Management and Organisational

Behaviour

HRMM055

Student Name: Mohamed Fahad Rahim

Student ID: 20417768

Lecturer: Jayantha Fernando

Word Count: 3522

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Table of Contents
Introduction...........................................................................................................................................2
Attitude and job Satisfaction.................................................................................................................2
Motivation.............................................................................................................................................5
Herzberg’s hygiene theory.....................................................................................................................6
Maslow’s hierarchy of needs.................................................................................................................7
McClelland’s theory of motivation........................................................................................................9
Findings and Future Directions............................................................................................................10
References...........................................................................................................................................10

Introduction

The goal of the report is to figure out the impact of attitude and job satisfaction on
organizational performance of employee motivation. The report centered on describing what

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attitudes and job satisfaction. Also, recognizing the most motivational causes, and relating
employee motivation with the efficiency and effectiveness of an enterprise.

In addition, suggestions will also be addressed for increasing the degree of motivation and
guidance of employees for further research. Various motivational theory models were
reviewed to achieve a better understanding of the research subject (Saari and Judge, 2004).
The emphasis, however, was on examining the motivating theories of the Hierarchy of Needs
of Maslow, the Two-Factor theory of Herzberg, and the McClelland’s theory of motivation
and analyse the impact attitude and job satisfaction will have on an employees’ motivation at
work and to the organisational behaviour.

Attitude and job Satisfaction

Attitudes are evaluative remarks about objects, persons, or events, either favorable or
unfavourable. Attitudes include characteristics of emotional, affective, and behaviour
(Badubi, 2017). Cognitive elements of action relate to what a person thinks, while the
affective elements relate to how individuals feel. Managers appear to be more concerned with
components of actions, how persons conduct or plan to act.
In general, study has concluded that individuals pursue continuity between their attitudes and
behaviour. Cognitive dissonance happens when a person has two or more contradictory
attitudes, or where behaviour is inconsistent with one or more attitudes. Inconsistency creates
discomfort and a stable state in which there is a lack of dissonance would be desired by
individuals (Rahiman and Kodikal, 2017). The motivation to minimize dissonance would be
defined by the significance of the dissonance-generating elements, the degree of control that
the person feels she has over the elements, and the incentives that might be included in the
dissonance.
Finally, the text explores the question of whether behaviour is caused by attitudes or whether
behaviour, itself, affects attitudes. Analysis has shown that attitudes, moderated by a variety
of factors, affect subsequent behaviour, including the value of the attitude, its specificity, its
usability, whether social influences occur, and whether a person has direct experience with
the attitude (Pearson Education, 2010).
Job happiness, job engagement, and interpersonal commitment are three of the most common
behaviors in organizational behavior studies. Job satisfaction can be characterized as a good

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feeling about one's job arising from an appraisal of its features (Rahiman and Kodikal, 2017).
A similar attitude is job engagement, which tests the degree to which a person mentally
associates with his or her jobs. The third mentality is corporate dedication, the willingness of
an employee to retain ongoing membership of his or her organisation. Organizational
dedication has a strong association with efficiency, and has affective, ongoing, and normative
elements (Smyth, 2019).
The perceived organizational support is a connected workplace mentality, the degree to
which workers feel that the organisation values their involvement and cares for their well-
being. Previous studies demonstrates that when incentives are seen equal, when workers have
a say in choices, and when their managers are viewed as positive, individuals view their
company as supportive (Nguyen, 2017).

Employee commitment applies to the degree to which the employee is engaged in the job that
he or she does, and fulfilled by it. Highly engaged workers are excited about their job and
feel a strong commitment to their business, while disengaged employees put time into their
jobs, but not resources or focus.

Job satisfaction is a good attitude towards one's job as a result of an appraisal of its
functionality. A single global ranking and a summation score consisting of a variety of work
aspects are the most often used ways to assessing job satisfaction. Interestingly, as effective
as the more nuanced summation ranking, the single global rating is equally effective in
assessing work satisfaction. People are largely happy with their work in the United States and
other developing countries, although satisfaction varies between individual aspects of
employment.

Although employees usually suggest that they are happy with their work, the levels of job
satisfaction in the US are declining. American workers, with the job itself, and with their
managers and colleagues, are most pleased with their positions overall. They are, however,
less happy with their prospects for pay and promotion. Pay seems to have a limited influence,
particularly among higher income workers, on work satisfaction. Personality determines work
satisfaction, too. Individuals with optimistic core self-assessments are more pleased with their
work than people with pessimistic core self-assessments.

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They can display a number of behaviours when workers hate their work. It is possible to
categorize actions as positive or negative and active or passive. Exit (looking for a new
position), speech (actively and constructively striving to change circumstances), loyalty
(passively waiting for conditions to improve), or neglect are the solutions to discontent
(passively allowing conditions to worsen, to include chronic absenteeism, reduced effort, or
apathetic attitude).

Efficiency, business ethics behavior, customer loyalty, absenteeism, attrition, and

occupational deviance are the potential consequences of job satisfaction. There is a favorable
association between productivity and work satisfaction, although it is unknown if satisfaction
relates to productivity or whether productivity leads to satisfaction. The behavior of corporate
citizenship is directly related to workplace satisfaction and suggests that by behaviors such as
communicating positively about the organisation, supporting others, and moving above the
usual demands of their job, an individual is ready to go beyond and above job requirements.

The research suggests that happier workers, particularly in service organisations, improve
customer satisfaction and loyalty. The association between satisfaction and absenteeism and
turnover is still consistently negative, even though the negative correlation between
satisfaction and turnover is more important. Finally, career frustration predicts a wide variety
of occupational deviance-related behaviors.

Evidence shows that certain cultural variations in work satisfaction may occur. Jobs have
greater work satisfaction in Western cultures than those in Eastern cultures. A variety of
potential theories exist. Among these, it appears that Eastern cultures tolerate negative
feelings rather than Western cultures.

By delivering emotionally demanding jobs, equal incentives, and by ensuring supportive

working environments, administrators may have a positive effect on satisfaction levels. While
high pay is successful in recruiting workers, a fulfilling work climate is unlikely to be
generated by high pay alone.

Motivation

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To be able to anticipate what kinds of motivation can assist their team work at its best, it is
crucial for managers and leaders to be familiar with the various ways motivation can be
described.

The motivation mechanism is described as the internal energy or drive that drives a person to
behave in a certain way. This is the meeting place of a corporation's measure of the success of
the employee and the pleasure of the employee in doing her job within a corporate context. It
is the art of generating a push inside workers, in the most basic sense, that makes them want
to complete their work at the highest possible level.

For most of our general behavior, most scholars consider three specific forms of inspiration.
extrinsic:
In order to achieve or prevent a distinct consequence, extrinsic incentive induces you to
complete an operation. Completing jobs to get a pay check or exercising to lose weight, for
example, both rely on the intended outcome of the activity.

Intrinsic:
Because of the way you felt after doing it, inherent desire causes you to complete an
operation. Completing work helps you more effective in this situation, or exercise makes you
feel positive about your body. The emphasis is on the pleasure obtained and not the precise
consequence of achieving this mission.

The first motivation research included an analysis of human desires. In specific, early
observers thought that to fulfill needs, workers tried hard and exhibited goal-driven actions.
For example, there may be a desire for companionship for an employee who is constantly
wandering around the workplace talking to others, and his actions may be a way to fulfill this
need. Researchers at the time created hypotheses to explain what individuals need. Under this
group, four theories can be placed: Maslow's hierarchy of needs, ERG theory, Herzberg's
two-factor theory, and the acquired-needs theory of McClelland.

In order for workers in a company to be efficient, inspiration is very much required, and
management or leadership style has an important role to play. Motivation is not only based on
cash incentives, but it is often possible to employ non-financial incentive approaches to
derive the best from workers. While people have their aspirations, it is the duty of the

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leadership to create and comply with theories that are sufficient to get their workers job
satisfaction.
There is no particular valid explanation to be used, however, and a combination of them can
be used.
Employees should be promoted in terms of employee empowerment and offered a voice to
share their thoughts about how they can be empowered. Performance assessment awards and
promotions can be used to improve the productivity and reviews of workers. Both workers
should grasp the mission and priorities of the organization and work for them together.

Employees conduct their tasks in an assembly of certain companies, where it can affect the
whole factory if a particular portion of employees is harmed. If they are driven and
empowered, workers conduct their duties faithfully and the consequences will still be good
with productive production. Results-oriented companies can go all the way to inspire their
workers to reach their objectives. A further qualitative analysis on methods and hypotheses of
motivation is suggested.

Herzberg’s hygiene theory

This is a theory which was discovered or developed by Frederick Herzberg. As a

psychologist, he stated that the satisfaction and dissatisfaction of jobs act independently. He
also stated the factors that cause the satisfaction and dissatisfaction in a work place. The
table below will show these factors
Satisfying factors Dissatisfying factors

 Achievement  Supervision
 Growth  Salary
 Advancement  Status
 Responsibility  Job security
 recognition  Personal life
Table 1Herzberg’s hygiene theory. Source (author)

scenario- if an employee wants a promotion or wants to be in a specific position in an

organization, offering him the development and training opportunity will to satisfaction of the
job. (Hartzell, 2016)

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Another example is stated as follows. I should be paid on time every month so I can pay my
bills. In the event that I am not paid on time, I get truly troubled. But, when I get paid on
time, I scarcely see it. Then again, when my manager gives me a pat on the back, I feel good.
I don't expect this consistently and don't particularly miss not having praise constantly.

Herzberg’s hygiene theory

 Understanding the abilities, skills and individual goals can result in higher
productivity. New skills can be acquired by the individuals when they are valued as a
part of the organization.
 Another usefulness of this theory is empowerment. This means giving the authority to
employees to make decisions on their own.
 Managers will be able to meet the hygiene factors and keeps the employees always
motivated.

Maslow’s hierarchy of needs

The main reason as to why Abraham Maslow came up with this theory is to see what will
motivate the employees. He stated that since needs are essential for the survival of man, it
will motivate them to achieve those needs and when that need is fulfilled they will be
motivated to fulfil the other needs as stated in the diagram. This diagram also tells that when
one level of need is fulfilled, the organization has to focus on the next level of needs because
the previous level of needs won’t be a motivator for the employee anymore.

Figure 1.Maslow’s hierarchy of needs. Source (McLeod, 2007)

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Maslow’s hierarchy of needs-

 This theory states that the needs at the primary level has to be fulfilled first before
fulfilling other needs. This theory is useful because it helps in setting priorities to the
clients.
 It can help in planning for the care of individuals
 Safety needs- this provides a safe environment to work in
 Physiological needs- providing the required time for lunch and other illnesses and
payment to employees so that they will be able to buy their essentials.
 Esteem motivation- appreciating and recognizing the achievements of the employees,
so that they feel valued. (Sharma, 2014)

Scenario- So if a new employee is recruited, he should be given the proper wage rate to fulfill
his basic needs like thirst and hunger or if an employee meets with an accident and cannot
pay the full amount, he should be financially backed up by the firm he works in.

You can't motivate somebody to accomplish their business target (level 4) when they're
having issues with their marriage (level 3).

You can't anticipate somebody to work in a team (level 3) when they're having their home re-
possessed (level 2).

McClelland’s theory of motivation.

David McClelland’s theory states how an employee’s actions or behaviour is affected by the
needs for achievement, need for affiliation and need for power. Need for achievement talks
about how people with non-identical achievement needs look for tasks with a parallel level of
risk. When the level of the achievement need rises, the level of risk will increase. There is
only a small difference when comparing needs for achievement and need for affiliation and
that is they should be accepted by a specific group. The final element of his theory is the need
for power and this comprises of two sub-elements (personal and institutional power).
Personal power refers to the individual or employee who wants to lead others. Institutional
power refers to the employee who arranges the efforts of others (Bourne, 2015).

For example, at your monthly staff meeting, you stood up before the gathering, and
complimented an employee on her accomplishment for the great impression she made for the

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group. In any case, rather than grinning and valuing the consideration, she looked humiliated.
She brought down her head, and as soon as she could, she left and went to her office.

What went wrong? it's important to recognize what motivates your workers, how they react to
criticism and praise, and what tasks fit them well. the example above would have helped you
structure your criticism for the individual. You would have realized that your colleague's
primary motivational driver is affiliation, which implies that she never needs to stand out in a
crowd. Along these lines, your criticism would have been significantly more successful, and
acknowledged, in the event that you had praised her in private.

Dominant Motivator Characteristics of This Person

Achievement
 Has a strong need to set and accomplish challenging
goals.

 Takes calculated risks to accomplish their goals.

 Likes to receive regular feedback on their progress

and achievements.

 Often likes to work alone.

Affiliation
 Wants to belong to the group.

 Wants to be liked, and will often go along with

whatever the rest of the group wants to do.

 Favors collaboration over competition.

 Doesn't like high risk or uncertainty.

Power
 Wants to control and influence others.

 Likes to win arguments.

 Enjoys competition and winning.

 Enjoys status and recognition.

Table 1 McClelland's Human Motivation Theory. Source (author)

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Findings and Future Directions

There is a long, rich, and often divisive tradition in the world of industrial/organizational
psychology relating to the research and perception of employee behavior and work
satisfaction. Any of this literature is very descriptive and mainly directed at other academics,
while other publications include realistic advice on identifying, assessing and enhancing
employee attitudes. One possible future goal of employee attitude research would be to better
understand the interplay between the worker and the situation and the different internal and
external influences affecting employee attitudes.

In particular, a deeper understanding of the role of emotion, as well as wider environmental

effects, is important and has been largely ignored in previous studies. Moreover, ongoing
studies will include a more in-depth view of the impact on organizational indicators of
employee attitudes and work satisfaction, such as

Satisfaction of customers and financial interventions. Greater insight into the collaboration
Between attitudes and company of employees Output can benefit HR practitioners.  They aim
to improve the critical individuals. The market side of a highly dynamic, competitive, About
the global market.

References 
Badubi, R.M., (2017) Theories of Motivation and Their Application in Organizations: A Risk
Analysis. International Journal of Management Science and Business Administration,
3(3), pp.44-51.

Bourne, L. (2015) The evolution of motivation. Mosiacproject’s blog. [online] Available at <
https://mosaicprojects.wordpress.com/tag/motivation/.>. [Accessed on 19th January 2021]

Hartzell, S. (2016) Herzberg's Two-Factor Theory: Hygiene Factors & Motivation. Study.
[online] Available at < http://study.com/academy/lesson/herzbergs-two-factor-theory-
hygiene-factors-motivation.html.>. [Accessed on 17th January 2021]

McLeod, S. (2007) Maslow's Hierarchy of Needs. Simple psychology. [online] Available at <
http://www.simplypsychology.org/maslow.html.>. [Accessed on 17th January 2021]

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Nguyen, M. L. (2017) The Impact of Employees Motivation on Organizational Effectiveness.
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Rahiman, H. U. and Kodikal, R. (2017) Impact of Employee Work Related Attitudes on Job
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Sharma, B. (2014) Personal management. Slideshare. [online] Available at

<http://www.slideshare.net/bhaumikasharma/personnel-management-41188599.>. [Accessed
on 24th January 2021]

Smyth, D. (2019) Organizational Behavior and Theories of Motivation. Bizfluent. [online]

Available https://bizfluent.com/facts-6783665-organizational-behavior-theories-
motivation.html [Accessed on 24th January 2021].

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