Organizational Behaviour Notes

Organizational Behavior: Motivation, Attitude and Job Satisfaction

• Course Details

  • Universiti Poly-Tech Malaysia (UPTM)

  • Course: Organizational Behaviour (MGT2293/MGT2123/MGT204)

  • Instructor: Nor Aziah Binti Sulaiman, Senior Lecturer, Faculty of Business & Accountancy (FABA)

Key Topics in Motivation, Attitude, and Job Satisfaction

• 5.1 Job Design & Alternative Work Arrangements

  • Job design systematically allocates tasks and responsibilities within an organization.

  • Effective job design increases motivation through:

  • Job enlargement (increasing the number of tasks).

  • Job enrichment (adding depth to a job).

  • Job Characteristics Model (JCM) influencing motivation based on:

    • Skill Variety

    • Task Identity

    • Task Significance

    • Autonomy

    • Feedback

• 5.2 Employee Involvement

  • Structures that allow employees to contribute to decisions affecting their work.

  • Involvement leads to higher commitment to organizational success.

  • Levels of involvement range from:

  • Low involvement (informative)

  • Moderate involvement (consultative)

  • High involvement (decision-making)

• 5.3 Extrinsic and Intrinsic Rewards

  • Extrinsic Rewards: Tangible, controlled by others (e.g., bonuses, recognition).

  • Intrinsic Rewards: Psychological, derived from meaningful work, leading to self-satisfaction.

• 5.4 Impact of Workers’ Motivation

  • Greater motivation leads to:

  • Improved job performance and productivity

  • Greater job satisfaction

  • Enhanced customer satisfaction

  • Increased organizational citizenship behavior

  • Reduced absenteeism and turnover

Understanding Attitudes

• Definition of Attitudes

  • Evaluative statements about objects, people, or events reflecting feelings and viewpoints.

  • Three components:

  1. Cognitive: beliefs and opinions.

  2. Affective: emotional responses.

  3. Behavioral: intended actions or responses.

• Cognitive Dissonance Theory

  • Incompatibility perceived between attitudes and behaviors can create discomfort, altering one's attitudes or behaviors to resolve this dissonance.

Job Attitudes

• Job Satisfaction

  • Positive feelings resulting from an evaluation of job characteristics.

  • Key elements influencing satisfaction:

  • Work type, pay, skills required, supervision, job conditions.

• Job Involvement

  • Degree of identification with job performance and its significance to self-worth.

• Organizational Commitment

  • Sense of loyalty and identification with the organization’s goals.

• Perceived Organizational Support (POS)

  • Employees' belief in the organization valuing their contributions and well-being.

• Employee Engagement

  • Involvement, satisfaction, and enthusiasm for tasks.

Causes and Outcomes of Job Satisfaction

• Causes of Job Satisfaction

  • Job conditions, social interactions, personality traits, and corporate social responsibility (CSR).

• Outcomes of Job Satisfaction

  • Enhanced job performance, organizational citizenship behavior, customer satisfaction, and overall life satisfaction.

  • Constructs like constructive voice response (suggesting improvements) and destructive behaviors such as turnover.

Employee Responses to Dissatisfaction

• Four Common Responses

  1. Voice: Actively seeking to improve the situation.

  2. Exit: Leaving the organization.

  3. Loyalty: Passively waiting for conditions to improve.

  4. Neglect: Allowing conditions to worsen.

• Counterproductive Work Behavior (CWB)

  • Damaging actions that impact the organization negatively.

  • Addresses issues such as absenteeism and employee turnover.

Conclusion

• Understanding motivation, attitudes, and job satisfaction is crucial for managing employees effectively and enhancing organizational performance. Discrepancies between managers' perceptions and actual employee satisfaction can lead to significant organizational issues.