Work Motivation, Attitudes and Job Satisfaction - Example

Work Motivation, Attitudes and Job Satisfaction My Name Course Instructor Institution City/State Date : Introduction There are various factors that influence job performance in the organizations. These factors mostly affect workers and they originate from the existing organization behavior (Furnham, Eracleous & Chamorro-Premuzic 2009, p. 765). Most organizations have found that work motivation is the determinant factor of employee performance. Besides, the way that the business motivates its employees influences their loyalty and eventually leads to their retention. Psychologists have developed many theories of explaining motivation concepts but this paper selects Maslow’s theory, expectancy and reinforcement theory. Besides, best application of these theories has a positive impact on the organization since it leads to increased job performance and employee maintenance. On the other hand, attitudes and job satisfaction have significant effect on the employee performance. Maslow and Herzberg are two pioneers of theories of organizational behavior who developed theories that would later lay the basis of current human resource management (Furnham, Eracleous & Chamorro-Premuzic 2009, p. 765). Moreover, affect theory also explains organization behavior and employee attitudes. Motivation Motivation is the activity that drives or influences actions and behaviors which the organization directs towards a certain goal as well as a reward to satisfy employees needs (Furnham, Eracleous & Chamorro-Premuzic 2009, p.766). Employees get motivation when they have the expectation that their actions will likely fulfill certain goal or when they will receive rewards to satisfy their needs (Reis & Peñam 2001, p.667). Organization use motivation systems to influence employees to move towards the direction that the organization sets as well as creating conditions where employees wish to persist while applying their efforts of achieving them (Milne 2007, p.30). Types of motivation There exist two types of motivation; intrinsic and extrinsic (Furnham, Eracleous & Chamorro-Premuzic 2009, p.766). Intrinsic motivation is always self-generated and internal (Cherry 2013, p.1). This is the sense achievement and satisfaction that employees feel when they spend their time performing tasks that reflect their driving factors. It is all about the activities that employees enjoy the most. For instance, when employees have inner drive of learning new things, they have the feeling of high motivation at work to complete tasks that enable them to develop their knowledge, experience and skills. Working on these tasks as well as completing them gives workers the feeling of inner satisfaction rather than contracts that do not offer opportunities for development. Intrinsic motivation can also include problem solving, creativity, talents and skills utilization, completing challenging tasks autonomy among others (Furnham, Eracleous & Chamorro-Premuzic 2009, p.768). On the other hand, extrinsic motivations are external and originate from others. Such type of motivation may include salaries, bonuses, security, recognition, praise, promotion. Moreover, punishment and privilege withdrawals may also act as extrinsic motivation. Extrinsic motivation depends on organization behavior and level that are outside the control of managers and individual leaders. Furthermore, these types of motivators have short-term influence on the overall motivation because when the organization withdraws them, it leads to rapid falling of inspiration. Nature of motivation and organization performance Motivation entails set of forces that cause employees and other organization members to chose or select certain behaviors from the various alternatives that are available to them(Furnham, Eracleous & Chamorro-Premuzic 2009, p.768). Organization behavior will definitely reflect the kind of motivation that the employees receive. However, employees’ performance depends on motivation, their ability and work environments (Maroney 2004, p.1). In the event of deficiencies, the management can address them by training or altering the work environment. On the other hand, many organizations find it difficult to address motivation problems due to their complexities. Concisely, motivation is vital for the organizations since it determines performance due to its intangible nature. Theories of motivation Maslow’s approach assumes that individuals have the motivation of satisfying their five levels of basic needs that include physiological, security, belongingness, esteem and self-actualization. This hierarchy arrangement shows how the model arranges these needs in the increasing order of importance, beginning with their physiological needs. According to this theory, when individuals satisfy a particular level of need, it no longer becomes a motivator thus the individual move up this hierarchy to satisfy next level needs. Though Maslow’s approach provides a logical framework of categorizing needs, it never paints the exact picture. Figure 1 Maslow theory (Furnham, Eracleous & Chamorro-Premuzic 2009, p.772) Expectancy theory Expectancy theory suggests that people base their motivation on extent of wanting something and eventually their capability of finding them (YourCoach 2013, p.1). Victor Rom developed the theory and he stated that effort plus motivation results in performance. This theory suggests three conditions for motivation behavior. Firstly, effort of performance expectancy must always be greater than zero (Furnham, Eracleous & Chamorro-Premuzic 2009, p.773). Secondly, performance of the outcomes must also be greater than zero and finally the sum of all these valances for all the relevant outcomes must always be greater than zero. However, Lawler and Peter extended this model by inferring that high performance leads to high satisfaction (Lee 2007, p.790). When work performance in intrinsic and extrinsic rewards, individuals are able to evaluate equity of all the rewards relative to their expended efforts as well as the level their attained performance level. On the other hand, individuals get satisfaction when they feel that rewards are fair to them. Implication of expectancy theory to managers Lawler and Nadler recommend ways that managers adapt to apply the basic concepts of the expectancy theory (YourCoach 2013, p.1). Firstly, the managers must determine the specific outcomes that each employee wants (Furnham, Eracleous & Chamorro-Premuzic 2009, p.774). Then, the managers should decide on the performance levels and kinds that are vital meeting organizational goals by making sure that they forecast on performance levels that are attainable. Nonetheless, these managers must ensure that they link the desired performance and outcomes. Finally, reward s must be large and the reward system must be equitable.   Figure3. Expectancy theory (Furnham, Eracleous & Chamorro-Premuzic 2009, p.774) How organization can enhance motivation Managers can influence motivation in their premises by using the existing reward systems or they can adopt and develop interventions by deriving them from one of these motivation theories (Furnham, Eracleous & Chamorro-Premuzic 2009, p.771). By definition, a rewards system is basically the structural mechanism for motivating workers. The system may either be formal or informal for defining employee performance, evaluating them and rewarding their merit. The primary purpose of giving rewards is to influence the behavior of the employees. Reinforcement theory of motivation Reinforcement theory can be useful in explaining employee motivation (Banaji 2011 p.1). The extent of motivation influence individual behaviors and this theory states that behaviors have functions of certain consequences. This theory also infers that environments may influence people’s behaviors and attitudes. On the other hand, this theory focuses on environment that has a significant effect on employee behavior. The theory has some useful tools in influencing and explaining employee behavior in work places as the paragraph below discusses. Organization behavior modification or management (OB Mod) The management can use this tool to systematically apply the reinforcement theory in the work places (Banaji 2011 p.1). For instance, the Emery Air Freight Company events showed how influential OB Mod is to the organizations (Emery Air Freight Company 2013, p.1). In this case, employees were using incorrect container sizes for shipping that resulted in hefty costs for the company. With time, the company used OB Mod that increased its productivity while reducing costs. Companies and managements use this model because it has a lot of merits. Firstly, it increases productivity. Secondly, the model structure makes it possible to reduce employee absenteeism. On the other hand, the model also encourages safety behaviors among employees thus encouraging responsibility amongst them. Finally, the model also helps organizations in reducing time losses that results from injuries since it encourages safety behaviors. However, there are some ethical considerations of the OB model. Firstly, the model may comprise freedom of choice amongst the employees implementing the reinforcement theory does not consider workers’ interest. Besides, it may benefit the company with limited provision for personal growth amongst the employees. The OB model (Banaji 2011, p.1) Interventions for improving or enhancing motivation There are three interventions of enhancing motivation including workweek modification, behavior modification and work design (Furnham, Eracleous & Chamorro-Premuzic 2009, p.774). In behavior modification, the organization tends to apply reinforcement theory concepts. This technique tends to modify the organization settings that influence certain behaviors. On the other hand, modified workweek is when the organization uses a work schedule that is not in line with the eight-hour working days and the five-day weekly work design. The organization can also use some alternatives like compressed workweek, job sharing, work-at-home and flexible job schedules. Finally, the organization may also use the technique of changing nature of jobs. In this context, the organization can use other alternatives of specializing jobs including job enlargement, job rotation, autonomous working groups, and job enrichment as integral parts of their motivation program. Attitudes and job satisfaction     Generally, attitudes are the evaluative judgements or statements concerning people, objects and events (Teh, P. L & Sun, 2012). Attitudes exist in three segments namely cognitive segment, behavioural segment and affective segment (National Longitudinal Surveys 2013, p.1). Cognitive components involve the belief or opinion while affective component represents feeling or emotional component of attitudes. Theory of cognitive components digs into the incompatibility that exists between attitudes and behaviour or between different attitudes. Job satisfaction Job satisfaction is the extent to which employees feel that they have achieved employment goals and objectives (Teh & Sun 2012, p.64). On the other hand, employees may experience job dissatisfaction when they feel that the organisation is not helping them to fulfil their goals and objectives (Gu & Ricardo 2009, p.564). Employees can express dissatisfaction through various ways like exit, neglect, voice or loyalty.  Employee performance and job satisfaction Firstly, employee satisfaction influences their productivity (Teh & Sun 2012, p. 68). The more the organisation satisfies employee needs, the more they become productive. Organisations that exhibit more productivity always satisfy their workers’ needs. Secondly, job satisfaction also influences absenteeism since satisfied employees do avoid absences from work and duties. Moreover over, job satisfaction also has a great influence on employees’ job turn over. This means that highly satisfied employees are least likely to leave their jobs. Besides employees who receive fair treatments and trust their organisations are always more willing to show behaviours that are beyond normal job expectations. Finally, job satisfaction also has a significant influence on customer satisfaction because such employees will ensure better or proper customer service (Hellawell 2012, p.4). Nonetheless, satisfied workers may influence customer satisfaction since they are more responsive, upbeat and friendly (Teh & Sun 2012, p. 68). These types of workers also exhibit lower turnover thus helps to maintain long-term relationships with the customers. Finally, satisfied workers have always stayed long in the organisation which means that they have high experience in carrying out their duties. Job satisfaction and employee retention Human resource managers always have difficulties in retaining employees. In this context, human resource managers experience difficulties in determining what exactly causes employee exodus and what they might do to retain their workers (Teh & Sun 2012, p. 70). This is important since the management invests a lot of resources when developing, training, compensating their employees as well as spending time in building organisational relationships. In extreme and competitive economic situations, both the organisation and workers wish to get the best resources ever. However, when employees do not get the satisfaction they need from the job, the organisation will experience job turnover that shows dissatisfaction behaviour of the customers (Sutherland 2013, p.190). Various conditions of job satisfaction may lead to job turnover (Wright 2006, p. 264). Moreover, job satisfaction may be partial as employees may have the feeling of satisfaction in certain areas but does not mean that the job meets their needs and expectations. Concisely, job dissatisfaction may not mean the employees are fully feeling betrayed by their job conditions since it may be a small area in the organisation that is affecting their loyalty (Teh & Sun 2012, p. 73). In most organisations, job turnovers are the result of work-life conflicts. Individuals need to balance between personal and work life because it is an experience of maintaining peace between personal life and work. The implication is that job dissatisfaction may also lead to personal life dissatisfaction. For organisations to maintain competitiveness, they must understand and attend to issues of work-life since it will ensure satisfaction amongst their workers. In a nut shell, individuals with happy lives become happier employees thus they show better relationship with their organisation through good conscientiousness and courtesy (Teh & Sun 2012, p. 74). The organisation must put incentives that find out motivators and de-motivators that may affect employees. The chart below shows job motivators like varied work, sense of achievement and recognition while de-motivators include poor pay, company policy and continual pressure. In this case, organisation management has the obligation of ensuring that they check these factors against their employee satisfaction as well as job performance. (Teh & Sun 2012, p. 72) Theoretical models of attitude and job satisfaction Herzberg’s theory of job satisfaction: the two-factor (dual) theory This theory states that certain factors in work place leads to job satisfaction while there are also other factors that lead to dissatisfaction (Teh & Sun 2012, p. 75). Fredrick Herzberg developed the theory by explaining that job satisfaction as well as dissatisfaction act independently. The fundamentals of this theory that include attitudes and connection with the mental health of the industry relates to Maslow’s motivation theory (House & Widgor 2006, p.373). Herzberg’s findings have theoretical and practical impacts on employees’ attitudes towards their administration. According to this theory, lower work needs satisfaction do not content individuals. For instance, workers with minimum salaries and unfavorable working conditions exhibit dissatisfaction. This implies that people look at higher levels of psychological needs to achieve their goals, gain recognition, engage in responsibilities and advance in their works. However, this is at par with Maslow’s need hierarchy theory. Herzberg did add a new aspect about Maslow’s theory when he proposed the two-factor motivation model (Furnham, Eracleous & Chamorro-Premuzic, 2009, p. 775). He based this model on the notion that a set of work characteristics leads to employee satisfaction while the other separate job characteristics leads to employee dissatisfaction. In this case, satisfaction as well as dissatisfaction is never a continuum but independent phenomena. This theory recommends that the management can improve job productivity and attitudes by recognizing and attending both of these characteristics. In addition, the administration must never assume that increasing satisfaction will lead to the decrease in the unpleasant dissatisfaction. Most important, the theory gives an insight between motivators and hygiene factors that influence employee satisfaction (Furnham, Eracleous & Chamorro-Premuzic 2009, p.778). For instance, motivators lead to positive satisfaction that may arise from job intrinsic conditions like achievement, recognition and personal growth. Motivators include responsibility, challenging work and recognition. Secondly, there also exist hygiene factors like status, fringe benefits, job security and work conditions that influence job satisfaction. These factors never lead to positive satisfaction because they are also extrinsic to jobs and may include such aspects like wages, company policies, supervisory and practices. Hygiene factors counter dissatisfaction among the employees. On the other hand, motivation factors encourage higher performances in the organisation. Affect theory of job satisfaction Edwin Locke developed a theory that has become the most famous with regard to job satisfaction (Vet 2012, p.1). The main argument in this theory is that the management can determine satisfaction by looking at the discrepancy that exist between employee job requirements and what he or she has in the job. Furthermore, the theory postulates that the extent to which a person values a given aspect of the job moderates his or her satisfaction (Vet 2012, p.1). The management can affect the employee positively or negatively when the individual puts some values on the job but the organisation does not meet such goal. For instance, if employee X values autonomy in their work place while employee Y is indifferent about it, X will receive more satisfaction with positions of high autonomy while he or she may receive less satisfaction under positions with less autonomy relative to employee Y. The theory infers the presence of a particular facet that produce stronger dissatisfaction feeling makes employees put so much value on them (Vet 2012, p.1). Impact on an organisation (Ritz-Carlton) Ritz-Carlton as a famous company offering hospitality services has been successful since it utilised the three factors of motivation, attitudes and job satisfaction (Ritz-Carlton 2013, p.1). To motivate its employees, the management has ensured a favourable work environment that encourages employees to work hard since it rewards its employees in the best ways possible. The organisation refers to its employees as ladies and gentlemen which means that it gives respect to its workers. The implication is that employees will develop positive attitude towards their work since they work for an organisation that respects their needs (Lund 2003, p.223). On the other hand, job satisfaction entails need fulfilment. Persons working in the hospitality industry always wish to develop to greater levels (Silva 2006, p. 319). Ritz-Carlton has put initiatives to ensure that it properly trains its employees and advices them on the need to develop and further their skills. For instance, its main branch in Atlanta Georgia recommends fifteen minutes daily training for all employees. Training helps in building positive attitudes those results in motivated workers. Eventually, the workers will get satisfied in the job they are doing. As a result, I wish to take the position of the general manager because better understanding and application of theoretical models on management and organisation behaviour will help me create a work environment that is favourable to all employees. Conclusion In summary, motivation, attitudes and job satisfaction may have positive or negative effects on the organisation. Scholars have developed approaches that contain models of explaining these phenomena. This paper has discussed such theories like expectancy theory, reinforcement theory as well as Maslow’s theory. Besides, the paper also appreciates Herzberg’s work on job satisfaction that might be useful for the managers who wishes to change their organisation behaviour to improve their productivity. Most important is the OB concept that explains the systematic approach of implementing the reinforcement theory. Furthermore, it is also imperative to consider the modern industries like hospitality discipline that deals with many employees. In the case, the paper evaluates how Ritz-Carlton has been using these theories to improving its performance. In a nut shell, motivation, attitudes and job satisfaction have serious in organisation behaviour as they determine employee retention, job performance an overall productivity of the business entity. References Banaji, M 2011) Reinforcement theory. 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