THE UNIVERSITY OF NORTHAMPTON
Faculty of Business and Law
Research Report on Employee Motivation and
Organizational Behaviour
1
Contents
Contents..........................................................................................................................2
01. Introduction.............................................................................................................. 3
1.1 Purpose of the Report....................................................................................... 3
1.2 Scope of the Study............................................................................................3
1.3 Employee Attitudes.......................................................................................... 3
1.4 Job Satisfaction.................................................................................................3
1.5 Motivation........................................................................................................ 4
1.6 Organizational Behaviour.................................................................................4
02 Literature review and Theoretical background of the Study.....................................5
2.1 Findings from other researchers....................................................................... 5
2.2 Theoretical models........................................................................................... 5
03. Evaluation of attitude and job satisfaction to the employee.....................................7
3.1 Relationship between attitudes and job satisfaction.........................................7
3.2 Attitudes and job satisfaction to the motivation- Based on practical example 7
3.3 Attitudes and job satisfaction to the Organizational Behaviour - Based on
practical example....................................................................................................7
04. Conclusion................................................................................................................8
05. Reference..................................................................................................................9
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01. Introduction
This section will describe pose of the report and its scope also identify definition and
components of employees attitudes, job satisfaction, motivation and organizational
behavior.
1.1 Purpose of the Report
Purpose of the study is to identify how attitude and job satisfactions impact to the
employee motivation and organization behavior.
1.2 Scope of the Study
1.3 Employee Attitudes
Simply meaning of attitudes can be identified as a way of thinking or feeling about
something (oxford dictionary). Structure of attitudes has three components such as
Affective component ( emotion about a particular object), Behavioral component ( the
way of a person react on the objective ) and Cognitive component ( the person
knowledge about the objective ). This model called as ABC model of attitudes.
(reference: https://www.simplypsychology.org/attitudes.html ).
1.4 Job Satisfaction
Job satisfaction is the extent to which an employee likes or dislikes her work.
Although it is an overall attitude about the work and the organization, a number of
facets or dimensions influence it, including job conditions, supervision, nature of the
work, co-workers, pay and benefits and personal characteristics. Employers monitor
workers’ job satisfaction through a variety of tools, such as employee satisfaction
surveys, to measure employee attitudes and identify opportunities for improving
morale and job satisfaction. The goals of such efforts are desired organizational
behaviors and improved employee retention.
(https://bizfluent.com/info-8481669-importance-job-satisfaction-organ
izational-behavior.html )
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1.5 Motivation
Employee motivation is the level of energy, commitment, and creativity that a
company's workers bring to their jobs. Whether the economy is growing or shrinking,
finding ways to motivate employees is always a management concern. Competing
theories stress either incentives or employee involvement (empowerment). Employee
motivation can sometimes be particularly problematic for small businesses. The
owner has often spent years building a company hands-on and therefore finds it
difficult to delegate meaningful responsibilities to others. But entrepreneurs should be
mindful of such pitfalls: the effects of low employee motivation on small businesses
can be harmful.
(https://www.inc.com/encyclopedia/employee-motivation.html)
1.6 Organizational Behaviour
Organizational behavior is more commonly known as organization citizenship
behavior (OCB) or organizational commitment. Developed by Dennis Organ in 1988
at the University of Indiana, the OCB concept is defined as discretionary employee
behavior that benefits the organization. The behavior is not formally recognized or
directly related to the employee's job description or performance standards. OCBs are
the result of personal choices made by the employee. They are classified as altruism,
courtesy, conscientiousness, civic virtue (involvement in company activities),
sportsmanship, peacekeeping and cheer leading behaviors. (
https://bizfluent.com/info-8481669-importance-job-satisfaction-organi
zational-behavior.html )
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02 Literature review and Theoretical background of the Study
2.1 Findings from other researchers
2.2 Theoretical models
Motivation Methods
Empowerment : Giving employees more responsibility and decision-making authority
increases their realm of control over the tasks for which they are held responsible and
better equips them to carry out those tasks.
Creativity and Innovation : The power to create motivates employees and benefits the
organization in having a more flexible work force, using more wisely the experience
of its employees, and increasing the exchange of ideas and information among
employees and departments.
Learning : Companies can motivate employees to achieve more by committing to
perpetual enhancement of employee skills.
Quality of Life : Companies that have instituted flexible employee arrangements have
gained motivated employees whose productivity has increased. Programs
incorporating flex-time, condensed workweeks, or job sharing, for example, have
been successful in focusing overwhelmed employees toward the work to be done and
away from the demands of their private lives.
Monetary Incentive : The sharing of a company's profits gives incentive to employees
to produce a quality product, perform a quality service, or improve the quality of a
process within the company. What benefits the company directly benefits the
employee. Monetary and other rewards are being given to employees for generating
cost-savings or process-improving ideas, to boost productivity and reduce
absenteeism.
Other Incentives: Proven non-monetary positive motivators foster team spirit and
include recognition, responsibility, and advancement. Managers who recognize the
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"small wins" of employees, promote participatory environments, and treat employees
with fairness and respect will find their employees to be more highly motivated.
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03. Evaluation of attitude and job satisfaction to the employee
3.1 Relationship between attitudes and job satisfaction
3.2 Attitudes and job satisfaction to the motivation- Based on practical example
Negative motivation affection on workplace
Lackluster performance
Unwillingness to work collaboratively
Dismal outlook
Unwillingness to try new things
Reduced energy levels
Depressive feelings
Reduced quality of work product
Poor customer engagement
Difficulty overcoming obstacles
Positives motivation affection on work place
Increased productivity
Greater probability of collaboration and teamwork
Improved morale
Ability to overcome adversity
Willingness to think creatively and try new things
Willingness to share information and ideas
Lower turnover
Increased sense of camaraderie
Improved customer service
3.3 Attitudes and job satisfaction to the Organizational Behaviour - Based on
practical example
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04. Conclusion
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05. Reference
