Understanding Organizational And Management: The Significance Of Attitude And Organizational Commitment

The Theory of Planned Behavior and its effect on work behavior

Question:

Discuss About The Understanding Organizational And Management?

The essay on organisational behaviour would aim to generate potential inferences to different human resources centred issues like significance of attitude for individuals, effect of attitudes in determining work behaviour, understanding and evaluating factors determining organisational commitment and would finally endeavour in evaluating organisational commitment as a true mirror of staff commitment in a firm, Empirical research is focused on being carried out based on consultation of journals for generating inferences to the stated aspects.

Martin Fishbein and Izek Ajzen contributed in the development of Theory of Planned Behaviour. It identifies three different variables that in turn affect the relationship of attitude-behaviour nexus. The pattern of attitude towards the behaviour tends to determine the nature of one’s behaviour at work. It is observed that the stronger the attitude the better the behaviour in conducting the work. Again, the subjective norms or those things or that which ones value tends to generates attitudes that determine the behaviour of the individual at the workplace. Thirdly, the perceived nature of behavioural control or the extent to which one tends to believe that one can actually conduct the behaviour predict one’s intention of performing the behaviour thereby predicting the final behaviour of the person  (Rozkwitalska, 2012).

Certain conditions are underlined in which attitudes tend to predict behaviour of individuals. The first case is identified where both the attitude and behaviour both tend to occur along similar situations in the social framework. Secondly such situations arise when the like components pertaining to attitude can be accessed in terms of assessing the attitude and performing the behaviour. Thirdly, attitudes are observed to determine behaviour of individuals at workplace in a situation when the attitudes are measured in a specific fashion rather in a general manner. Fourthly, in cases of existence of low self-monitors in place of high self-monitors attitudes tend to predict or determine the behaviour of individuals at the workplace  (Shi & Wang, 2011).

Attitude of an individual helps that person to face different ups and downs during the lifetime. Attitude of a person tends to identify the manner the person copes a particular situation or circumstance. Thus whatever perspective is held by an individual regarding an issue or situation whether in the society or in the organisation the same tends to affect one’s performance or the way the individual tends to handle rejections. Attitudes are identified to represent a specific structure and are essentially developed by individuals. Bearing a specific thought for a longer duration tends to make it permanent in one’s mind. The thought may tend to generate whether a positive or negative influence on the individual. The bearing of the thought for a longer period contributes in the generation of an attitude pertaining to an individual  (Podsiadlowski, Gröschke, & Kogler, 2013).

How attitudes predict behavior in individuals

An individual is always required to have a positive attitude in dealing with the ups and down of one’s life. An individual having a positive mindset and effective attitude contribute in helping to face the upheavals of life with a smiling face. Further, the right type of attitude towards an event or situation also helps in generating or brainstorming an effective solution rather than being pressurised by the happening. Attitudes tend to be rooted to the beliefs of individuals and are observed to be unique in nature such that they tend to differ from person to person. Productivity of an individual pertaining to one’s own workplace is ideally generated from one’s attitude towards the task or work. The right type of attitude inculcated by an individual ideally contributes in encouraging the individual in working in a motivated fashion for generating needed performance (Ferdman & Sagiv, 2012).

A study conducted by the Stanford Research Institute reflects that success is gained in any walk of life or in any profession owing to 88 percent attitude and 12 percent knowledge about the specific domain. Thus, the right type of attitude coupled by effective education and training spells success for an individual in the long run (Olsen & Martins, 2012). Both positive and negative attitudes are formed in an individual based on the level of experiences and interactions carried down by the person during one’s lifetime. It is required of the individual to forego the wrong attitudes such that the same hinders productivity and efficiency of the individual at the workplace (Khanaki & Hassanzadeh, 2010).

Ordinary thinking presupposes that organisational effort taken towards career development of individual employees, talent management and also generation of effective compensation for the staffs are factors that would encourage an individual to work in a committed fashion within the institution. However, in reality the encouragement of the organisational managers and leaders regarding formation of teams and conducting work within the group or team setting, availability of the right type of working conditions and management policies exercising severe restraint on carrying out coercive leadership and emergence of sweatshops, empowerment of individuals to take part in decision making activities and also recognition of the performances and efficiencies of the individuals at the workplace are identified to be effective determinants of organisational commitment of individuals at the different workplaces. Similarly, the existence of performance oriented human resources practice in the organisation also tends to influence the organisational commitment of an individual through the generation of job satisfaction (Bhatia & Kaur, 2014).

The importance of attitudes in an individual’s life

Apart from working in teamwork setting the level of satisfaction gained by an employee at the workplace stands as an effective contributor in enhancing the level of organisational commitment of the individual. Studies also reflected that designing of jobs and role plays within a firm, management of human resources, development of internal talents and confidence, effective communication between supervisors and staffs within an organisation and also the spirit and enthusiasm of working in a team are identified to be potential determinants of organisational commitment. It is observed that increased level of organisational commitment among staffs’ results not only in generating greater productivity but also contributes in enhancing the level of customer satisfaction at the workplace and also reducing the chances of employee turnover and absenteeism (Rozkwitalska, 2012).

The aspect of organisational commitment is required to be effectively understood such that the same helps in evaluating the degree to which an employee is attached to his or her work and also towards the workplace. Failure in effectively understanding the role of organisational commitment amounts to the generation of erroneous management strategies that affect the potential of both the employees and the organisation in fulfilling the business and customer servicing objectives. An employee with high amount of organisational commitment reflects increased commitment in fulfilling the jobs and responsibilities entrusted upon the individual by the organisational management with or without proper supervision. Employees with high amount of organisational commitment reflect greater sense of responsibility and accountability in meeting of stated tasks and account to be high performers. They also reflect interests for working with the organisation for longer periods. The same helps the organisation to gain effective returns from the care undertaken by the management for enhancing staff/employee commitment through generation of effective training and development programs and also in terms of generation of rewards and benefits (Salas et al., 2012).

Apart from the above styles associated with Soft HRM concept, high amount of organisational commitment suggests that management in the organisation have taken key steps for enhancing the job security of the employees. A secured and safe working atmosphere encourages the employees to work in a more committed fashion for generating needed productivity (Jehanzeb & Bashir, 2013). However, the case of continuance commitment is also required to be studied where the employees fearing problems in being recruited elsewhere continue to work in a committed fashion within the firm. The same affects the level of affective commitment of the employee. The management of the firm herein fails to gain access to new and fresh talents and is required to depend on the performances of the old staffs which in turn affect its productivity. Thus, here though the level of organisational commitment is found to be higher on account of the responsibility of the employees in meeting tasks yet it fails to reflect managerial care for sustaining employee commitment within the firm (Dartey-Baah, 2013).

Conclusions

The essay contributes in answering different underlying questions associated to human resources management. It analysed the significance of attitudes towards an individual while also reflecting on the different circumstances where attitudes tend to determine the behaviour of individuals at the workplace. The essay also reflects on the different factors that determine organisational commitment of individuals in an institution. Finally, the essay probes that whether organisational commitment is a true reflection of management’s care in enhancing employee commitment at the workplace.

References

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Dartey-Baah, K., 2013. The Cultural Approach to the Management of the International Human Resource: An Analysis of Hofstede’s Cultural Dimensions. International Journal of Business Administration, 4(2), pp.39-45.

Ferdman, B.M. & Sagiv, L., 2012. Diversity in Organizations and Cross-Cultural Work Psychology: What If They Were More Connected? Industrial and Organizational Psychology: Perspectives on Science and Practice, 5(3), pp.1-51.

Jehanzeb, K. & Bashir, N.A., 2013. Training and Development Program and its Benefits to Employee and Organization: A Conceptual Study. European Journal of Business and Management, 5(2), pp.243-52.

Khanaki, H. & Hassanzadeh, N., 2010. Conflict Management Styles: The Iranian General Preference Compared to the Swedish. International Journal of Innovation, 1(4), pp.419-26.

Olsen, J.E. & Martins, L.L., 2012. Understanding organizational diversity management programs: A theoretical framework and directions for future research. Journal of Organizational Behavior, 33(8), pp.1168-87.

Podsiadlowski, A., Gröschke, D. & Kogler, M., 2013. Managing a culturally diverse workforce: Diversity perspectives in organizations. International Journal of Intercultural Relations, 37, pp.159-75.

Rozkwitalska, M., 2012. Accepted and strong organisational culture in multinational corporations. Journal of Intercultural Management, 4(3), pp.5-14.

Salas, E., Tannenbaum, S.I. & Kraiger, K., 2012. The Science of Training and Development in Organizations: What Matters in Practice. Psychological Science in the Public Interest , 13(2), pp.74-101.

Shi, X. & Wang, J., 2011. Interpreting Hofstede Model and Globe Model: Which Way to Go for Cross-Cultural Research. nternational Journal of Business and Management , 6(5), pp.93-99.