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IntroductionThe concept of "organisation" can conjure a number of images. In order to eliminate any misinterpretation of it's meaning, I will refer to it as being an entitysomething that does not exist in nature but is developed through civilisation. Owing to civilisation, different cultures, norms and social values impact greatly, creating a purposeful and structured common behavioural goal, representing the organisation as being a social unit.In discussing the above statement, I will outline the main significances of attitudes, which affect work performance thus impinging on job satisfaction within an organisation. This essay will target to highlight the realms of an organisation, it's driving forces and both internal and external influences, while also aiming to encapsulate the major theoretical visions, which have brought about the understanding of the behaviour in modern organisations. The immense force of the people within this organisation, is the key to driving it forward.The organisation and it's Driving Force
Organisations, like people, have personalities but the traits, or dimensions, are not necessarily the same because of the differences between organizations and people. While an organization has reporting relationships, people do not. We are surrounded by organisations within every aspect of our daily lives, be it a voluntary organisation, educational, medical, financial; the list is endless. Each and every organisation is distinguishable by the human action within. This human action although it cannot be controlled must be understood in order to gear the efforts of the organisation into goal seeking activities. It is the behaviour of the employers and employees which are the driving force of the organisation and their attitudes, norms and values which ultimately strives for prosperity.The general mantra employees are our most important asset is often repeated. Like many other often quoted sayings this is only partly true. Good employees are invaluable, some may be a liability. The difficulty is what is the difference between good and average employees. In most instances it is their attitude, attitude to work, attitude to customers and attitude to colleagues.A person's attitude to their work is the most important contributor to their productivity, and to the organisation's success. This has been recognised and a number of theories have been suggested to increase motivation. When our values (what we believe is most important) link directly with our behaviour, we become more effective, more productive, and create the life that we want to live. Our work performance improves and leads to a greater sense of job satisfaction and morale within the organisation.Factors that affect work motivation and perception include individual differences, job characteristics, and organizational practices. Individual differences are the personal needs, values, and attitudes, interests and abilities that people bring to their jobs. Job characteristics are the aspects of the position that determine its limitations and challenges. Organizational practices are the rules, human resources policies, managerial practices, and rewards systems of an organization.The purpose of behaviour is to satisfy needs. A need is anything that is required, desired, or useful. A want is a conscious recognition of a need. A need arises when there is a difference in self-concept (the way I see myself) and perception (an individual first impression of any person, place or situation, based on personal instinct).The Theoretical ApproachMcGregor -Theory X & Theory YDouglas McGregor put forward the concept that peoples management behaviour is dependent upon their view of human beings and work. Behind every managerial decision or action are assumptions about human nature (McGregorPeople who support Theory X would believe that the average human being dislikes work and will avoid it if they can and that because of this, people must be coerced to put in the required effort, offered inducements and threatened with punishment. Theory X goes on to hold that the average human being seeks to avoid responsibility, is not ambitious and seeks security before advancement. People who hold to Theory Y, on the other hand, believe that for most people work is as natural as play; that people have capacity for self-control that motivation also arises from the higher order needs such as self-esteem and achievement and that people, if properly managed, will be more than willing to take on responsibility. Finally, theory Y holds that people can be creative and team spirited and that few organisations make use of the abilities that people have. Such beliefs, McGregor said, give rise to very different styles of management - as may seem obvious today. Theory Y may seem very idealistic but McGregor did argue for a situational approach in the application of Theory Y. He argued that one should that take account of the nature of the people, the organisation, the leader him or herself and the social or political environment. One also has to say that there are very many managers alive and kicking today who appear to have a very profound belief in Theory X - to the detriment of many companies and their customers, for not only is it rather assumptive, it undermines the employees within this setting thus retarding their work performance and job satisfaction.Maslow - Hierarchy of NeedsMaslow studied McGregor's and rather than creating such a division as McGregor did, he decided to encapsulate all requirements into what is termed as the "Hierarchy of Needs". This identifies five levels of needs, which are best seen as a hierarchy with the most basic need emerging first and the most sophisticated need last. People move up the hierarchy one level at a time. Gratified needs lose their strength and the next level of needs is activated. As basic or lower-level needs are satisfied, higher-level needs become operative. A satisfied need is not a motivator. The most powerful employee need is the one that has not been satisfied. Abraham Maslow first presented the five-tier hierarchy in 14 to a psychoanalytic society and published it in 154 in Motivation and Personality (New York Harper and Row). Psychological needs are the most basic human needs. They include food, water, and comfort. The organization helps to satisfy employees physiological needs by a salary. Level 1- Physiological needs are the most basic human needs. They include food, water, and comfort. The organization helps to satisfy employees physiological needs by a paycheck. Level - Safety needs are the desires for security and stability, to feel safe from harm. The organization helps to satisfy employees safety needs by benefits. Level - Social needs are the desires for affiliation. They include friendship and belonging. The organization helps to satisfy employees social needs through sports teams, parties, and celebrations. The supervisor can help fulfill social needs by showing direct care and concern for employees. Level 4 - Esteem needs are the desires for self-respect and respect or recognition from others. The organization helps to satisfy employees esteem needs by matching the skills and abilities of the employee to the job. The supervisor can help fulfill esteem needs by showing workers that their work is appreciated. Level 5 - Self-actualization needs are the desires for self-fulfillment and the realization of the individuals full potential. The supervisor can help fulfill self-actualization needs by assigning tasks that challenge employees minds while drawing on their aptitude and training.Herzberg - Hygiene Theory Herzberg describes needs in terms of satisfaction and dissatisfaction. He examined motivation in the light of job content and contest. (See Work an the Nature of Man, Crowell Publications, 166.) Motivating employees is a two-step process. First provide hygienes and then motivators. The fist, motivation, ranges from no satisfaction to satisfaction. The other, hygiene, ranges from dissatisfaction to no dissatisfaction. Satisfaction comes from motivators that are intrinsic or job content, such as achievement, recognition, advancement, responsibility, the work itself, and growth possibilities. Herzberg uses the term motivators for job satisfiers since they involve job content and the satisfaction that results from them. Motivators are considered job enhancers. They are necessary for substantial improvements in work performance and move the employee beyond satisfaction to superior performance. Motivators can be equated to Maslows higher-level needs of esteem and self-actualisation.Dissatisfaction occurs when the following hygiene factors, extrinsic or job context, are not present on the job pay, status, job security, working conditions, company policy, peer relations, and supervision. Herzberg uses the term hygiene for these factors because they are preventive in nature. They will not produce motivation, but they can prevent motivation from occurring. Hygiene factors can be considered job stabilisers because they encourage an employee to stay on a job. Once these factors are provided, they do not necessarily promote motivation, but their absence can create employee dissatisfaction. Hygiene factors correspond to Maslows physiological, safety, and social needs in that they are extrinsic, or peripheral, to the job. They are present in the work environment of job context.Motivation comes from the employees feelings of accomplishment or job content rather than from the environmental factors or job context. Motivators encourage an employee to strive to do his or her best. Job enrichment can be used to meet higher-level needs. To enrich a job, a supervisor can introduce new or more difficult tasks, assign individuals specialized tasks that enable them to become experts, or grant additional authority to employees.One can argue that these theories are rather limited in gaining an employee's true attitude to the job at hand. Firstly, Maslow, researched solely on white middle class America in the 150's, not a broad enough sample to survey and thus rather limited. One can argue that both theorists are absolute in their view as to what one strives for in their employment setting.People's attitudes are learned throughout life. They can be changed especially by a traumatic experience or a period of socialisation. Attitudes are less likely to be changed by training within an organisation. Usually any change programme will result in people saying the right things but not changing their behaviour or attitude. Then everything is forgotten and returns to normal. Again one can trace the limitedness of the above theorists in their research, for they seem to omit to reflect the impact of external forces, which most definitely bear an influence on attitudes within an organisation.The ImpactSo what are these experiences, which bear such an immense impact on work -related attitudes? How are they identified? How are they triggered? More importantly, can they ever be overcome?One major factor affecting work performance is that of stress. The term is often loosely referred to however. "I'm stressed out!" a very common reaction given by one colleague to another. However, it our perception of this reaction which leads to ascertain as to whether or not the colleague in question is under the influence of positive pr negative stress. Put more eloquently, I suppose, there are two separate types of stress, which have frequently never been addresses. One is distress, and can be described as followsWhen employees of an organisation feel stressed, their well being is negatively affected. They dont feel good, and this has a direct affect on the organisation, which, after all, is only as good as its people. The organisational effects of stress can include the following ·High absenteeism and staff turnover ·Interdepartmental conflict ·Deterioration in industrial relations ·Reduction in long-term productivity ·General dissatisfaction, low morale and poor work performance More subtle and even more damaging effects of long term organisational stress include pervasive negativity, lack of organisational commitment, job satisfaction and ultimately organisational breakdown. So, it is in everyones interest that stress is given the recognition that it deserves and policies are developed to tackle it. Any environment can cause stress and some level of stress is just part of everyday life, both within the workplace, in families and in social organisations. However, in order to prevent a situation causing a debilitating level of stress, there must be controls in place. In order to recognise distress in the workplace, a person may behave in one or more of the following ways ·be prone to tearfulness, impulsiveness and out-of-character behaviour ·be aggressive and irritable without apparent cause ·show poor levels of concentration and focus ·develop a variety of illnesses/conditions not medically explained ·exhibit tired, lethargic, apathetic behaviour ·Develop dependencies on alcohol, drugs, people ·Loose interest in many aspects of life within and outside of work. Very severe stress can lead to breakdown, where a person feels so overcome and unable to regain control of life that they need specialist help. There are many ways of preventing such acute situations from developing once the symptoms of stress or potential stressors are identified and treated appropriately. Dont forget, a person might behave in these ways without being stressed, or without the stress being work related, so jumping to conclusions to quickly is not a good idea! The external influences in the employee's life may the creation of such distress and may have nothing whatsoever to do with the prevailing culture within the organisation.The other form of stress is eustress. The former refers to negative stress, where there can be an increase in blood pressure, frequent migraine, often depression as a result of the ability to see the light at the end of the tunnel. The latter refers to postive stress.Eustress can be defined as a pleasant or curative stress. We cant always avoid stress, in fact, sometimes we dont want to. Often, it is controlled stress that gives us our competitive edge in performance related activities like athletics, giving a speech, or acting, reachind a deadline, preparing for an interview etc. If you are involved in an oral interview for a job, you will benefit from a certain amount of stress. It is stress that provides you with focus and gives you your competitive edge that will help you think quickly and clearly and express your thought in ways that will benefit your interview process.Some stressors can cause both good and bad stress. Radiation, left uncontrolled, may cause cancer, and yet, if the radiation is controlled and pinpointed, it may serve to cure some cancers. Exercise is most often a good stressor. But overtraining can cause injury and illness.Reverting to the statement of being stressed out once more!. Research carried out by Wendy Boswell, assistant professor of management in the Lowry Mays College and Graduate School of Business, in the US, on a sample of colleagues within a large financial organisation, highlighted that feeling 'stressed' at work may not necessarily be bad and researchers and practitioners may want to be more discerning as to how stress is regarded and managed in the workplace.Her study revealed that, when employees experienced hindrance-related stress, they were more likely to seriously search for another job with the intent to quit their current one. At the same time, their loyalty to their employer was low. On the other hand, when employees reported challenge-related stress, they were not likely to job search, and actually had low quit intentions. Challenge-related stress also was positively related to organizational loyalty.Which begs the question How can higher stress be related to desirable work outcomes? Boswell says that challenge related job demands may be pressure and anxiety inducing, yet are viewed as rewarding and thus result in enhanced employee attitudes and retention because of the feeling of personal gain that they induce. Also, employees recognize that through these challenges they have the potential for administrative growth, mastery of competencies and personal development. Ultimately, it is the feeling of challenge that indirectly influences the positive work outcomes.In any case, every organisation should include a properly organised programme of activities designed both to satisfy the needs of customers and the marketplace, as well as the needs of the individual employee. We cant smell it, touch it or see it, but stress is a very real danger, which, employees must be protected against under the 18 Safety, Health and Welfare at Work Act. Stress is the invisible disease of the modern organisation and should be addressed within the health and safety system at work in your organisation. Both challenge and hindrance related stress may lead to employee burnout. And while stress may not be totally bad, stress-reduction programs for employees should be aimed at reducing hindrance-related job stress while being careful to not eliminate the more challenge-related experiences in one's job, in particular, those experiences that motivate.Motivation as discussed by Herzberg and Mazlow is used in the workforce not just to attract individuals to that organization but to keep them there. One definition of motivation states that it "is the willingness to do something and is conditioned by this action's ability to satisfy some need for the individual". Robbins(14,p.4) It can be admitted that it a truism that everyone talks about the weather but nobody does anything about it in Ireland anyway! Like the weather, everyone talks about unmotivated employees, clients, or teammates, but unlike the weather, something can be done about lack of motivation. Unmotivated people are viewed as discouraged. Their discouragement may be seen beneath their apathy, absenteeism, uncooperativeness, rebellion, or other symptoms. Discouraged employees need encouragement to become contributing members in the workplace. Reward systems are strategic mechanisms that are used to help achieve the initiator's goals. There are many companies that are beginning to realise the importance of aligning compensation and reward systems aimed at reinforcing the employee's objective.Clearly, a major motivation for working is money for both team andindividual, but money in and of itself is not important, it acquiresimportance as a means of fulfilling needs. The importance of money shouldnot be overestimated. It is clear that money is important if the employee views it as a means to a desired end, but it is definitely not the sole vehicle for satisfying all of the employee's needs (Aldag & Brief, 17). A second area that might motivate individuals and teams is social interaction. Work is social. The importance of the social aspects of work is a function of several factors in addition to the employee's self worth (Aldag & Brief, 15).Employee participation is the extent to which employers move employees to their norms, that is, standards of behaviour, or put more simply the way we do things around here. Employee participation is the extent to which employees share in the decision-making process. It can range from relatively minimal where employers inform employees as to what is occurring in the organization, to relatively extensive, where employees regularly, especially in larger organisations, sit on the board of directors and have influence in major organizational decisions. Often, when people are given input to the decisions that affect them, they are more committed to those decisions so that if employees are given input to the norms, values and behaviours that affect them, they are more likely to be committed to those norms, values and behaviours and thereby be more highly socialized. The extent to which employees are socialised is important to employers because the more socialised they are, the fewer bureaucratic mechanisms are needed to control them.Among the organisational performance outcomes associated with employee commitment are organizational learning; role conflict; autonomy; job satisfaction; willingness to give up; organisational change; and employee involvement. In a work setting, commitment means, at a minimum, that an employee agrees to complete assigned work and meet or exceed specific standards of quality, quantity, and timeliness that add value to the organisation and its results. The level of employee commitment to the job is often the key determinant of whether an employee performs marginally or exceeds expectations.Some examples in gaining employee commitment include setting clear goals for employees that require effort to achieve but are credible measures. Basically, by showing them that there is light at the end of the tunnel, and once achieved, it should be rewarded sufficiently. This can therefore create a work climate where employees feel valued and an integral force in the organisation's mission and not just a mere cog in the machine. Obtaining and maintaining employee commitment can be the most challenging factor of the performance formula. But practicing good performance management techniques offers supervisors and managers the ways and means to sustain and improve that commitment and thereby further leverage their employees capacity to perform.ConclusionThis essay has reviewed the impact of key related attitudes of both job satisfaction and organisational commitment, zoning in particularly on factors such as motivation, stress, conformity and participation. Using the theories of McGergor, Mazlow and Herzberg, I have delineated how their work has influenced organisational behaviour while also highlighting the generalistic aspect of some of their work. Moving forward the best way of obtaining the right attitude amongst employees is by recruiting those people who have the required attitude to start with. Yet, most companies ask for skills and experience in areas where they can easily teach a new employee. Of course in some instances, knowledge and experience are important. But there are less than most people would believe. It may take a couple of months to train someone with no experience. Once they have been trained they will be more productive and outperform experienced people who do not have the right attitude……….! BIBLIOGRAPHYAldag, R. J. & Brief, A. P. (17). Task design and employee motivation.Glenview, IL Scott, Foresman and Company.Campbell, J. P., & Pritchard, R. D. (176). Motivation theory in industrial and organizational psychology. In M. D. Dunnette (Ed.), Handbook of industrial and organizational psychology. Chicago Rand McNally.Maslow, Abraham.154 in Motivation and Personality (New York Harper and Row). Meyer, J. P. & Allen, N. J. (17). Commitment in the Workplace Theory,research, and application. Thousand Oaks, CA SAGE Publications.Morley M., Moore S, Heraty N. and Gunnigle P. (18) Principles of Organisational Behaviour An Irish Text. Gill & McMillan, Dublin http//www.hsa.ie/law/index.htm lhttp//vpr.tamu.edu/advance/stress.html Please note that this sample paper on Discuss the impact of the key related attitudes of job satisfaction and organisational commitment on work performance. is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on Discuss the impact of the key related attitudes of job satisfaction and organisational commitment on work performance., we are here to assist you. Your cheap custom college paper on Discuss the impact of the key related attitudes of job satisfaction and organisational commitment on work performance. will be written from scratch, so you do not have to worry about its originality.
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