of theory.
 Critics have considered the theory to be very simple what motivates may be dissatisfies
or some others in organisation.
 This theory is suitable for individuals and not as a group with same needs that is
homogeneous group who have one set of need and wants (Farndale, Hope-Hailey and
Kelliher, 2011 ).
 Some factors can be in control while others may not be in control.
Both these motivation theories have been broadly analysed in-spite there are many
weakness its abiding values are that it believes that true motivations comes from the internal of
personal and not from other factors.
CONCLUSION
From the above report it can be concluded that management and organisation behaviour
are important for the organisation as it helps in managing the different activities that are related
with organisation and Behaviour helps in determining the attitude of people at the workplace.
Attitude and Job satisfaction are related with each other as attitude is the characteristics of
persons at work that helps in defining his behaviour and thus determining that his behaviour
influences the work of others in organisation or not. Job satisfaction is a positive feeling towards
the job if the employee is satisfied with work place. Satisfaction helps in increasing work
productivity and achieving success for long run. Motivation is related with attitude and
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satisfaction of job as there are different factors that motivates a person to do the desired job. The
theories that are related to motivation includes Maslow hygiene theory which had its needs from
bottom to top and firstly the basic needs should be fulfilled than moving on to higher needs.
Hezbergs Hygiene Theory deals with two concept which are motivation and hygiene factors.
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Books and journals
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Dörnyei, Z. and Ushioda, E., 2013. Teaching and researching: Motivation. Routledge.
Elliot, A.J. and Dweck, C.S. Eds., 2013. Handbook of competence and motivation. Guilford
Publications.
Farndale, E., Hope-Hailey, V. and Kelliher, C., 2011. High commitment performance
management: The roles of justice and trust. Personnel Review. 40(1). pp.5-23.
Herzberg, F., Mausner, B. and Snyderman, B.B., 2011. The motivation to work (Vol. 1).
Transaction publishers.
Meredith Belbin, R., 2011. Management teams: Why they succeed or fail. Human Resource
Management International Digest. 19(3).
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Nafz, F., and et. al., 2011. Constraining self-organisation through corridors of correct behaviour:
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Systems (pp. 79-93). Springer Basel.
Punjaisri, K. and Wilson, A., 2011. Internal branding process: key mechanisms, outcomes and
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Sandman, C.A., and et. al., 2012. The role of self‐injury in the organisation of behaviour.
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Suppiah, V. and Singh Sandhu, M., 2011. Organisational culture's influence on tacit knowledge-
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Turner, J.R., 2014. The handbook of project-based management (Vol. 92). New York, NY:
McGraw-hill.
World Health Organization and World Health Organization. Management of Substance Abuse
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