TOPIC NAME :-

Attitude
Motivation
Organization Culture
Group number :- BM-6

Names and roll numbers:-

Kushal Piyush Jesrani – HFPMCBM026

Sunita Laxman Jethani - HFPMCBM027
Sana Devan Kampani - HFPMCBM028
Sugyani Karan - HFPMCBM029
Anahita Ramiyar Karanjia - HFPMCBM030
 ATTITUDE

Introduction- An attitude is a hypothetical construct that represents an individual's degree of like or dislike for an

item. Attitudes are generally positive or negative views of a person, place, thing, or event this is often referred to as the

attitude object. Two types of attitude

Positive attitude - The predisposition that results in desirable outcomes for individuals and organizations

Negative attitude -The tendency of a person that result in an undesirable outcome for individuals and organizations.

Components of Attitudes

COGNITIVE-Opinion or beliefs about attitude object (positive & negative)

AFFECTIVE-emotions and feelings the object triggers (positive & negative)

BEHAVIORAL-reaction toward the object (positive & negative actions)

Attitude Object: EMPLOYEE

COGNITIONS

My pay is low.

My supervisor is unfair.
AFFECTS

I am angry over how little I’m paid.

I dislike my supervisor.

BEHAVIORS

I am going to look for another job that pays better

Functions of Attitudes

Value-Expressive function-enable us to express who we are and what we believe in

Ego-defensive function

enable us to project internally-held conflicts onto others means protecting self-esteem (e.g., homophobia)

Knowledge function-enable us to know the world

Utilitarian/Instrumental Function-Enable us to gain rewards and avoid punishment

TYPES OF ATTITUDES-There are many types of attitudes. But here we limit to only to the work related issues.

The job related attitudes are classified as Job involvement-Measures the degree to which a person identifies himself

psychologically with his job and considers his perceived performance level important to self worth. Performance of

the employees is directly related to the amount of job involvement.

Organizational Commitment-It’s a state in which an employee identifies himself with a particular

organization and its goals and wishes to maintain membership in the organization. It depicts the level of

attachment of the individual towards the organization

Job Satisfaction-This is the individual’s attitude towards one’s job. The level of the satisfaction differs

from one job to another and also from one individual to other. Attitude also affects personality and

behaviour of people

Conclusion

Attitudes do not predict single behaviours they are related to multiple behaviours

(behavioural patterns) they influence behaviour through influencing intention. Intention is the

better predictor of behaviour. In order to understand intentions and behaviours, need to know

about beliefs and attitudes. This is essential in relation to attitude change

The Choice is YOURS With a Bad attitude you can never have a positive day With a Positive

attitude you can never have a bad day

 MOTIVATION

Introduction-  Motivation in terms of organization can be defined as The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.

Motivation is an willingness to high levels of efforts towards organization goals and to satisfy some individual need. l 

Meaning of Motivation :- Motivation refers to those forces operating within an individual that push him To act or not to act in a certain way. 

Key Aspects :- 1. Intensity: how hard a person tries 2. Direction: toward beneficial goal 3. Persistence: how long a person tries Motivation 

Nature of Motivation :-

Motivation is a psychological phenomena which generates within an individual. A person feels the lack of certain needs, to satisfy which he feels working more. The need satisfying ego

motivates a person to do better than he normally does. Nature of Motivation are as follows :-

DYNAMIC NATURE OF MOTIVATION • Motivation means the driving force within individuals that impels them to take action. • It is considered to be dynamic in nature as constantly

changes in reaction to life experiences. • Needs and goals are constantly changing because of an individual’s physical condition, social circle, environment and other experiences. When

one goal is achieved, an individual try to attain the new ones. If they are unable to attain, either they keep striving for them or finds out the substitute goal.

Nature & importance :-

• One motive may result in many different behaviors • Motives are the energizing forces within us • The same behavior may result from many different motives• Motives may operate in

harmony or in conflict • Motives come and go • Motives interact with environment

Importance : Performance = Ability x Motivation• Puts human resources into action• Improves level of efficiency of employees• Leads to achievement of organizational Goals • Leads to

stability of work force

 FUNCTIONS OF MOTIVATION

Motivation has several effect on learning and behavior. Motivation directs behavior toward particular goals. It enhances cognitive processing.

There are different functions of motivation. To name a few:

1. Curiosity

2. Self assertion

3. Gregariousness

4.Self submissions

In the process of management motivation is considered only as a “management function” but management theoreticians and practitioners realize that without
motivating employees, no organization can survive not only while facing labour market competition but even as a player in the sector. Motivation understood in a
wider perspective is not one word but a continuous process that changes with time, depends upon employees personality and conditions and, first of all fast changes on
the market that a company must constantly adjust to.

To achieve company success an intellectual effort, ideas and engagement of all employees is required. Employees’ engagement in performed work and duties as well as
making full use of their qualifications, skills and abilities to reach company objectives depends upon managers and the way they motivate employees to effective work.
Motivation process is not a simple mechanism. In order to effectively motivate people it is necessary to get to know their needs and expectations.

Each organization creates its own motivation system e.g. a system of influences it has on its participants that aims at encouraging them to undertake actions beneficial
and avoid those that are not from the holistic point of view. Motivating is a difficult process. People are very complex and differ significantly from each other so it is
extremely difficult to determine what factors motivate everyone in the same manner. As a result, positive motivating stimuli can be adopted as they allow them to fully
reach their priority goals, or negative that creates conditions threatening what employees have already reached.
 STRATEGIES TO CREATE MOTIVATING CLIMATE FOR EMPLOYEES

Implement effective performance evaluation systems . Implement individual rewards & recognition systems . Improve work design and job design.Promote employee involvement

Solicit employee feedback systematically.

1. Meaning is purpose :- most of us are motivated by feeling a sense of purpose in creating something larger than ourselves.

2. Make time for fun :- if you have to work :- you might as well have fun. a laugh or a smile can break the tension at times don’t wait for someone else to create your fun…. you be the

first in line.
3. Hire people with believe :- “if you hire people just because they can do a job, they’ll work for your money, but if they believe what you believe, they’ll work for you with blood
and sweat and tears.” – simon senek the goal is to hire people who believe what you believe.
4. Teams solve issues : -but also help support us to flourish and grow when you’re stuck, seek their experience and knowledge – no need to plateau the employees are members
every employee belongs to team company
5. Accept mistakes :- if we’re not making mistakes, we’re not going anywhere we foster a safe environment where people are encouraged to make mistakes from these you will
learn –you will not break and will eventually overtake “i have not failed. I’ve just found 10,000 ways that don’t work.” thomas a. Edison
6. Acknowledge the success a-b-c :- it’s as easy as a – b – c a. Acknowledgement b. Bounce back parties c. Celebrations celebrating successes, both big and small can uplift us
appreciate effort & reward results
 A good work environment and good work conditions can increase employee job satisfaction and the employees will try to give their best which can increase the employee work

performance.

 If companies create a fair competitive environment, like fair treatment, fair compensation, fair work hours, these will improve employee job attitudes; fairness can also motivate

employees to be hard working.

Motivation is the key to success in each of our lives.

 Employees can give their best if they are motivated.

 Employee’s satisfaction can lead the company to the success.

 Money is a good motivator, actually all employees’ work for money, employees need the money, a good salary and good compensations are key factors in satisfying the employee
 LOCKE’S GOAL SETTING THEORY

• In the late 1960s, Locke's pioneering research into goal setting and
motivation gave us our modern understanding of goal setting.

• He showed that clear goals and appropriate feedback motivate

employees. He went on to highlight that working toward a goal is also a
major source of motivation – which, in turn, improves performance.

• Locke's research showed that the more difficult and specific a goal is, the
harder people tend to work to achieve it.

• In one study, Locke reviewed a decade's worth of laboratory and field

studies on the effects of goal setting and performance. He found that, for
90 percent of the time, specific and challenging (but not too challenging)
goals led to higher performance than easy, or "do your best," goals. For
example, telling someone to "try hard" or "do your
• best" is less effective than saying "try to get more than 80 percent correct,"
or "concentrate on beating your best time." Likewise, having a goal that's
too easy is not motivating.

• His conclusion was hard goals are more motivating than easy ones,
because it feels more of an accomplishment to achieve something you've
worked hard for.
 PORTER AND LAWLER THEORY OF MOTIVATION

The Porter and Lawler theory of motivation is based on the assumption that rewards cause satisfaction and that sometimes performance produces reward.
They hypothesize that the relationship between satisfaction and performance is linked by another variable rewards. They see good- performance leading to
reward which lead to satisfaction.
• It is a multi-variable model and explains the complex of relationship among motivation, performance and satisfaction.
• They argue that satisfaction does not always lead to performance. Rather is reverse is true, because people can become complacent after having achieved
satisfaction once. On the other hand, performance can lead to satisfaction if the reward systems are effective

Porter and Lawler Theory of Motivation – Rewards

The theory proposed two types of reward:
A) Intrinsic Rewards:
• Intrinsic rewards are given to an individual by himself for good performance.
• They include feelings of accomplishment and satisfaction of higher-level needs as defined by Maslow. Intrinsic reward are directly related to good
performance only if the job structure is varied and challenging so an individual can reward himself if he feels he has performed well

B) Extrinsic Rewards: Extrinsic rewards are given by the organization and satisfy mainly lower-level needs.
• They include such things as pay, promotion, status, and job security. extrinsic rewards are weekly connection to performance
In the model, rewards are linked indirectly to satisfaction through perceived equitable rewards. This variable refers to the amount of rewards an individual feels he should receive as
a result of his performance. This variable can also be expanded to include the amount of rewards an individual feels should be attached to a particular position within the
organization. Therefore, Porter and Lawler view satisfaction as deficiency measure. Satisfaction is determined by the difference between actual rewards and perceived equitable
rewards. If actual reward exceeds perceived rewards, then it results in satisfaction. If opposite occurs, it results in dissatisfaction. The degree to which a person is either satisfied or
dissatisfied depends on the size of the difference between the actual and perceived equitable rewards
 ORGANIZATIONAL CULTURE

Organizational culture is the collection of values, expectations, and practices that guide and inform the
actions of all team members. Think of it as the collection of traits that make your company what it is. A great
culture exemplifies positive traits that lead to improved performance, while a dysfunctional company culture
brings out qualities that can hinder even the most successful organizations.

CHARACTERISTICS OF ORGANIZATIONAL CULTURE 

•Innovation (Risk Orientation)

•Attention to Detail (Precision Orientation)

•Emphasis on Outcome (Achievement Orientation)

•Emphasis on People (Fairness Orientation)

•Teamwork (Collaboration Orientation)

•Aggressiveness (Competitive Orientation)

•Stability (Rule Orientation)

ADVANTAGES OF ORGANIZATIONAL CULTURE
• A BETTER WORK ENVIRONMENT. The right culture can improve
employees’ day-to-day interactions and help create a smoother, more
streamlined workplace.
• ENHANCED EMPLOYEE PRODUCTIVITY AND
PERFORMANCE. Certain cultural traits can increase productivity and
performance, such as a focus on learning or digital dexterity.
• INCREASED EFFICIENCY OF BUSINESS
PROCESSES. Because culture fuels the entire organization, individual
performance gains translate into gains across the entire business.
• IMPROVED ORGANIZATIONAL AGILITY. When employees
value adaptability, for instance, the organization itself will be better
suited to continual change and adaptation.
DISADVANTAGES OF ORGANIZATIONAL CULTURE
• EMPLOYEE RESISTANCE. Cultures rest upon deep-seated beliefs and
values – changing those can create friction and cause employees to resist
change.
• FAILURE. In worst case scenarios, attempting to inculcate new values into a
workforce can backfire and result in failure.
• CULTURAL CHANGES THAT MISS THEIR TARGET. Cultural
changes should be aimed at specific objectives, such as increasing
performance. However, miscalculations can end up having no effect or even
the opposite of the intended effect.
• FOCUSING ON ORGANIZATIONAL CULTURE INSTEAD OF
PERFORMANCE. Organizational culture changes are typically designed to
enhance organizational performance, organizational transformation, or other
objectives. However, too much emphasis on the culture can distract from those
objectives.
Both the pros and cons of a culture change should be considered
carefully before implementing a cultural change program.