Role Of Employee Attitudes And Perceptions Business Essay

Role Of Employee bearings And Perceptions Business EssayEmployee attitude and experiences play a very vital image in the productivity of the governing. Overall the employee s behaviour and attitude tolerate vary based on a number of factors such as telephone circuit satisfaction, leadership, rewards, performance appraisal and various other motivating factors. This investigate paper aims to look into these factors about the employee attitude and how can it affect the organisation.1.1 Background StudyThe employees be the main draw for every organisation and it is these employees who decide the running of the company in many cases when it comes to productivity and achieving the goals, without this human force the organisation is that nothing, it is this force which makes use of the raw materials and turns them into a furnished products or goods.But when we speak about the attitude and the constitution of the employees it may differ from person to person, because each undivid ed has his own abilities, learning experience, innovative thinking and so on and by this they bring in diametrical kinds of aspirations into the think over (Mullins 2002) and apart from this they be of different sexual activity and age, perceptions etc which leave lead to a different behaviour from each of them and hence due to this sometimes there may be rational thinking as well , so here it is clear that individual values do matter and how this can be related to art satisfaction and their performance which can indirectly affect the organisation.There are a few techniques in management which can be use to investigate the perceptions and behaviour of employees in the organisation and to a fault some theories which we will touch upon.1.2 question Aim Objectives1. This research paper aims to investigate the employee behaviour and their attitude with respect to leadership2. The paper also aims to investigate whether employee attitude and business organization satisfaction go hand in hand3. Can the employee attitude be changed which is also referred to as OB advanced1.3 Research QuestionThe attitude of the employees towards work in the organisation and what effect it can deliver in the organisation1.4 Keywords Organisation behaviour, employee satisfaction, attitude, perception1.5 Area of Research Employee Attitude, business concern satisfaction (Organisation Behaviour)2.0 Literature ReviewGenetic research suggests that 30% to 40% of job satisfaction is inherited. Job satisfaction and life satisfaction are interrelated and influence each other. A gallop poll indicates that approximately 10% to 13% of workers are dis cheerful, while about 85% of workers are satisfied. former(a) surveys asking questions in a different manner suggests that more than workers are dissatisfied. Job satisfaction and performance varies with the type of occupation, for example, higher management sum more satisfaction. Personal characteristics of workers also drive home an im pact on job satisfaction. Job satisfaction increases age. The level of education is slightly negatively related to job satisfaction. If private skills and abilities are not required by a job, job satisfaction decreases. When a person is more adjusted privately, they will be more satisfied with work. Most of all having a job with decent and fair wage may be the some important variable to job satisfaction. High job satisfaction is associated with low turnover and low absenteeism and with high commitment. Although the evidence is not conclusive, high job satisfaction is associated with high performance and pro social behaviour.2.1 Employee Attitude And PerceptionsEmployee attitude and perceptions used in research and facet versus global measures. The areas discussed are not meant to provide knowledge of all relevant considerations for designing employee surveys, but preferably provide background on the research and an overview of some major areas of study. In the research literatu re, the two most extensively validated employee attitude and perception towards their job satisfaction survey measures are the Job Descriptive Index (JDI Smith, Kendall, Hulin, 1969).2.2 Assessment Criteria for Job SatisfactionThe JDI judgees satisfaction with five different job areas pay, promotion, co-workers, supervision, and the work itself. The JDI is reliable and has an impressive array of validation evidence. The MSQ has the advantage of versatility long and short forms are available, as well as faceted and overall measures.Another measure used in job satisfaction research (e.g., Judge, Erez, Bono, Thoresen, in press) is an updated and reliable five-item version of an earlier scale by Brayfield and Rothe (1951). All of these measures have led to greater scientific understanding of employee attitudes, and their greatest value may be for research mappings, yet these measures may be useful for practitioners as well. In practice, organizations often wish to maintain a more detailed assessment of employee attitudes and/or customize their surveys to assess issues unique to their firm.In the Fisher (2000) study, it suggest, that positive and negative emotions both have a profound effect in predicting overall satisfaction on job. In resultant, affect while operative is a missing piece of overall job attitude. E.g. Twenty-four male and female managerial workers were asked to complete a diary during work hours. The diary was to include a report of the workers the state of mood at four different intervals during the working hours. And this was completed in 16 days. Mood was measured using a 24-item checklist called the Current Mood Report (CMR). The CMR was used to assess the dimensions of pleasantness and activation. At another time, the participants were asked to complete a measure of overall satisfaction using the Valence-Instrumentality-Expectancy (VIE) measure of beliefs about the job. Affect intensity was measured using the Affect Intensity Measure (AIM), a 40-item questionnaire designed to measure individual differences in affective responsively. Dispositional happiness was measured using two brief self-report measures of habitual happiness. The results indicated that were obtained from stated the average levels of the employees about their pleasant mood in the sixteen day period and VIE beliefs about the job made important and this contributions from the individuals have a great impact on the overall satisfaction of the job.The purpose of the Weiss, Nicholas, and Daus (1999) study was to investigate the different influences of episodic levels of pleasant mood at work. They examined the kindred between one s job performance and job satisfaction, and prediction of patterns of affective states over time. Weiss et al. predicted that reported mood would be passing associated to general job satisfaction and that individual differences in general happiness would be related to mood levels as well as changes in mood over time. Fin ally, it was anticipate that they could discover cycles in mood changes over time.Job empowerment enables employees to participate in decision-making process and experience autonomy across and down the hierarchy. Although in veridical business, it s easier to have an empowerment policy than to actually implement it (Rosenfeld Wilson 1999101), it s said that empowerment prorammes can lead to motivated staff, quality customer utility and improved profits (Jamison 199920) by means of job satisfaction.Self-managed team-working approach relates to job empowerment, and is widespread and increasingly popular in USA (Mullins 2002). Individual members of the group have higher levels of job satisfaction (Cordery Smith 1991464), because they get greater autonomy and responsibility for the work of team. Also, members of team can work out best means to achieve goals by team effort, and member can improve skills and knowledge by learning from each other during working. Autonomous working gro ups can be means to enhance productivity, flexibility and work satisfaction.2.3 Motivation Theories for Improving Productivity and Job SatisfactionMotivation is a complex subject, it is a very personal thing, and it is influenced by many variables. Each and every individual has his own needs and requirements and every one would like to satisfy it in one way or the other.. The various needs and expectations at work can be categorized in a number of ways for example the simple divisions into physiological and social motives, or into intrinsic and extrinsic motivation. Broad three-fold classification as a starting point for reviewing the motivation to work, and also given the complex and variable nature of needs, Economic rewards such as pay, fringe benefits, pension rights, security and other forms of material goods. Intrinsic satisfaction is derived generally from the type of work, the interest shown in the job, and the employee s personal growth and development from various perspect ives. The major theories of motivation includeMaslow s Theory of hierarchical needsHerzberg s two- factor theoryAlderfer s modified needs hierarchy model s theoryMcClelland s theoryOften out of these theories Maslows Hierarchy and Herzberg s theory have been discussed a lot by many researchers and has a significant role in the motivation segment of any organisation.2.4 Previous Study on MotivationAn obligate named What motivates employees according to over 40 years of motivation surveys by Carolyn Wiley aimed to explore the factors that motivate employees in their jobs. The methodology was Secondary survey data. Between 1946 and 1992 surveys were administered by different researchers to people employed in all industries. These were designed to cite the top motivating factors for employees at each particular time. Carolyn Wiley then compares the findings of these surveys.Carolyn discovered that the most highly motivating factor in the workplace has changed over the last 40 years an d matured somewhat from recognition for a job well make to the need for a challenge and enjoyment at work. It would be evoke to see if the new research topic can build on these surveys and list the most highly motivating factor in 2004. It would then be possible to say whether societies needs at work have matured any further since 1992.3.0 Research Design and MethodologyThe data required to investigate the specified research area is qualitative form of data. The primary data will be collected mainly via questionnaire and interviews which will be again compared with the available secondary data which is sought from various journals and other online sources of previous works already done by research experts. Thus the data collected through various sources would be analysed later in the side by side(p) stage for carrying the research to next level and to see how fart eh research is can go ahead.The secondary data would also be used to identify and describe motivation and its grandne ss to the work place, and will attempt to gain an insight into what motivates employees to be successful across a number of different industries and how their attitudes differ. I would especially like to identify the most ordinary motivator to see how this compares with those that have been identified through 40 years of research highlighted by Carolyn Wiley. I would like to see if the most common motivator across the industries has matured further since 1992 when it was found to be the need for a challenge and to enjoy your job. I predict that the most common motivator now will be somewhat more sophisticated. I am also probe my sample of employees into revealing information surrounding their perception of employee benefits such as pension schemes, medical cover etc and whether these things make them perform better at work or make their jobs more satisfactory. It would be interesting to note if employees automatically expect to receive such benefits and do not see them as a motivat or to increase performance.Thus the data poised from the questionnaires will be qualitative categorical data. I will analyse this data by firstly reading the completed questionnaires and identifying any that cannot be used. unconditioned data cannot be measured numerically but can be classified into sets or categories according to criteria set by those analysing the data. This will have to be done a number of times in order to look at different aspects of the research topic.4.0 Data AnalysisThere is no doubt that the data analysis is the most mysterious and complex phase of any qualitative research project, and this is the phase which is least discussed in any literature of a research, many of the strategies which are involved in the research program are familiar to many experienced researchers and it s a crunch time for those who just get in to this practice of research.Generally people start creating a database once they gather any information, however just creating a database is not exhalation to serve the purpose it is s must to turn this raw data into a useful data which can be used for some purpose and gives the scope for advanced research, so this requires an analytical process of the data and there are many software s in the market like outmatch and SPSS which can be used for the analysis of the data. SPSS is similar software like Microsoft Excel and is highly used in the data analysis of any research these days.Once the required information is gathered, processing that information is very vital to get the right statistics. Because without analysing the collected data we cannot come to a proper conclusion and there is no use for the research. In our case the target audience of the research are mainly the employees, and the data is to be acquired mainly form the employees working in the organisation where a lot of scope is given for motivation and employee job satisfaction..5.0 Time Chart6.0 Conclusion