The Importance Of Attitudes And Behavior In Achieving Organizational Outcomes

Attitudes and Behavior: A Correlation

Discuss About The Engagement At Work Organizational Outcomes?

The Essay talks about the attitudes and behavior of the people and it explains that how attitudes influence the behavior of other people. It explains the significance of the attitude of the people as well as the organization. A company cannot achieve the targets and goals without positive attitude and behavior. It describes the various factors of the job satisfaction and organizational commitment.

Attitudes influence the behavior of the people at the workplace. If a person has a negative attitude towards some other people then it may affect the behavior of other people. It gives an important contribution to determine the behavior at the workplace. Attitudes measure and analyze the capabilities of the employees towards at work. After the various researches, it has been found that attitude is a hypothetical and imaginary concept which affects the behavior of the people. Thus, people should focus on the attitudes for doing work in the organization. Attitudes may be affected positively and negatively the behavior of the employees (Kehoe & Wright, 2013). Attitudes depend upon some factors like social and behavioral norms and rules. Balance theory proposed by the Fritz Heider. It defines and explains the behavior of the people. It is the cognitive consistency motive theory which maintains the psychological balance. It focuses on the values and belief of the people. Therefore the attitudes show personal experience of the people. If a person has a positive attitude then other person gain lot of experience and knowledge. Therefore, people need to observe and evaluate the behavior of other people to determine the growth and success of the company. The theory of planned behavior is developed by the Martin Fishbein. This theory shows the relationship between behavior and attitude. The people can control the behavior through positive attitudes. There are some certain conditions where attitudes determine the behavior at work. They are discussed below (Bissing?Olson,  Iyer, Fielding & Zacher, 2013).

When the behavior and attitudes occur in the parallel social situations.

When the attitudes and behavior are evaluated at the specific level rather than general level.

The social situation also determines the behavior of the people. There is a close correlation between behavior and attitudes (Gin Choi, Kwon & Kim, 2013).

There are some factors which contribute to the development of attitudes. They are such as family, social adjustment functions, peers, conditioning, direct instruction, prejudices, the satisfaction of wants and modeling. All these factors also influence the behavior of people at the workplace. If the people have positive attitudes and behavior then it can easily achieve organizational goals and objectives (Chun, Shin, Choi & Kim, 2013).

Factors Affecting Attitudes and Behavior in the Workplace

Attitudes are very important for success and growth of the business and it plays a significant role in organizational success and growth. It affects the performance of the employees. The positive attitude determines the potential and competencies of the employees.  A positive attitude determines happiness and success of the organization. Through positive attitude, employees utilize the organizational resources effectively. It helps to reduce the negative thinking and worries of the people. If the people have the right attitude then they are motivated and learned many things. They gain experience and knowledge through a positive attitude. It improves the skills and abilities of the people. On the other hand, negative attitude influences the behavior and success of the company adversely. It provides support to the employees to evaluate and measure the aptitude and capacity of other people. An attitude also affects the overall performance of the employees. If the person has a negative attitude then it disrupts collaboration and teamwork. The negative attitude creates confusion and misunderstanding in the organization (Harter, Schmidt, Agrawal & Plowman, 2013). On the other hand, right and positive attitude helps to remove and reduce the obstacles and key issues of the organization. Attitudes also determine the financial wealth and brand position of the company. The people learn many things and improve the quality of work through a positive attitude. An attitude is most valuable assets of a corporation in order to meet the organizational goals and objectives. People can become the team leaders through the positive attitude.  The success of the organization depends upon the right and good attitude of the people. A positive attitude helps in the development of leadership. The leaders maintain the coordination and corporation with the help of positive attitude.  It helps to maintain the safe and healthy working environment to perform the task and duties effectively. An attitude shows the right way to do the things effectively and efficiently. The employees maintain trust and faith and they enjoy the work through a positive attitude. The attitude depends upon the environment, experience, and education of the people. The people become caring, passionate, confident and humble through positive attitude and behavior. Now it is assumed that attitude plays an integral and vital role in improving the performance and productivity of the employees (Li et al, 2014).

• Salary/ compensation and job satisfaction: Job satisfaction of the employees depends upon the compensation and remuneration of them. It influences the attitude and behavior of the people from various ways. The company should offer the mandatory benefits to employees to provide satisfaction and motivation to the workers. It is one of most valuable factors to motivate and enhance the abilities of the employees. There is a vital relationship between compensation and job satisfaction. If the organization provides excellent compensation and other monetary benefits to the workers then it will increase the performance and productivity of the employees (Jain & Kaur, 2014).
• Superior support and job satisfaction: The superior support is one of the integral and significant factors for workers retention. The top management and superiors should provide support employees for improving their performance and productivity. They should motivate the employees in order to meet long-term objectives of the association. The supervisors should provide the good and favorable working environment to the employees. In this way, employees fell appreciate and they give full contributions in organizational success and growth. The supervisors should provide the various training to employees to understand the work and environment of the company. Now it can be said that superiors and managers play a significant role to provide job satisfaction to the employees (Yücel, 2012).
• Working environment and job satisfaction: A healthy working environment also affects the job satisfaction of the employees. The working environment also influences the business activities and operations of the company.  The working environment includes the various factors such as hygiene, noise, lighting, working hours, ventilation and resources. Therefore, the management should focus on these factors to provide job satisfaction to the employees. In this way, they feel more comforts to do the tasks effectively. So the organization should maintain the favorable working environment to provide happiness and pleasure to the employees at the workplace. Thus, the organization can fulfill the needs, desires and requirements of the employees (Warr & Inceoglu,  2012).
• Job security and job satisfaction: There is a close relationship between the job security and job satisfaction. Job satisfaction is not possible without job security. If the employee does not satisfy with the job then the organization cannot provide the satisfaction to the employees. Therefore, the association should provide the job security to the employees to enhance and increase the morale and satisfaction level of the workers.

There is a correlation between the job satisfaction and organizational commitment. Job satisfaction defines the positive and negative aspects and attitudes of the people. The organizational commitment determines the growth and success of the corporation. It helps to improve the efficiency and performance of the workers (DuBrin, 2013). Organizational commitment and job satisfaction are the strength of the organization. The managers and top management should not do the false and fake commitments with the employees. They should provide all the authentic and correct information to the employees. The company should clear and communicate the mission and vision of the organization to the employees. The top management and managers should provide support for the development of the employees. The organization should provide compensation and extra benefits to the employees for their excellent performance. These commitments should be done by the organization to provide job satisfaction and motivation to the employees. The managers play a significant role in the organizational commitment. They are responsible for the strong and effective organizational commitment towards the employees (Eslami &Gharakhani, 2012).

The essay is based on the attitude and behavior of the people. After the various researches, it has been analyzed that a company cannot achieve the targets without positive attitude and behavior of the people. The company should provide job satisfaction and enhance the morale of the employees. The top management and managers should make strong and effective commitment to the employees. It will enhance the motivation and working capacity of the workers.

References

Bissing?Olson, M.J., Iyer, A., Fielding, K.S. and Zacher, H., 2013. Relationships between daily affect and pro?environmental behavior at work: The moderating role of pro?environmental attitude. Journal of Organizational Behavior, 34(2), pp.156-175.

Chun, J.S., Shin, Y., Choi, J.N. and Kim, M.S., 2013. How does corporate ethics contribute to firm financial performance? The mediating role of collective organizational commitment and organizational citizenship behavior. Journal of Management, 39(4), pp.853-877.

DuBrin, A.J., 2013. Fundamentals of organizational behavior: An applied perspective. Elsevier.

Eslami, J. and Gharakhani, D., 2012. Organizational commitment and job satisfaction. ARPN Journal of Science and Technology, 2(2), pp.85-91.

Gin Choi, Y., Kwon, J. and Kim, W., 2013. Effects of attitudes vs experience of workplace fun on employee behaviors: Focused on Generation Y in the hospitality industry. International Journal of Contemporary Hospitality Management, 25(3), pp.410-427.

Harter, J.K., Schmidt, F.L., Agrawal, S. and Plowman, S.K., 2013. The relationship between engagement at work and organizational outcomes. Gallup Poll Consulting University Press, Washington.

Jain, R. and Kaur, S., 2014. Impact of work environment on job satisfaction. International Journal of Scientific and Research Publications, 4(1), pp.1-8.

Kehoe, R.R. and Wright, P.M., 2013. The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of management, 39(2), pp.366-391.

Li, A., Early, S.F., Mahrer, N.E., Klaristenfeld, J.L. and Gold, J.I., 2014. Group cohesion and organizational commitment: protective factors for nurse residents’ job satisfaction, compassion fatigue, compassion satisfaction, and burnout. Journal of Professional Nursing, 30(1), pp.89-99.

Warr, P. and Inceoglu, I., 2012. Job engagement, job satisfaction, and contrasting associations with person–job fit. Journal of occupational health psychology, 17(2), p.129.

Yucel, I. and Bektas, C., 2012. Job satisfaction, organizational commitment and demographic characteristics among teachers in Turkey: Younger is better?. Procedia-Social and Behavioral Sciences, 46, pp.1598-1608.

Yücel, ?., 2012. Examining the relationships among job satisfaction, organizational commitment, and turnover intention: An empirical study. International Journal of Business and Management, 7(20), p.44.