Organizational Behavior - Attitude And Job Satisfaction Of Employees

Question: Discuss about the Organizational Behavior ,Attitude And Job Satisfaction Of Employees. Answer: Introduction: A happy employee generally signifies the fact that he is happy with the work he is performing. This in turn helps in improving the quality of their work. Attitude and job satisfaction are terms that might not always be linked with the organization but also the recruits. If employees would be enjoying their employment, they would not be requiring external inspiration from the organizational management, but as an alternative the contentment they accomplish from completion of their work would be motivating them. Over the period of time, organizations have been focusing on the ways and strategies for developing the performance. As per Jain and Kaur (2014), this takes in a thorough study and evaluation of both the material and human resources, there is requirement to focus on the fundamental patterns of employees at the workplace. This would be enabling the organization to organize its human sources in the most effective of manners. Motivation is considered to be a key component in the organizational behavior as employees requires being motivated for exhibiting a behavior that would help in accomplishing the goals and objectives of the companies, thereby developing performance over time (Prabhakar and Yaseen 2016). Analysis: The attitude of an employee towards the management might influence his or her relationship with management. Any negative attitude towards the clout would source clashes at the workplace. According to Shooshtarian, Ameli and Aminilari (2013), psychology has been another reason that influences the attitude of an individual. Another prime reason for negative attitude towards the organizational authority is jealous for their situation. This attitude influences productivity within the job in the negative way. If the attitude of the worker is stated to be negative, the chance of generating positive results is much lesser. There is existence of various issues that shapes the attitude of workers and job contentment either in the optimistic or unconstructive way. These issues takes into account the employee, management, statement, culture and the atmosphere for doing work. Management Role: The approach of the management in leading plays a vital role in approach of the workers and the job construction. Empowerment has been stated as one of the factors that have the ability in motivating for better productivity. If the management is willing to offer an employee the prospect to work as per their own standards, favored that these standards determine those of the organization, job productivity is bound to increase (Trevio, den Nieuwenboer and Kish-Gephart 2014). Strategic planning by the management is very important. This is vital when tackling with influencing the productivity in job. An example of a method to motivate the employees is the offering from the management of opportunities of negotiations for promotions and pay rise. This would be encouraging job productivity as the employees would want to obtain these awards. The objectives of the organization also influences the ways the management relays with the employees. If the purpose of the organization is to attain a definite percentage of profit within a business time, then it would be exerting much anxiety on the employees for increasing the efficiency. Positive influence is not the only way through which an increased productivity would be ensured. Some of the organizations have been offering a contract that clearly defines the amount of efficiency generally desirable from the employees. This in the case of a sales and marketing executive is the need for them in accomplishing the targets within a certain deadline. This might mount pressure on the employees of the organization, which in turn would be affecting their job fulfillment. In certain cases, the organization is not stated to be much strict with the human resources. The main issue with this fact is that the employees might unwind on the job and important deadlines might be missed. An orga nization might also be deciding on adding certain working days based on the goals. Conforming to such decision is hard and it might be leaving the employees in a bitter state and indignant towards the management (Suliman and Al Harethi 2013). This attitude would be affecting the productivity of the job, as the employees would be arriving at work with les or no motivation at all. Employee Role: According to Diestel, Wegge and Schmidt (2014), some individuals select professions based on their liking whereas others end up with something due to several pressures. Pressure sometimes comes from the requirement to make money. An individual choosing something that they have interest in, brings the bet out of them as they love in what they do. Love for their profession would then generate positivity in their attitude. In organizations it is being stated that a happy employee is always a productive employee. Productivity takes a beating when the employee only works for money. The main aim of such employees is to amplify their productivity for getting more money; however this tends to make them stressful and pungent (Al Mehrzi and Singh 2016). Since they have zero interest in the work they perform, satisfaction is hard to attain. Employees require several ways in releasing their stress for developing and improving in their work outlook and production. The work related anxiety is a common factor among most of the employees. This is majorly by the employees that do not practice any sort of job pleasure from the work. Strain is something that has the ability in leading individuals to solemn illness. This would be lowering the productivity factor from the absence of the employees in the workplace. Stress is generally comforted through taking of the breaks from work, mingling with the friends. The psychological progress is another aspect that has the capability in affecting the attitude. Psychology has been the determining feature of human behavior, affecting the ways individuals react and relate with others. Every individual reacts in different ways to diverse situations (Schlett and Ziegler 2014). An example is when the management is viciously honest about the work of an employee, some might interpret as a cavea t to do better with others taking it as a criticism and giving up. This mainly depends on the ways an individual makes certain decisions. External features like the family, the financial position are some of the things that affect the attitude of the employees. A strong employee is always a prolific employee and a pleased one. Employee Motivation at Work: Motivating employees have been at times stated to be a multifaceted responsibility requiring diplomacy and skills due to the personage nature. Even within the same culture, individuals are stated to be motivated by various factors based on their diversified backgrounds and value systems. It varies from country to country on what drives the workforce to work, like in Lithuania, money plays a key role in driving people to work, whereas, in Philippines it is the job security that plays the motivating factor. Social needs might be irrelevant in Nigeria, though the same might be an important reason for the performance in Japan. Two of the corporate facilitators have commenced a Dubai-based company of leadership development for boosting motivation and workplace engagement. In a recent survey conducted, it has been found that 56 per cent of the workforce form UAE is motivated (Scandura 2015). The UAE workforce is greatly motivated by the factors like benefits, salaries and other benefits with 62 per cent accounting for the same. Certain other factors like displaying skills and expressing creativity also scored high as the essential elements for the UAE workforce. As per Maslows hierarchy of needs, employees needs can vary as per the individuals. According to the theory of Maslow, the individuals needs are approved in the hierarchical order with the most primary or basic needs at the bottom of the hierarchy (Wagner III and Hollenbeck 2014). Maslow also hypothesized the fact that a need of lower level must be pleased before the need of the next level becomes the factor of motivation. In other words, it can be stated that a person who is homeless and hungry would never be motivated by the sense of job security, however would be taking up any job, despite of how secured the job actually is. It is only after producing enough to nourish and accommodate him/her that the job security worry takes shape of a important concern (Cherian and Jacob 2013). This states that in Lithuania, a child who is not aware of the fact from where the next meal is coming from will be determined to work harder, even when he knows that the job is of temporary nature. On ot her hand, most of the western cultures boasted by the social structure guarantees the daily meal of an individual; the positions permanency would motivate people enough. Maslows theory implies the fact that within the same organization and among the same employee group, individuals would be behaving in different manner as per their professed needs (Perrew et al. 2014). It gives birth to the question of what causes an individual to be more committed towards an organization that he/she is actually prepared to stay longer with the company, whereas another individual might discontinue doing the same after a period of few years. It takes in another question on why some of the companies are better in retaining their people than the others. The main determinants of the attitude of employees along with the behavior are the values that are parallel with the values of the organization (Miner 2015). It has been argued over the years that both the instrumental and the terminal values have been playing vital roles in the decisions that are being made by individuals, influencing their behavior towards the project. According to DuBrin (2013), values can be defined as the fundamental conviction where a precise conduct mode is either socially or personally preferable to a contrary conduct mode. They generally symbolize the judgment of what the individuals or the companies consider being significant. They are the primary basis of the ways actions and decisions are being evaluated. The supremacy of the deeply held values is that they conclude the ways individuals act without much thinking on the ways they generally react to different situations. It can be squabbled that positive outcomes in jobs are realized when the personal values of an entity are analogous to the values of the association. Values are significant in considering the motivation of employees because they have been offering an understanding of the attitudes, individuals motivation and behavior along with culture, affecting the perception of individuals around the globe. In the two-factor theory, Herzberg theorized the fact that several motivation factors can be clustered under two broader categories. The primary ones, Herzberg referred as the Hygiene factors and the elevated ones, the Motivators. As per Loi, Chan and Lam (2014), like Maslows hierarchy of needs hypothesis, Herzberg explained the fact that although the hygiene factors do not stimulate the employees from their own, they need to attend before the motivators can be effectual. Some of the instances of hygiene factors are the conditions for working, supervision method, work safety and money. Motivators examples would be giving recognition along with praise, giving responsibilities to the employees, achievement and promotion. The theory of Herzberg implies the fact that the factors that are being included in the context of job are implausible in motivating the employees working under work environment of unsatisfactory nature (Robbins and Judge 2013). It seems much sensible where the manager starts from the identification of the universal factors that is required to be present for other motivators in working effectively. This fact helps in deciding which approach would be best in any of the given situation. Influence of Job Satisfaction on Organizational Behavior: Job satisfaction in UAE has the ability in affecting an individuals commitment level to the organization, the rate of job turnover and absenteeism. It can also involve the level of performance, willingness of employees in participating in the problem-solving activities outside their job portrayal outline. It can be stated when people in UAE are satisfied with the work they have been performing, and then they would be enjoying their work in more pleasant of manners. The individuals who are mostly satisfied with their jobs usually do not find much difficulty in getting up and going to their daily work. The relationship between the behavior and attitude has a well-built impact on the affiliation between the organizational commitment and job approval. The association between the behavior and attitude has been taken up for study in vast manner, determining the fact that the two exists on a scale (Pinder 2014). There is existence of moderators like the intent of changing ones attitude that in turn would be changing ones activities. Attitude takes into account behavioral achievement, in terms of the connection between the contentment in jobs and organizational pledge, there are presence of numerous factors that can have an impact on the relationship. The first factor might be the levels of comparison. For instance, an individual might be working in an organization; feeling fairly committed towards the organization on whole, but might not be satisfied with the amount being paid to him/her. Thereby, the balance between the behavior, that is organizational commitment and that individuals attitude (job satisfaction) would not be in line with one another. The second factor would be the alternative options for the individuals. This asks the question whether a particular organization is best for the individual, or whether there is something better for him/her. In the present scenario, the attitude of the individual towards the job might be contentment, however the individual might not be feeling dedicated towards the organization. If any individual is not devoted towards the company through his performance, the individual might start participating in counterproductive work behaviors due to the requirement of obligation. Another factor w ould be the investment that one has positioned in his or her job. An individual might feel that they have endowed so many years of theirs into functioning for a particular association, but happiness is something that has gone missing from the work that they do on regular basis at the organization. According to Baranski et al. (2017), in this scenario, the individual might weigh his decision of leaving the organization and the probable consequences of his leaving the job, like focusing on factors such as seniority, missing retirement funds and promotions, or staying at the organization where he/she is not satisfied. Conclusion: It can be concluded that the employee value and attitudes have been the key impacts on the job satisfaction of individuals. They also take into account the happiness of employees at workplace that influences their productivity. Attitude and job satisfaction is important from the perspectives of both the employees and the organization. Motivation is one of the factors that gets overlooked by the managers at certain times though it is crucial in recognizing the strong impact that situational contexts have on motivated performance. As per Googles Vice President of people development, the aspiration of being No. 1 globally should be less, more emphasis should be on the present and future employees who should be happy working here at Google, because that is what would make Google a successful company. The three factors that have been discussed in the influence of job satisfaction on organizational behavior section needs to be line with the other. If there is any sort of inconsistency, cognitive dissension is expected to crop up. For example, the individual who is loyal to the organization but not at all pleased with his or her job might feel that the only technique to lift up the experience of cognitive conflict would be in leaving the company References: Al Mehrzi, N. and Singh, S.K., 2016. Competing through employee engagement: a proposed framework.International Journal of Productivity and Performance Management,65(6), pp.831-843. 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