In this report, the factors related to attitude of employees and job satisfaction level will be analysed. This report will evaluate different literatures and theories to identify the impact of attitudes and job satisfaction on organisational behaviour and the relationship between motivations, attitude and job satisfaction of employees.
ABC model of attitudes provides three components of an attitude which include affective (A), behaviour (B) and cognitive (C). Cognitive dissonance is a mental discomfort which a person experienced due to holding two or more contradictory beliefs, values or ideas (Minton, Cornwell and Kahle, 2017). Types of job attitudes include employee engagement, organisational commitment, job satisfaction, job involvement, perceived organisational support (POS) and psychological empowerment. Job satisfaction is referred to the measure of an employee’s feeling of contentment which is derives from his/her job. There are a number of factors which influence job satisfaction which includes basic pay, nature of work, working environment, management’s attitude and others. Job satisfaction can be measured through cognitive, affective and behavioural components. As per Zopiatis, Constanti and Theocharous (2014), job involvement is referred to the psychological and emotional connection which an employee has with his/her job, profession and the company. Generally, punctuality, attentiveness, and top performance are indications of job involvement of an employee. Organisational commitment is defined as the bond between workers and the enterprise. It is determined based on their commitment to the corporation and whether or not they feel if they fit in and understand the goals of the company or not.
According to Battistelli et al. (2016), POS referred to the perception of an employee relating to the extent up to which he/she believes that the organisation values his/her contribution and cares about his/her wellbeing. Albrecht et al. (2015) provided that employee engagement is referred to the extent to which workers feel passionate regarding their jobs, and they are committed to putting extra efforts in their work. It is separate from employee satisfaction because factors which drive employee satisfaction are separate from those that drive employee engagement. All these factors are separate concepts which are linked with each other, and they can be evaluated by the management to motivate their employees to improve their performance. As per Herzberg’s Motivation-Hygiene theory, there are two different set of factors which influence job satisfaction and dissatisfaction of employees. Hygiene factors influence job dissatisfaction which includes working condition, base pay, relationships, supervision quality and organisational policies. Motivational factors influence job satisfaction which includes achievement, work itself, personal growth, recognition and responsibility (Atalic, Can and Canturk, 2016). Thus, employee engagement and job involvement are affected by hygiene factors, whereas, motivational factors influence POS, job satisfaction and job involvement which highlights a link between them.
There are various factors which influence job satisfaction level of employees which include recognition, advancement, personal development opportunities, work itself, responsibility and achievements (Anand, 2018). Maslow’s Hierarchy of needs is a relevant theory which can be used by the management to evaluate the needs of employees to evaluate their job satisfaction level. The needs of people are categorised into five categories in hierarchical order which include physiological, safety, belongings, esteem and self-actualisation needs. Firstly, salary of an employee affects his/her physiological needs. Without appropriate basic pay which is enough for a person to satisfy his/her basic human needs such as food, water, warmth and rest, an employee cannot be motived to perform better (Jonas, 2016). On the other hand, the employee benefits are related to safety needs of employees. After fulfilling physiological needs, a person moved on to other needs, and he/she cannot be satisfied with the previous need.
As per Rasskazova, Ivanova and Sheldon (2016), employee benefits given by organisations to their employees such as pension, increment and others affects employee motivation after fulfilling of physiological needs. Work environment must also be safe for employees because they are not motivated to perform in hostile working environment. It also affects their belongingness needs because they did not feel affection and affiliation in negative working environment. Relations between co-workers come in the category of belongingness because without acceptance and affection, employees are demotivated. It also leads to conflict in the workplace. The relationship with supervisors comes in the category of esteem needs in which employees strive for approval, recognition and respect. Negative relationship with the management reduces job satisfaction of employees which also reduces their performance (Lee, Back and Chan, 2015). Thus, job satisfaction factors are influenced by the needs of employees, and the management should continuously monitor them to improve their performance.
Attitude of employees in the workplace plays a crucial role in success of the enterprise and the efficiency of operations. Job satisfaction benefits the company by reducing employee turnover, increasing productivity, reducing absenteeism, creating better working environment and sustaining future growth. Both of these factors are linked with each other, and the corporations can implement organisational behaviour theories to determine and influence these factors (Yousef, 2017). As per the ABC model, the affective, behavioural and cognitive components influence the behaviour of employees. The negative attitude of an employee towards his/her work or the management resulted in decreasing efficiency and effectiveness of the workplace. As per Herzberg Hygiene-Motivation theory, the attitude of an employee is affected by the job satisfaction levels. Factors such as lack of basic pay, hostile working conditions, negative workplace relationships, and bad supervisions negatively reflect on the attitude of employees, and they are more likely to be dissatisfied from their job (Hur, 2018). These factors fulfil the basic needs of employees; without fulfilling these requirements, the employees are not motived to achieve organisational goals and objectives because they remain busy ensuring that their basic needs are fulfilled.
Similarly, the attitude of employees is positively influenced by motivational factors such as recognition for work, appreciation from supervisors, availability of growth opportunities and the work itself. As per Judge et al. (2017), the attitude and job satisfaction level of one employee has an adverse impact on the organisational behaviour because it creates a negative working environment. The effectiveness of other employees and the whole workplace is affected by conflict between two or more employees or groups. On the other hand, satisfied employees have positive attitude, and they perform at their best which assist the company in achieving its corporate goals (Lee, Park and Koo, 2015). They are more likely to encourage other employees to improve their performance as well and they consider competition as a way to motivate them to perform better rather than a way to cause conflicts. Therefore, corporations should evaluate the attitude and job satisfaction level of employees by implementing organisational behaviour theories to positively influence their effectiveness.
As provided by Maslow in Hierarchy of needs theory, the needs of employees influence their motivational level which influences their job satisfaction and dissatisfaction level as well. Motivated employees are happy employees, and they have positive attitude at the workplace because they are satisfied with their job. According to McClelland’s Human Motivation theory, there are motivators which influence an employee’s attitude and job satisfaction level which ultimately motivate the employee to perform better (Kanfer, Frese and Johnson, 2017). The first dominant motivator is achievement. The attitude of a person who has achievement as a motivator has a strong need to set goals, and he/she prefer to take calculated risks. These employees often prefer to work alone, and they like to receive regular feedbacks. They have a challenging attitude in the workplace, and they are satisfied through motivational factors such as recognition, appreciation and achievement. These employees prefer non-monetary rewards over monetary rewards because they prioritise recognition and appreciation above material things.
Affiliation is another dominant motivator; those employees are motivated through affiliation that wants to belong to a group and wants to be linked. They come in the category of belongingness in Maslow’s hierarchy of needs theory, and they favour collaboration over competition (Lazaroiu, 2015). They have a positive attitude towards others, and they did not like to take high risks. These employees prefer to remain in groups and they like to build strong relationships with other employees rather than competing with them to become superior. They work collaboratively and avoid causing conflicts in the workplace to maintain the positive energy in the company. Lastly, power is a dominant motivator for employees with characteristics such as who wants control and influence others, win arguments with others, enjoy recognition and competition. McClelland provides that these employees prefer to lead others; they are motivated through recognition and advancement (Steel et al., 2018). Conclusively, the employees have different types of attitudes which impact their job satisfaction level, and the management should implement organisational behaviour theories to assess and influence these factors in order to motivate them to improve their performance and achieve organisational goals.
Conclusion
In conclusion, there are different types of job attitudes which influence the performance of employees. Different factors affect job satisfaction of employees such as salary, relationship, work environment and others and the management can influence them to improve their performance. Attitude and job satisfaction level of employees affect organisational behaviour and motivation which resulted in affecting their and the company’s performance.
References
Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H. and Saks, A.M. (2015) Employee engagement, human resource management practices and competitive advantage: An integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1), pp.7-35.
Anand, S. (2018) Job Satisfaction among Teachers of Private and Government Schools: A Comparative Analysis. Shikshan Anveshika, 8(1), pp.40-45.
Atalic, H., Can, A. and Canturk, N. (2016) Herzberg’s motivation-hygiene theory applied to high school teachers in Turkey. European Journal of Multidisciplinary Studies, 1(4), pp.90-97.
Battistelli, A., Galletta, M., Vandenberghe, C. and Odoardi, C. (2016) Perceived organisational support, organisational commitment and self?competence among nurses: a study in two Italian hospitals. Journal of nursing management, 24(1), pp.E44-E53.
Hur, Y. (2018) Testing Herzberg’s Two-Factor Theory of Motivation in the Public Sector: Is it Applicable to Public Managers?. Public Organization Review, 18(3), pp.329-343.
Jonas, J. (2016) Making practical use of Maslow’s Hierarchy of Needs theory to motivate employees: a case of Masvingo Polytechnic. Journal of Management & Administration, 2016(2), pp.105-117.
Judge, T.A., Weiss, H.M., Kammeyer-Mueller, J.D. and Hulin, C.L. (2017) Job attitudes, job satisfaction, and job affect: A century of continuity and of change. Journal of Applied Psychology, 102(3), p.356.
Kanfer, R., Frese, M. and Johnson, R.E. (2017) Motivation related to work: A century of progress. Journal of Applied Psychology, 102(3), p.338.
Lazaroiu, G. (2015) Work motivation and organizational behavior. Contemporary Readings in Law and Social Justice, 7(2), p.66.
Lee, E.S., Park, T.Y. and Koo, B. (2015) Identifying organizational identification as a basis for attitudes and behaviors: A meta-analytic review. Psychological Bulletin, 141(5), p.1049.
Lee, J.S., Back, K.J. and Chan, E.S. (2015) Quality of work life and job satisfaction among frontline hotel employees: A self-determination and need satisfaction theory approach. International Journal of Contemporary Hospitality Management, 27(5), pp.768-789.
Minton, E.A., Cornwell, T.B. and Kahle, L.R. (2017) A theoretical review of consumer priming: Prospective theory, retrospective theory, and the affective–behavioral–cognitive model. Journal of Consumer Behaviour, 16(4), pp.309-321.
Rasskazova, E., Ivanova, T. and Sheldon, K. (2016) Comparing the effects of low-level and high-level worker need-satisfaction: A synthesis of the self-determination and Maslow need theories. Motivation and Emotion, 40(4), pp.541-555.
Steel, P., Taras, V., Uggerslev, K. and Bosco, F. (2018) The happy culture: A theoretical, meta-Analytic, and empirical review of the relationship between culture and wealth and subjective well-being. Personality and Social Psychology Review, 22(2), pp.128-169.
Yousef, D.A. (2017) Organizational commitment, job satisfaction and attitudes toward organizational change: A study in the local government. International Journal of Public Administration, 40(1), pp.77-88.
Zopiatis, A., Constanti, P. and Theocharous, A.L. (2014) Job involvement, commitment, satisfaction and turnover: Evidence from hotel employees in Cyprus. Tourism Management, 41, pp.129-140.
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