The Individual: Attitudes and Job Satisfaction

The most interesting insight I learned from section 1: The Individual was Attitudes and Job
Satisfaction. This is a topic worthy of attention because it appears not only in business but
also in our daily lives. Before, I always thought, Attitudes and Job Satisfaction are two
completely different concepts, but after learning, I learned that Job Satisfaction is only a
small part of making Job Attitudes. They have a close relationship, develop together and
influence each other in all aspects.

This realization may have important relevance for three reasons. First, it implies “Attitudes
are evaluative statements or judgments concerning objects, people, or events. They reflect
how we feel about something” (Stephen p. Robbins, Timothy A.Judge, 2010). Saying, "I like
my main study," thus, expresses how you feel about studying. There are three parts to
attitudes. The cognitive element is accepting reality as it is. The affective portion of the
attitude is more crucial since it pertains to emotions or sentiments. The behavioral component
describes the purpose to behave in a specific way toward someone or something. These three
components work together to help us understand how complex an attitude is. In order to
discuss job attitudes, it is important to note that the majority of OB research has focused on
the three main job attitudes of job satisfaction, job participation, and organizational
commitment. Additionally crucial are perceived organizational support and employee
involvement.

Secondly, what causes job satisfaction? Job satisfaction is the feeling of contentment with a
job that comes from evaluating its qualities. The majority of workers are content with
fulfilling professions that offer training, variety, independence, and autonomy. Additionally,
there is a significant correlation between employees' overall satisfaction and how much they
value the social environment at work. Even after taking into consideration the qualities of the
task itself, interdependence, feedback, social support, and engagement with coworkers
outside of the workplace are still significantly associated with job satisfaction. Although not
as much as one might imagine, pay does have an impact on job satisfaction. Once a person
earns more than $40,000 per year, compensation often has little effect on their level of
happiness. In addition, personality affects how happy one is at work (Andrew Chamberlain,
2017). According to research, persons who have positive core self-evaluations, who are
confident in their inherent value and fundamental ability, are happier at work than people
who have negative core self-evaluations (Stephen p. Robbins, Timothy A.Judge, 2010). There
are numerous techniques to gauge job happiness, but the single global rating and the
summation of job facets are the two most widely used methods. The single global rating
approach is a response to one question, such as, “All things considered, how satisfied are you
with your job?” Respondents circle a number between 1 and 5 on a scale from “highly
satisfied” to “highly dissatisfied.” (Stephen p. Robbins, Timothy A.Judge, 2010). The second
approach, which entails totaling the several parts of the labor, is trickier. It highlights crucial
elements of a job such the nature of the work, supervision, pay at the time, opportunities for
promotion, and interactions with coworkers. After a person reaches a certain level of comfort
(in the United States, that occurs at about $40,000 a year, depending on the area and family
size), the relationship between pay and job satisfaction nearly completely disappears. Money
motivates people, but happiness and motivation are not necessarily the same thing.
The outcomes of Job Satisfaction are: Job performance; Organizational citizenship behavior;
Customer satisfaction and Life satisfaction. We can also investigate the connections between
job satisfaction and absenteeism, customer satisfaction, organizational citizenship behavior
(OCB), and job performance: There is a consistent inverse relationship between job
satisfaction and absenteeism, but it is only moderate to weak. Happy employees are more
likely to be productive employees, or people who are more satisfied with their jobs are more
likely to engage in OCB.

This understanding is important in a number of ways. Last but not least, behavior patterns
may show indications that workplace attitudes and job satisfaction need to be improved. For
instance, high absenteeism may be a sign of stress and illness brought on by a miserable job.
By giving employees surveys to learn what might be motivating the negative sentiment,
concerns about negative attitudes and low job satisfaction could be addressed. Employers can
make adjustments that are likely to result in positive outcomes based on employee feedback.
Reducing absenteeism could increase work satisfaction, which should encourage employees
to produce more.

The relationship of Attitudes and Job Satisfaction will be useful in my course, in my future
career as an experience that I need to remember, and in my life. In this course, It made me
question what a student like me would have to do to take full advantage of this association. I
understand that my attitude will greatly influence my actions and how I feel. In university
life, if I have a progressive attitude, I will be motivated to study hard, achieve the desired
achievements and seize the opportunities to help myself constantly become excellent. In
everyday life, a positive attitude towards things around me will make it easier for me to share
my work, thoughts and feelings. From there, I can minimize stress, spread a positive attitude
to the people around me. Currently, I have not worked, but in the future, when I become an
employee of any business, I understand very well that working attitude will become one of
the inevitable factors in working results. mine. So, from now on I will try to change myself
from accepting unexpected situations in everyday life.

Reference
1. Stephen p. Robbins, Timothy A.Judge (2010). “Organizational Behavior”.
2. Andrew Chamberlain (2017) , “What Matters More to Your Workforce than Money”.
 The Group: Leadership
One thing I realize is that Leadership is one of the essential elements in today's society.
There's no denying that lives have been dramatically changed by some of the world's great
leaders. So imagine if we could enhance the development of this factor in each individual,
especially the younger generation who will determine the future of the world, what would
happen.

It is likely that leadership is more than simply a human characteristic; it is also a process. A
process is defined as "a sequence of acts that generate something or that result in a certain
result" by Merriam-Dictionary. Webster's Stogdill (1950) and Kotter (1988), among others,
have thought about leadership as a process. Leadership happens in groups. A group is the
environment in which leadership takes place. Leading a team of individuals who are pursuing
a common objective involves influence. This might be a little task force, a local organization,
or a huge group that incorporates the whole business. A leader's role is to persuade a group of
people to work toward a common objective. For there to be leadership, there must be others
(a group). The concept of leadership presented in this topic excludes self-leadership training
programs from the definition of leadership. Leadership necessitates concentrating on
common goals. Leaders concentrate their energies on people who are cooperating to achieve
a goal. Here, the term "common" alludes to a shared objective that both leaders and followers
share. Attention to shared objectives gives leadership an ethical undertone since it highlights
the need of leaders working with followers to achieve set goals. Leaders are less likely to
treat their followers in a forced or immoral manner if they place a strong emphasis on
reciprocity. Additionally, it increases the likelihood that leaders and followers will work
together for everyone's benefit. (Rost,1991). The special thing is that until now, people often
think that leaders and managers are the same, however, they have certain differences. For
example, if a good manager is a manager who knows how to use people, works on authority,
sometimes blames external factors, then a leader will know how to develop people. , work in
good faith and work together to correct mistakes instead of blaming.

So who is considered a leader and what traits should a leader have? Some people are born to
be a leader. The trait viewpoint contends that certain individuals possess certain intrinsic or
inborn traits that make them leaders and that these traits distinguish them from nonleaders.
One way to recognize a leader is by their distinctive physical attributes, such as height, their
distinctive personality traits, such as extraversion, and other traits, such as their intelligence
and language skills. We also have the Big Five personality factors that can be the most
predictive trait of effective leadership such as: Neuroticism, Extraversion, Openness,
Agreeableness and Conscientiousness (Stephen p. Robbins, Timothy A.Judge, 2010). Some
people have a formal leadership position inside an organization, while others are regarded as
leaders based on the opinions of their peers. These two well-liked leadership styles are
assigned leadership and emergent leadership. The person develops emergent leadership
through coworkers who support and applaud their activities. This sort of leadership is not
defined by a viewpoint but rather emerges over time via dialogue. Being vocally involved,
being knowledgeable, soliciting feedback from others, coming up with new ideas, being firm
but not inflexible, and being informed are just a few of the beneficial communication skills
that contribute to the creation of effective leaders (Fisher, 1974). Other factors that may have
an impact on leadership emergence include personality, gender-biased judgments, and social
identity theory. For instance, Watson and Hoffman (2004) showed that women who were
instructed to persuade their task groups to adopt high-quality judgments succeeded with the
same frequency as men given the same instructions in a sample of 40 mixed-sex college
groups. Women were rated much lower on leadership than equivalent males were, despite
having equal influence in their organizations. Additionally, these powerful women were
judged to be substantially less endearing than similarly powerful males.

Realizing the importance of Leadership, I wondered what skills a leader needs to have and
how to develop them. First of all, that is volatility management. This encompasses the
capability to arrange personal work as well as plan, organize, and administer a business.
Setting objectives and creating plans and methods to reach those goals is the process of
planning. Leaders must prepare for potential problems, barriers, and changes in the company
environment during this process. A leader of great stature always ponders the development
path of the business with the main question: "What will the business look like in the next 5,
10 and 20 years?". A good leader must have the courage to take on responsibilities, confront
obstacles, and embrace change. They must understand how to inspire their workers by
fostering a positive workplace culture. When given at the appropriate moment and intensity,
compliments and criticism have a powerfully motivating impact. A leader's ability to mentor,
develop, and delegate to subordinates is equally crucial. A strong leader needs a good team
around them to carry out their ideas. The ability of the leaders to assimilate information and
think critically comes last but not least. Receive and process information effectively so that
you can make informed decisions. The first is problem-solving and decision-making abilities.
There are four key parts. Skills in financial and quantitative analysis are the second. To
support the management process, leaders must be able to read, comprehend, and evaluate
financial data. Third, leaders must be able to generate fresh approaches to problem-solving
for both themselves and their organizations. Although creativity is a valuable trait, it is not
innate and must be developed through time by a process of learning, observing, and thinking.
Managing details is the fourth quality. Since there is a wealth of information available in
many different forms, a leader must know how to prioritize it, retain the major trends, and
preserve the essential details.

For me, the best way for students to develop this skill as they prepare for college is to seek
leadership opportunities in school. I will need to understand myself: who am I? My forte?
How to promote my strengths and overcome my weaknesses? What do I want? And why do I
want that? What do I need to do to achieve it? In the process of personal development, I need
to commit to what I set out to do and do it anyway. I often observe and learn from the
examples of good leaders, events happening around you, participating in more activities
instead of staying at home. I believe it will help me get more information than you think.
Finally, instead of justifying my choice of inaction by saying, "Easy to say, hard to do," I
motivate myself by saying to myself, "Easy said, hard done, But it's not impossible." Two
different ways of saying things will produce two different ways of doing things and two
different results.
Reference
1. Stephen p. Robbins, Timothy A.Judge (2010). “Organizational Behavior”.
2. Stogdill, R. M. (1950). “Leadership, membership, and organization”. Psychological
Bulletin, Vol. 47(1), Jan 1950, 1-14
3. Kotter, J. (1988). The leadership factor. Free Press, 1st Edition
4. Rost, J. C. (1991). Leadership for the twenty-first century. New York: Praeger.
5. Fisher, B. A. (1974). Small group decision making: Communication and the group
process. New York: McGraw-Hill.
6. Watson, C., & Hoffman, L. R. (2004). The role of task-related behavior in the
emergence of leaders. Group & Organization Management, 29(6), 659–685.
 The Organizational System: Organizational Culture
A significant issue I have not addressed in my previous writing is Organizational Culture. A
strong, broadly accepted set of principles that are backed by strategy and structure serve as
the foundation for a successful organization's culture. When a business has a strong culture,
three things happen: employees understand how top management wants them to respond to
any situation, they believe the expected response is the correct one, and they are aware that
they will be rewarded for preserving the firm's principles.

A possible meaning of this new understanding is that “ Organizational Culture refers to a

system of shared meaning held by members that distinguishes the organization from other
organizations.” (Stephen p. Robbins, Timothy A.Judge, 2010). So what are the characteristics
of Organizational Culture? I can name six key characteristics that capture the essence of
organizational culture (Stephen p. Robbins, Timothy A.Judge, 2010):
● Innovation and risk taking, which measures how much innovation and risk-taking are
encouraged among employees.
● Attention to detail, or the level of precision, analysis, and attention to detail that
employees are expected to demonstrate.
● Outcome orientation, or the degree to which management places a greater emphasis
on the outcomes than the methods employed to get there.
● People orientation, or how much a decision-maker considers how a course of action
would impact the people that work there.
● Team orientation as the extent to which labor is structured around teams as opposed to
individuals.
● Aggressiveness, or how competitive and aggressive people tend to be.
● Stability, or how much an activity emphasizes upholding the status.

Organizational culture is not based on employee satisfaction, if job satisfaction is evaluative,

then organizational culture is more descriptive. The majority of businesses have a dominating
culture as well as several subcultures. The basic beliefs that are held by the majority of the
organization's members are expressed through the dominant culture. In big organizations,
subcultures can emerge to represent the common issues, circumstances, or experiences that
members share. Organizational culture would be far less effective as an independent variable
if it were just made up of diverse subcultures. Culture is a powerful tool for influencing and
forming behavior because of the "shared meaning" component. Differentiating between
strong and weak cultures has gained popularity. Strong cultures, it is argued, have a bigger
influence on employee behavior and are more directly linked to lower turnover. For example,
in the same organization or business that lacks a common organizational culture, that
company will be underdeveloped because each person's orientation is different and personal
interests will always be placed above the interests of others. Collectively, this situation can
cause unethical phenomena by employees such as: envying colleagues, using company funds
for personal purposes, etc.

The organizational fundamental principles are fervently cherished and generally

acknowledged in a strong culture. The more adherently members uphold these essential
values, the stronger the culture becomes. This idea holds that a strong culture will
significantly affect the conduct of its members owing to the high level of shared intensity and
sharedness that emerges inside the group. One of the best service cultures in the retail
industry, for instance, has been developed at Nordstrom, which has its corporate headquarters
in Seattle. The expectations placed on Nordstrom employees are well known to them, and
they have a big influence on how they act.

The organization's core values are both fervently held and widely acknowledged in a strong
culture. The more strongly members adhere to the essential values and the more members
accept them, the stronger the culture becomes. This idea holds that a strong culture will
significantly affect the conduct of its members owing to the high degree of intensity and
sharedness that supports an atmosphere with strict behavioral control. For instance,
Nordstrom, which has its headquarters in Seattle, has established one of the greatest service
cultures in the retail sector. Employees at Nordstrom are fully aware of what is expected of
them, and these expectations have a significant impact on how they behave. High levels of
agreement regarding the organization's values among its members are indicative of a strong
culture. This kind of goal unanimity fosters organizational commitment, loyalty, and
cohesion. These characteristics therefore reduce workers' inclination to leave the company. A
study of 230 companies from different industries and regions, including Asia, Europe, the
Middle East, North America, and Africa, found a correlation between a strong and positive
corporate culture and better organizational performance. The study, which was published in
the journal Organizational Dynamics, found that the following were the powerful and
advantageous aspects of organizational culture that were often essential for success across
geographies (Stephen p. Robbins, Timothy A.Judge, 2010):

● Employee empowerment
● Orientation for the team
● Having a distinct strategic intent and direction
● Having a clear and compelling vision

This insight is connected to methods of how to capitalize on and develop the strengths of
organizational culture. In a business or organization, what should a manager do? First of all,
Awareness that, in the near term, an organization's culture is largely set. Engage top
management and develop a long-term plan to bring about change. Moreover, Recognize that
understanding what to do and not to do has a significant role in how well employees perform
and interact with one another. Train your staff effectively, and tell them of any changes to
their work responsibilities. Employ people who share your beliefs since they are more likely
to be dedicated and pleased workers. It should come as no surprise that "misfits" have far
greater turnover rates. Last but not least, keep culture in mind from day one and try to
maintain it throughout the working period.

For myself, I believe this is a lesson that I should remember, it is useful for my present and
future. I understand that each organization has its own culture and it is what builds and
shapes core values. Currently, I am joining a youth organization, which made me realize that
what we are doing, feeling every day when we work together is because we are experiencing
the same culture. organization. As a student, I thought I should experience different types of
organizational cultures to see how I would fit into the job. In addition, respect for cultural
differences within an organization is essential. Raising awareness, improving attitude and
trying to practice will be my future directions. In the future, when I have the opportunity to
become an employee of a company, I understand that each individual in the company is
important, so ensuring they are treated fairly in treatment, reward and training. Internal
creation is very important, this will make them want to stick with the business longer in the
future. From there, I will have a more appropriate way of communicating and attitude with
colleagues.

Reference
1. Stephen p. Robbins, Timothy A.Judge (2010). “Organizational Behavior”.New Jersey.
Pearson Prentice Hall.