Solution
Executive Summary
This report intended to evaluate the concepts of attitudes and job satisfaction and how they relate to employee motivation and organisation behaviour. A critique has been developed focusing on different motivational theories and models in the available literature. The findings of this report indicate that attitudes, job satisfaction, and motivation are all linked together. This means that an organisation must prioritise on the job attitudes and satisfaction and link it to the motivation. The different reviewed study indicate that attitude has a direct influence on employee’s job satisfaction. This is since it leads to a direct impact on work roles which assists the employees to be satisfied in an organisation. Through the use of goal-setting theory, managers and supervisors would be best positioned to harness their organisation job satisfaction, level of attitude, and motivation of employees. There is nevertheless a need for conducting further research on the distinct aspects of job satisfaction, attitude, and motivation.
Table of Contents
2.0 Attitude and Job Satisfaction. 3
2.2 Job Satisfaction in Workplace. 4
2.2.1 Involvement in Job roles and Psychological Empowerment 5
2.2.2 Organisational Commitment 5
2.2.3 Perceived organisational support 5
3.0 Attitude and Job Satisfaction with Motivation and Organisation Behaviour 6
Classical organisation theory. 9
Neo-Classical Organisation Behaviour Theory. 9
Modern Organisation Behaviour Theory. 9
1.0 Introduction
The concept of attitude and job satisfaction has been an area of focus for many years since Western Electric Studies (LAWLER III & Porter, 1967). Despite the multiple studies that have focused on evaluating attitudes and job satisfaction and how they influence employee motivation and organisation behaviours, Saari and Judge (2004) note that there persist a confusion and debate among practitioners on the area of employee attitudes and job satisfaction. According to the study, attitudes identify the employee’s viewpoints on different aspects of their jobs, careers, and organisations which influence their satisfaction and later motivation and organisation behaviours. Adopting the definition of Pearson (2020), the attitudes represent the evaluative statements, both favourable and unfavorable about objectives, people, or events. They are cognitive, affective, and behavioural. This is as opposed to job satisfaction, which is a positive feeling about a specific job resulting from an evaluation of its characteristics. The outcome of this is relating to performance, organisational citizenship behaviour, motivation, reduced turnover, and motivation. Taking this background into account, this report intends to evaluate the concepts of attitudes and job satisfaction and how they relate to employee motivation and organisation behaviour. A critique has been developed focusing on different motivational theories and models in the available literature.
2.0 Attitude and Job Satisfaction
2.1 Attitude
There are varying definitions of attitudes in different studies. Nevertheless, a standard definition in Mitchell et al. (2015); Tharikh et al. (2016) is that attitudes identify the employee’s viewpoints on different aspects of their jobs, careers, and organisations which influence their satisfaction and later motivation and organisation behaviours. This definition is also affirmed by Ilahi and Ahmed (2016) that identify attitude as a mindset or a tendency of acting in a specific manner as a result of an individual’s experience and temperament. According to Garcia-Santillan et al. (2012), attitude can be measured from a cognitive, affective, and behavioural dimensions. While cognitive identifies the mental process of perception, conceptions, and beliefs on an attitudinal object with affective being a perception on personal feelings on their capacity with demonstrating behavioural tendencies of behaving in a specific manner towards an object. The three concepts are summarised in Robbins and Judge (2012) study on essentials of organisational behaviour who had noted that cognition, behaviour, and effect are significantly had to distinct since employees tend to perceive one outcome as being interconnected with the other.
The three components of attitude are critical and determine how organisations focus on their employee’s interests and how they view their roles and behaviours. According to Ilahi and Ahmed (2016), the cognitive component of attitude identifies the opinion or belief of an employee hence influencing how they make their judgment. This is as opposed to the affective component, which is used in identifying the desirable or undesirable aspect of the attitude with behavioural identifying the ability to have a specific objective by working in a particular manner. As noted in Gopinath (2020), the employee workplace attitude determines employees’ positive and negative feelings about their working environment. This is affirmed in the context of organisational behaviour with Adisa et al. (2019) study noting that the working attitudes include the level of organisational commitment, job involvement, and satisfaction. Additionally, Com (2010) noted that job involvement is a critical aspect where workers psychologically recognizes their work roles and the value of their outcomes. Through positive attitude in workplace, the employee’s emotional commitment is high with their values and goals prioritised.
2.2 Job Satisfaction in the Workplace
Different researchers have significantly evaluated job satisfaction. The most popular discussion, as noted by Kian et al. (2014) is that job satisfaction leads to a positive emotional state of feeling resulting from different job roles hence fulfilling individuals’ values towards their job roles. This definition was first provided by Organ and Konovsky (1989) study that noted that job satisfaction is inclusive of an affective component (emotional state) and cognitive (appraisal) of job satisfaction. From this point, it can be noted that job attitude is directly related to job satisfaction. Hence, both factors have a significant impact on the employee’s success in their organisation.
Job satisfaction is related to different aspects of the modern workplace. To affirm this, Josias (2005) note that in an organisation with employees with a high degree of job satisfaction, they have low-stress levels and turnover. Also, the employees are more committed to their roles, with turnover levels significantly reduced. This is since, as noted in Lee et al. (2020), the factors that influence the employees job satisfaction include the social, individual, cultural, environmental, and organisational factors. Different theoretical models of job satisfaction also support the relevance of job satisfaction in the workplace. For instance, the dispositional model of job satisfaction Nikolaev et al. (2020) note that satisfied employees can work beyond the scope of their expectations to be effective in their roles. Also, the value theory of job satisfaction Sahito and Vaisanen (2017) points out that the existence of job satisfaction is evidence of the existence of immense aspects that are valued by the employees. Hence, from the identified models, it is evident that job satisfaction is directly linked to issues of behaviour and attitudes of the employees and their practice in the workplace.
2.2.1 Involvement in Job roles and Psychological Empowerment
As noted in Ćulibrk et al. (2018), job involvement is identified as an attitude towards the work roles and customarily defined by the extent to which one identifies psychologically with one’s work. This means the extent to which an individual places importance on their work roles. The involvement in job roles are characterised by a process where early socialisation and relationship with the values of employees in their work roles and benefits. This is since job involvement is relating to the current job roles with an individual current employment phenomenon and the extent to which it achieves individual employee’s needs.
2.2.2 Organisational Commitment
Organisational commitment is defined by Cheah et al. (2016) as the degree in which the employees identify with an organisation in which they work. This is also on the extent to which they are engaged in their organisation and their intention of leaving. This is identified as an extension of the job satisfaction since it is normally dealing with a positive attitude that an employee has, toward their job and organisation. This is informed by the extent to which the employees are committed to an entity and ready to sacrifice for such an organisation. Nevertheless, Arasanmi and Krishna (2019) noted that in some instances, employees could be committed and be unhappy in their roles. Hence, organisations must focus on establishing a workplace culture that appreciates their interests to promote their commitment and satisfaction.
2.2.3 Perceived organisational support
As noted in Ćulibrk et al. (2019), the organisational satisfaction is directly associated with the organisation support advanced in an organisation, performance, and organisational citizenship behaviour. In most of the modern organisations operations, the total reward system is the most common approach in supporting the employees. This is affirmed by Arasanmi and Krishna (2019) report that has noted that an effective organisational support strategy could enhance the reputational status of an organisation as an employer brand. Hence, the employee’s preference is on a good relationship with their organisation which has a positive impact on the worker’s and organisation effectiveness.
3.0 Attitude and Job Satisfaction with Motivation and Organisation Behaviour
3.1 Motivation
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