SNT GLOBAL ACADEMY OF MANAGEMENT STUDIES AND TECHNOLOGY Coimbatore
BATCH: 2012 - 2014 LECTURE NOTES - I - SEMESTER ACADEMIC YEAR: 2012 – 2013 SUBJECT: ORGANIZATIONAL BEHAVIOUR [OB] COURSE CODE: BA9204
Motivation is a term in organizational behavior which leads the employee inside the organization to attain the specific goals and objectives. The goal oriented behavior come when only a kind of intrinsic or extrinsic motivational force is there, enforcing the employees to fill the gap between the tension recognition and the goal attainment. When a motivated employee attains its specific goal, a positive reinforcement is brought along the work performance. According to the instrumental theory of work motivation and learning, if this positive reinforcement is compensated through any intrinsic or extrinsic reward, the situation / stimulus becomes instrumental into the habit of employees and they feel more satisfied inside the organization. Thus, it can be overlooked that motivation, job satisfaction and their outcomes are closely bound with each other. Increase in one factor automatically gives an increment in another factor. Motivation is termed as a major factor behind the job satisfaction. The overall effects of job satisfaction through motivation are as follows:
• Job satisfaction through motivation and job performance
Happy workers are more likely to be productive workers, although it is hard to tell which way the causality runs. However, some researchers used to believe that the relationship between job satisfaction and job performance was a management myth. But a review of 300 studies suggested that the correlation is pretty strong. As we move from the individual level to that of the organization, we also find support for the satisfaction – performance relationship. When satisfaction and productivity data are gathered for the organization as a whole, we find that organizations with more satisfied employees tend to be more effective then organizations with fewer satisfied employees.
• Job satisfaction through motivation and OCB
It seems logical to assume that job satisfaction should be a major determinant of an employee’s Organizational Citizenship Behaviour [OCB]. Satisfied employees would seem more likely to talk positively about the organization, help others, and go beyond the normal expectation in their job. Moreover, satisfied employees might be more prone to go beyond the call of duty because they want to reciprocate their positive experiences. Consistent with this thinking, early discussion of OCB assumed that it was closely linked with satisfaction. More recent evidence, however, suggests that satisfaction influences OCB, but through perceptions of fairness.
• Job satisfaction through motivation and customer satisfaction
Employees in service jobs often interact with customers. Since the management in service organizations should be concerned with pleasing those customers, it is
SNT GLOBAL ACADEMY OF MANAGEMENT STUDIES AND TECHNOLOGY Coimbatore
BATCH: 2012 - 2014 LECTURE NOTES - I - SEMESTER ACADEMIC YEAR: 2012 – 2013 SUBJECT: ORGANIZATIONAL BEHAVIOUR [OB] COURSE CODE: BA9204
reasonable to ask : Is employee satisfaction related to positive customer outcomes? For front line employees who have regular contact with customers, the answer is “Yes”. The evidence indicates that satisfied employees increase customer satisfaction and loyalty. Why? In service organizations, customer retention and defection are highly dependent on how front – line employees deal with customers. Satisfied employees are more likely to be friendly, upbeat, and responsive – which customers appreciate. And because satisfied employees are less prone to turnover, customers are more likely to encounter familiar faces and receive experienced service. These qualities build customer satisfaction and loyalty. In addition, the relationship seems to apply in reverse. Dissatisfied customers can increase an employee’s job dissatisfaction. Employees who have regular contact with customers report that rude, thoughtless, or unreasonably demanding customers adversely affect the employees’ job satisfaction.
• Job satisfaction through motivation and absenteeism
A consistent negative relationship is found between satisfaction and absenteeism, but the correlation is moderate to weak. While it certainly makes sense that dissatisfied employees are more likely to miss work, other factors have an impact on the relationship and reduce the correlation coefficient. For example, organizations that provide liberal sick leave benefits are encouraging all their employees – including those who are highly satisfied – to take days off. Assuming that you have a reasonable number of varied interests, you can find work satisfying and yet still take off work to enjoy a 3 day weekend or tan yourself on a warm summer day if those days come free with no penalties.
• Job satisfaction through motivation and turnover
Satisfaction is also negatively related to turnover, but the correlation is stronger than what we found for absenteeism. Yet, again, other factors such as labour market conditions, expectations about alternative job opportunities, and length of tenure with the organization are important constraints on the actual decision to leave one’s current job. Evidence indicates that an important moderator of the satisfaction – turnover relationship is the employee’s level of performance
• Job satisfaction through motivation and workplace deviance
Job dissatisfaction predicts a lot of specific behaviours, including unionization attempts, substance abuse, stealing at work, undue socializing, and tardiness. Researchers argue that these behaviours are indicators of a broader syndrome that we would term deviant behavior in the workplace [or employees’ withdrawal]. The key is that if employees do
SNT GLOBAL ACADEMY OF MANAGEMENT STUDIES AND TECHNOLOGY Coimbatore
BATCH: 2012 - 2014 LECTURE NOTES - I - SEMESTER ACADEMIC YEAR: 2012 – 2013 SUBJECT: ORGANIZATIONAL BEHAVIOUR [OB] COURSE CODE: BA9204
not like their work environment, they will respond somehow. It is not always easy to forecast exactly how they will respond. One worker’s response might be to quit. But another may respond by taking work time to surf the internet, taking work supplies home for personal use and so on. If employers want to control the undesirable consequences of job dissatisfaction, they had best attack the source of the problem – the dissatisfaction – rather than trying to control the different responses.