UNIT 3

Job Satisfaction –Meaning, factors, theories, measurement- morale-Employee attitude and behavior
and their significance to productivity- Job enrichment – Job enlargement
______________________________________________________________________________________
Job Satisfaction
According to S.P. Robbins, “Job satisfaction refers to an individual‟s general attitude toward his or her job.
Job satisfaction is the feeling and perception of a worker regarding his/her work and how he orshe feels well
in an organization. It indicates the extent of employees' positive or negative feelings towards their jobs and
organizational behavior tried to improve it.
Components of job satisfaction are;
 Evaluative Component.
 Cognitive Component.
 Affective Component.
1. The Evaluative Component
An individual‟s overall response to the employing organization is summarized in the evaluative
component.It represents dislike vs. like for the organization. When asked for a single response to the
question, how satisfied are you with your job, individuals‟ response to their overall evaluation. In
this case, a 5 point positive-negative scale is used where 1 indicates most negative situation and 5
indicates most positive situation to express overall favorable or unfavorable rating of their current
job.
2. The Cognitive Component
An individual‟s perceptions, opinion, beliefs and expectations regarding the organization are the
focus of his or her cognitions. In this case, different items are measured to assess the cognitive
component of job satisfaction.Here participants rated the adjectives from 1 (Strongly describes) to 5
(Not applicable) how well each term reflected their thoughts or beliefs associated with their current
job.
3. The Affective Component
This component represents the feeling induced by the organization. In general, positive affect results
from information, feedback, and situations that affirms or reinforces the individual‟s self- worth and
self-concept, while negative affect is evoked by invalidating situations.
FACTORS INFLUENCING JOB SATISFACTION:
There are a number of factors that influence job satisfaction. A number of research studies have been
conducted in order to establish some of the causes that result in job satisfaction. These studies have revealed
consistent correlation of certain variables with the job satisfaction.
These factors can be discussed in detail as follows:

ORGANISATIONAL FACTORS:
 Salaries and Wages: Wages and salaries play a significant role in influencing job satisfaction. This
is basically because of a few basic reasons. Firstly, money is an important instrument in fulfilling
one‟s needs. Money also satisfies the first level needs of Maslow‟s model of satisfaction. Secondly,
employees often see money as a reflection of the management‟s concern for them. Thirdly, it is
considered a symbol of achievement since higher pay reflects higher degree of contribution towards
organizational operations.
 Promotion Chances: Promotional chances considerably affect the job satisfaction because of the
following reasons: Firstly, Promotion indicates on employee‟s worth to the organisation which is
highly morale boosing. This is particularly true in case of high level jobs. .Secondly, Employee takes
promotion as the ultimate achievement in his career and when it is realized, he feels extremely
satisfied.Thirdly, Promotion involves positive changes e.g. higher salary, less supervision, more
freedom,more challenging work assignments, increased responsibilities, status and like.
 Company Policies: Organizational structural and policies also play on important role in affecting the
job satisfaction of employees. An autocratic and highly authoritative structure causes resentment
among the employees as compared to a structure which is more open and democratic in
nature.Organisational policies also govern the human behaviour in the organizations. These policies
can generate positive or negative feelings towards the organization. Liberal and fair policies usually
result in more job satisfactions. Strict policies will create dissatisfaction among the employees
because they feel that they are not being treated fairly and may feel constrained. Thus, a democratic
organisational structure with fair and liberal policies is associated with highjob satisfaction.
WORK ENVIRONMENTAL FACTORS :
The work environmental factors include the following important factors.
 Supervision: Supervision is a moderately important source of job satisfaction. There are two dimensions
ofsupervisory styles which affect the job satisfaction:
o First is Employee Centeredness: Whenever the supervisor is friendly and supportive of the
workers there is job satisfaction. In this style, the supervisor takes personal interest in employee‟s
welfare.
o Second is Participation: The superiors who allow their subordinates to participate in decisions
that affect their own jobs, help in creating an environment which is highly conducive to job
satisfaction. Thus, the supervisors who establish a supportive personal relationship with
subordinates and take personalinterest in them, contribute to the employees‟ satisfaction.
 Work Group: The nature of the work group or team will have effect on job satisfaction in the following
ways:A friendly, and co-operative group provides opportunities to the group members to interact with
each other. It serves as a source of support, comfort, advice and assistance to the individual group
members. If on the other hand, the people are difficult to get along with, the work group will have a
negative impact on job satisfaction.
 Working Conditions: Good working conditions are desirable by the employees, as they lead to more
physical comfort. People desire that there should be a clean and healthy working environment.
Temperature, humidity, ventilation, lighting and noise, hours of work, cleanliness of the work place and
adequate tools and equipment are the features which affect job satisfaction. While the desirable working
conditions are taken for granted and may not contribute heavily towards job satisfaction. Poor working
conditions do become a source of job dissatisfaction.

WORK ITSELF:
The content of the work itself plays a major role in determining the level of job satisfaction. Some of the
aspects of the work which affect job satisfaction are:
 Job Scope: It provides the amount of responsibility, work pace and feedback. The higher the level of
thesefactors, higher the job scope and higher the level of satisfaction.
 Variety: A moderate amount of variety is very effective. Excessive variety produces confusion and
stressand a too little variety causes monotony and fatigue which are dis-satisfiers.
 Lack of Autonomy and Freedom: Lack of autonomy and freedom over work methods and work
pace can create helplessness and dissatisfaction. Employees do not like it when their every step and
every action is determined bytheir supervisor.
 Role Ambiguity and Role Conflict: Role ambiguity and role conflict also lead to confusion and job
dissatisfaction because employees do not know exactly what their task is and what is expected of
them.
  Interesting Work: A work which is very interesting and challenging and provides status will be
providingsatisfaction to the employees as compared to work which is boring and monotonous.

PERSONAL FACTORS:
Personal attributes of the individuals also play a very important role as to whether they are satisfied at the
job or not. Pessimists and people with negative attitudes will complain about everything including the job.
They will always find something wrong in every job to complain about.Some of the important personal
factors are:
 Age and Seniority:With age, people become more mature and realistic and less idealistic so that
they are willing to accept :available resources and rewards and be satisfied about the situation. With
the passage of time, people move into more challenging and responsible positions. People who do not
move upat all with time are more likely to be dissatisfied with their jobs.
 Tenure: Employees will longer tenure are expected to be highly satisfied with their jobs. Tenure
assures job security, which is highly satisfactory to employees. They can easily plan for their future
without any fear of losing their jobs.
 Personality:Some of the personality traits which are directly related to job satisfaction are self
assurance, self esteem, and maturity, and decisiveness, sense of autonomy, challenge and
responsibility. Higher the person is on Maslow‟s needs hierarchy, the higher is the job satisfaction.
This type of satisfaction comes from within the person and is a function of his personality.
Accordingly, in addition to providing a healthy work environment, management must ensure that the
employee ishappy with himself

IMPORTANCE OF JOB SATISFACTION

 Lower Turnover.
 Higher Productivity.
 Increased Customer Satisfaction.
 Employee Absenteeism.
 Helps to Earn Higher Revenues.
 Satisfied Employees Tend to Handle Pressure.

ADVANTAGES OF HIGHER JOB SATISFACTION

 Higher productivity.
 Less employee turnover.
 Reduce absenteeism.
 Reduces the level of unionization.
 Reduces the number of accidents.
  It helps to create a better working environment.
 Improving customer satisfaction.
 Faster and Sustainable Growth.
 High job satisfaction may lead to improving productivity, decreased turnover, improved attendance,
reduced accidents, less job stress, and less unionization.

CAUSES OF JOB DISSATISFACTION

1. Underpaid.
2. Limited Career Growth.
3. Lack of Interest.
4. Poor Management.
5. Unsupportive Boss.
6. Lack of Meaningful Work.
7. Opportunities for growth or incentives for meaningful work.
8. Work and Life Balance.

EFFECTS OF LOW JOB SATISFACTION

Job dissatisfaction produces low morale among workers, and low morale at work is highly undesirable.
If employees are not happy with their jobs, several areas of their work are affected, and their behavior can
also affect other employees.
 Job Stress.
 High Employee Turnover Rates.
 Lack of Productivity and Profit.
 Customer Retention.

THEORIES OF JOB SATISFACTION

1. Hierarchy of Needs
2. Process Theory
3. Motivator-Hygiene Theory
4. Reference Group Theory
5. Discrepancy Theory
6. Job Characteristics Model
7. Dispositional Approach

1. Hierarchy of Needs: Maslow‟s needs hierarchy theory was one of the first theories to examine the
important contributors to job satisfaction.The theory suggests that human needs form a five-level
 hierarchy consisting of physiological needs, safety, belongingness/love, esteem, and self-
actualization. Maslow‟s needs hierarchy was developed to explain human motivation in general.
However, its main tenants apply to the work setting and have been used to explain job satisfaction
1. Within an organization, financial compensation and healthcare are some of the benefits which help
an employee meet their basic physiological needs.
2. Safety needs can manifest themselves through employees feeling physically safe in their work
environment, as well as job security.
3. When this is satisfied, the employees can focus on feeling as though they belong to the
workplace.This can come in the form of positive relationships with colleagues and supervisors in the
workplace.
4. Once satisfied, the employee will seek to feel as though they are valued and appreciated by their
colleagues and their organization. It satisfies his self esteem needs.
5. The final step is where the employee seeks to self-actualize, where they need to grow and develop to
become everything they are capable of becoming.

2. Process Theory
Process theory describes the process of how behavior is energized, directed, sustained, and stopped.
Process theory sees job satisfaction as being determined not only by the nature of the job and its context
within the organization but also by the needs, values, and expectations that the individuals have about
their job.There are three sub-theories of process theory have been developed.These are the theory based
on the discrepancy between what the job offers and what is expected, the theory based on what an
individual needs, and the theory based on what the individual values.
3. Motivator-Hygiene Theory
Herzberg‟s motivator-hygiene theory suggests that job satisfaction and dissatisfaction are not two
opposite ends of the same continuum but instead are two separate and, at times, even unrelated
concepts.„Motivating‟ factors like pay and benefits, recognition, and achievement need to be met for an
employee to be satisfied with work.On the other hand, in the absence of „hygiene‟ factors (such as
working conditions, company policies and structure, job security, interaction with colleagues, and
quality of management), employees will be dissatisfied with their jobs.
4. Reference Group Theory
Reference group theory gave rise to the thought that employees compare their inputs and outputs from
his/her job to others, such as his/her friends, co-workers, and others in the industry.Theorists, such as
Hulin and Blood (1968), have argued that understanding the groups to whom the individuals relate is
critical to understanding job satisfaction.
5. Discrepancy Theory
Another name for Discrepancy Theory is “Affect Theory,” developed by Edwin A. Locke in 1976 and is
considered the most famous job satisfaction model.Many theorists have tried to come up with an
explanation for why people feel the way they do in regard to their job. Locke developed the idea known
as discrepancy theory.This theory suggests that a person‟s job satisfaction comes from what they feel is
important rather than the fulfillment or unfulfillment of their needs.A person‟s importance rating of a
variable is referred to as “how much” of something is wanted. Discrepancy theory suggests that
dissatisfaction will occur when a person receives less than what they want.
6. Job Characteristics Model
The Job Characteristics Model (JCM) explains that job satisfaction occurs when the work environment
encourages intrinsically motivating characteristics.Five key job characteristics, skill variety, task
identity, task significance, autonomy and feedback, influence these psychological states.Subsequently,
the three psychosocial states then lead to several potential outcomes, including job satisfaction.
Therefore from an organization‟s point of view, it is thought that improving the five core job dimensions
will subsequently lead to a better work environment and increased job satisfaction.These can be
combined to form a motivating potential score (MPS) for a job, which can be used as an index of how
likely a job is to affect an employee‟s attitudes and behaviors.
7. Dispositional Approach
Another well-known job satisfaction theory is the Dispositional Theory.It is a very general theory that
suggests that people have innate dispositions that cause them to have tendencies toward a certain level of
satisfaction, regardless of one‟s job.This dispositional approach suggests that job satisfaction is closely
related to personality. The evidence for this approach can be divided into indirect studies and direct
studies.
Judge and colleagues have reviewed these areas in greater detail. The indirect evidence comes from
studies that do riot explicitly measure personality. This even includes significant employment changes,
such as changes in employer or occupation. The indirect studies, however, are vulnerable to several
important criticisms, namely that other unaccounted factors might be contributing to job satisfaction
levels.Most prominently, there is research evidence that self-esteem, self-efficacy, emotional stability,
and locus of control comprise a broad personality construct, which contributes to how an individual sees
A review of 169 correlations between each of four affective constructs (i.e., self-esteem, self-efficacy,
emotional stability, and locus of control) and job satisfaction found that as self-reported levels of self-
 esteem, self-efficacy, emotion stability, and locus of control increased, so did job satisfaction.
STRATEGIES TO IMPROVE EMPLOYEE SATISFACTION
1. Research what employees want
Learning what employees want can help you make changes to boost job satisfaction. Use surveys and
interviews to ask employees what resources, tools and benefits matter most to them. Use this data to
design programs and initiatives that exceed employee expectations.
2. Ensure employees get respect
Create a safe, healthy work environment that demands the fair treatment of all employees. Encourage
employees to voice any concerns. It's also important to acknowledge and respect their feedback, then
apply what you learn to make changes in the workplace.
3. Review pay and benefits packages
If employees express discontent with their pay and benefits packages, consider reviewing pay
structures with executives and interested parties to determine how you can make these options more
appealing. It's important to ensure you offer competitive pay and give employees opportunities to
earn enough to support themselves, so research and revise your pay and benefits structures
accordingly.
4. Enhance job security
Make sure employees know their jobs are stable. Job insecurity can lead to anxiety that may affect
job performance. However, employees who feel confident and secure in their positions may be more
eager to invest in the company.
5. Create opportunities for employees to use and develop relevant skills
Try to align employees' job duties with their skills and talents. Consider offering job training for
employees to promote career development. You can also provide educational resources to encourage
employees to gain new skills.
6. Improve relationships with immediate supervisors
Encourage one-on-one meetings with employees and their direct supervisors. This may mean
providing lunch or coffee for regular informal check-ins. These check-ins could also occur virtually,
such as via video chat. It helps employees to understand their immediate supervisors and create a
healthy work environment.
7. Demonstrate organizational stability
Employees can become distracted by concerns about company difficulties. Make sure employees
know that the business is financially stable. During periods of economic instability, try to highlight
the company's resilience and find inexpensive ways to celebrate employees, like awards and extra
time off.
8. Recognize job performance
Small, informal recognition can motivate employees more than a formal affair. Incorporate regular
 ways to acknowledge small successes. This recognition can instill a sense of pride in employees and
motivate them to continue meeting their goals.
9. Prioritize corporate social responsibility
Many employees care deeply about how their employers engage in social issues. Create programs for
employees to contribute to causes that matter to them. You can also investigate ways for the business
to get involved in charitable initiatives.
10. Welcome ideas from all employees
Provide a forum for all employees to share ideas and feedback. Incorporate this feedback into
policies and procedures, if possible. You can also make sure to recognize employees who submit
useful suggestions.
11. Create an inviting workspace
Consider the following ways to enhance your office space:
 Playing instrumental music
 Providing snacks
 Offering relaxation areas
 Scheduling team-building activities
 Encouraging breaks
 Offering discounts on wellness services or providing on-site access

MEASUREMENT OF EMPLOYEE SATISFACTION

1. Surveys
For a simple assessment of employee attitudes, ask employees to rate their job satisfaction on a scale
from one to 10. You can also use programs designed to create, send and analyze surveys. You can
receive reports based on survey results, saving you time compiling data.
Consider questions such as:
 Do you enjoy our company culture?
 Do you have friends at work?
 Do you feel motivated by your direct supervisor?
 Do you feel like your opinions matter?
 Do you clearly understand your responsibilities?
 Do you feel like the management team is transparent?
2. Conduct Interviews with selected employees
 Schedule interviews with selected employees to help determine the general attitudes in the
workplace. You might ask questions such as:
 Do you have all the necessary tools to meet your job's requirements? What resources would help
you?
  Do you feel appreciated? What contributes to this feeling?
 Do you feel motivated to perform your best every day? What could motivate you?
3. Peer reviews
You can use peer reviews to allow employees to evaluate one another. These reviews can provide more
insight into interpersonal relationships in the office. They can also reveal the pros and cons of
management styles and employee perspectives on job performance.
4. Informal discussions
Have informal conversations throughout the week to gauge employee engagement. These simple, brief
interactions can keep you in touch with general employee sentiments and show employees you care
about their thoughts and perspectives. Once you identify general trends in the workplace through these
discussions, you can create a plan to address the challenges. Work with department directors and
managers to implement new programs and maintain successful initiatives.You may also consider hiring a
consultant to observe team members in the organization and recommend strategies to increase employee
engagement and satisfaction.
MORALE
“Morale” a French word means “condition with respect to discipline and confidence pride, fixing of
purpose, faith in the course fought for”.It has been defined in many ways but all definitions revolve
around the attitude towards work for the accomplishment of organizational goals.

Morale represents the attitudes of individuals and groups in an organisation towards their work environment.
Morale is an indicator of the attitude of employees towards their jobs, superiors and their organisational
environment. It is a collection of the employees‟ attitude, feelings and sentiments.

DEFINITION

 William Spriegal has defined morale as the “co-operative attitude or mental health of a number of
people who are related to each other on some basis”.

 According to Alexandar H. Leighton “morale is the capacity of a group of people to pull together
persistently in pursuit of a common purpose”.

Flippo has described morale “as a mental condition or attitude of individuals and groups which determines
their willingness to co-operate. Good morale is evidenced by employee enthusiasm, voluntary confirmation
with regulations and orders, and a willingness to co-operate with others in the accomplishment of an
organization‟s objectives. Poor morale is evidenced by surliness, insubordination, a feeling of
discouragement and dislike of the job, company and associates.”
In the words of Yoder, “morale is a feeling, somewhat related to esprit de corps, enthusiasm or zeal. For
group of workers, morale, according to a popular usage of the word, refers to the over-all tone, climate or
atmosphere of work, perhaps vaguely sensed by the members.‟

According to Leighton, “morale is the capacity of a group of people to pull together persistently and
consistently in pursuit of a common purpose”.

Characteristics of Morale
1. Morale is basically a psychological concept.
2. Morale is intangible therefore it is very difficult to measure the degree of morale accurately.
3. Morale is contagious in the sense that people learn from each other.
4. Morale in dynamic in nature. It cannot be developed overnight. Managers have to make continuous
efforts to build and maintain high morale. It is a long-term concept..]
5. Morale is a group phenomenon consisting of a pattern of attitudes. It is the sum total of employees‟
attitudes, feelings and sentiments.

Significance of Morale
 Morale is the vital ingredient of organisational success because attitudes and sentiments of employees
greatly influence productivity and satisfaction of employees.
 Morale may be high or low; when the morale of the employees is high, they co-operate fully with the
management towards the achievement of organisational objectives.
 High morale leads to good discipline, high degree of interest in the job, loyalty to the organisation and
high performance.

Consequences of Low Morale

Low morale indicates the presence of mental unrest. This mental tension or unrest not only hampers
production and productivity but also leads to ill-health of the working people. The other consequences of
low morale are the following:

1. High rate of labour turnover

2. High rate of absenteeis
3. Excessive complaints and grievances
4. Resistance to change
5. Lack of discipline
6. Antagonism towards the organisation and its management
7. Low quantity and quality of output
Low morale can be fatal to the organisation. In order to avoid the evil consequences of low morale, every
manager should attempt to build high morale amongst his subordinates.
Steps to build High Morale
Every manager should attempt to build high morale of his subordinates. Both individual and collective
efforts are required to develop and maintain high morale. The following measures are taken to improve the
morale of employees in the organisation:-

1. A fair system of wage and salary payments should be evolved.

2. A sense of security of job should be ensured.
3. The promotion policy should be sound and should be followed promptly.
4. Competent supervisors should be appointed.
5. The channel of communication should be effective.
6. The employees should be made to feel proud of being employed in the organisation.
7. Employees‟ welfare schemes like housing, medical benefits, education facilities for children, canteen,
credit facilities, and safety measures should be provided as they are very helpful in developing
positive attitude among the employees.
8. Workers should be given proper training so that they may perform their jobs without frustration and
get job satisfaction.

FACTORS DETERMINING MORALE

The degree of morale in any organisation is determined by several factors. Some of them are merely
psychological and difficult to identify, however researchers have succeeding in figuring out the following
factors:
1. Confidence in leadership: If the leader of the organisation is able to win the confidence of the
employees, morale will be high. For employees, the leader being mentioned is the immediate
supervisor/superior. If the leader is systematic, fair, honest, helpful and friendly, he may win over the
confidence of his subordinates and boost their morale.
2. Job Satisfaction: The morale of the employee would be high if he is satisfied with his job. Hence
right men should be placed in the right job to boost up their morale in their jobs.
3. Confidence in co-workers: Mani is a social being and he finds himself more enthusiastic in the
company of others. If he finds that his companions or fellow workers are co-operating with him, his
morale would be high.
4. Sound and efficient organisation: Sound and effective organisation is an important factor affecting
the employee‟s morale. At the same time, the chance of communication should be effective and the
personal problems of the employee should be heard and redressed as quickly as possible.
5. Fair remuneration: Fair and reasonable remuneration is essential to secure enthusiasm and
willingness of the workers to do the job. The wages should be comparable with those paid in similar
 concerns. Besides, monetary incentives should be provided to them as and when necessary and
possible.
6. Security of job: If the employee feels secured, they will be willing and co-operative to do the job
allotted to them.
7. Opportunity to rise: The employees should also be made to realize that if they work properly, they
will be promoted and adequately rewarded. This feeling of recognition will definitely boost their
morale.
8. Working conditions: The conditions of work at which the employees are required to work also
affect their morale. Providing safety measures, hygienic facilities, clean workplace etc. give them
satisfaction and boost their morale.
9. Physical & mental health: An employee with weak health cannot be co-operative and willing to
work. Similarly his mental strain shall also reduce his motivation of morale. Both physical and
mental illness are detrimental to an individual‟s work and thereby the Organisational output.

EMPLOYEE ATTITUDE AND BEHAVIOR AND THEIR SIGNIFICANCE TO PRODUCTIVITY

ATTITUDE
Reference to attitude can simply mean an ingrained, consistent way of thinking about an object or
concept.
This can be a positive or negative attitude.
As mentioned, it‟s possible to have attitudes toward concepts.
A negative work attitude, for instance, may mean someone is dissatisfied, unhappy or otherwise antagonistic
toward their role—and again, a positive work attitude means the opposite.
From this logic, maintaining happiness in the work environment is essential for a productive workplace.
Helping employees maintain a positive attitude will result in good performance, whereas the opposite will
result in poor performance.
The difference between a negative attitude and a bad mood
It‟s important to note that everyone has good days and bad days. Losing a client, a poor presentation or even
having a frustrating commute can put a kind and even-keeled person in a bad mood.
A bad attitude, however, is typically a state of mind, and it has the potential to permeate a workplace
and create a negative environment .
As a manager, you may need to choose between redirecting behaviour or letting a team member with bad
attitude go, rather than risk alienating other employees.
Workplace attitudes
Attitude at work can be good or bad
 It is important to recognize both types.
 It has a significant impact on a workplace, including productivity levels and morale.
  So praise good attitudes while identifying poor ones.
There are plenty of examples—essentially, all workplace behaviours reflect an attitude of sorts.
Positive attitude at work examples
 Loyalty
 Leadership
 A willingness to go above and beyond
 Positive mood
 Mentoring
 Integrity
Negative attitude at work examples
 Laziness
 Negative mood
 A „that‟ll do‟ approach
 Aggression
 Blame
 Disruption
Effects of attitudes
A positive attitude is great—but negativity can be a problem. Some effects of negative attitudes behaviour
on others include lower productivity, higher rates of absence, less team cohesion and low morale.
Positive attitudes effects
 Increased productivity
 Greater probability of collaboration and teamwork
 Improved morale
 Ability to overcome adversity
 Willingness to think creatively and try new things
 Willingness to share information and ideas
 Lower turnover
 Increased sense of camaraderie
 Improved customer service
Negative attitudes effects
 Lackluster performance
 Unwillingness to work collaboratively
 Dismal outlook
 Unwillingness to try new things
 Reduced energy levels
 Depressive feelings
  Reduced quality of work product
 Poor customer engagement
 Difficulty overcoming obstaces

Strategies to develop positive attitudes among employees e

1. Listen
A bit of a catch-all solution to a lot of problems. Sometimes, negative attitudes arise because
someone is under stress, and is finding it hard to cope. Not everyone knows how to ask for help in
this case, and they may lash out. Listen to your teams and watch out for signs of stress—especially in
the people who are reacting badly. Job satisfaction will improve if you listen to the employee about
their issues.
2. Manage
Weekly catchups, performance reviews and chats are a great way to pick up on and fix negative
attitudes. Remember, a negative work attitude isn‟t always a staff member‟s fault—they could have a
lot on their plate, and no way to cope. So, before as manager has to think „how do I deal with
difficult employees,‟ make some changes to the way in managing a team. Talk to them more. And
also listening to them can solve some issues too,
3. Support
After all, if someone has the energy to maintain a bad attitude, they can use that force for good. At
first, dealing with a difficult employee can seem, well, difficult. But once you‟ve figured out what‟s
going on, offering as much support as we can, makes a tremendous difference—whether it‟s
reducing a workload, changing a role, or even just asking how someone is doing at home.
4. Expert Advice
We can also help your employees by sending them to a counselor where they can talk through their
issues and it can help them to get of negative attitudes and develop positive attitudes.

Behavior and performance

The behavioral pattern comes from your strengths and weaknesses, habits, and the reactions you
learned from your experiences.
 A behavioral pattern is a recurrent way to act toward an object in a given situation. It can also be
a recurrence of responses that happens in a prescribed order or arrangement.
 Behavioral patterns can be developed through reward and punishment and through mental
training, you can change or modify your behavior however you want. In other words, you can
develop behavioral patterns that make you more productive at work
 Work behavior is incredibly important in any workplace. It can impact not only how well
employees work together, but also how productive they are and how safe the workplace is.
 Employees who have good work behavior tend to be more productive, work better with others,
and follow safety rules more carefully. This can lead to a more efficient and effective
workplace overall. Additionally, good work behavior can help to create a positive company
culture.
BEHAVIOURS AND ITS EFFECT ON PERFORMANCE
1. Happiness Affects Work Performance
Businesses are beginning to direct attention to happiness as a workplace issue and are developing
management strategies to create a happier work environment, notes Wharton University professor Sigal
Barsade. When you arrive at work with a positive attitude, you generally are more creative and tolerant of
others; you aren‟t so defensive and create conflicts among your coworkers or subordinates. When employees
are happy, everything from sales to production flow more smoothly and effectively. An enjoyable workplace
lowers stress, increases morale, and creates camaraderie.
2. Rudeness Affects Work Performance
You can observe many forms of rudeness at work. Interruptions are rarely life or death, yet many of your
fellow employees may feel that no matter what you are doing, what they have to say is more important.
Simple words like “please” and “thank you” often are left unsaid in the workplace. Employees may have the
attitude that someone else is going to clean up after them in the break room kitchen. Rudeness at work can
lower productivity and lead to mistakes and conflicts, explains Jennifer A. Bunk, a West Chester University
professor and member of the Society of Industrial & Organizational Psychology. Rudeness not only makes
for an unpleasant work environment but also harms productivity and decreases job satisfaction
3.Gossip Affects Work Performance
One of the most difficult habits to break is gossiping about your fellow employees. Besides the obvious
drain on productivity, gossip increases conflict, undermines your team‟s performance, decreases morale, and
promotes miscommunications. When conflicts ensue, employees take sides or refuse to work with each
other. Gossip breaks down trust, which eventually erodes your workplace energy and hinders your success.
4. Bullying Affects Work Performance
The Washington State Department of Labor and Industries says bullying is an act of intimidation designed to
humiliate or undermine another. Bullying not only affects work performance, it also can put employees at
serious risk for their safety. Bullies are driven by a need to control and to abuse or misuse power. Victims of
bullying may experience physical and mental health problems from reduced self-esteem, sleep deprivation,
and digestive disturbances. The behavior can lead to accumulated absences and even post-traumatic stress
disorder.

Methods to improve productive behaviour among employees

1. Minimizing distractions
Minimizing distractions is one of the most common productive behaviors. It can increase your focus on
work, prevent cutting your workflow, and disrupt your concentration. As a result, you become more
productive at work.A few things you can do to minimize distractions are putting your phone into “Silent” or
“Do Not Disturb” mode during work hours and informing your workmates onsite or family members when
you are working from home that you want to focus on your task.

2. Set up priorities

Setting up your priorities can help you identify the tasks and arrange them by their level of importance and
urgency. This way, you will not be overwhelmed by your workload. You can be calm and focused on the
things that matter. Creating a to-do list is the most common way of tracking and prioritizing your task
assignments. You can also have a planner to give you an overview of your deadlines, meetings, and other
appointments. To-do lists and planners can help you prevent forgetting your duties, assignments, and
appointments. Unfortunately, there are times when we are overwhelmed by the bulk of the workload and
forget to write down essential matters related to your work. And not all have a sharp memory to remember
every detail in your day. If you are bothered by your lack of memory, you can take an online course on
improving one‟s memory to increase work productivity.

3. Doing one task at a time

Monotasking or doing one task at a time is a more productive behavior than multitasking because it helps
you focus, improves your concentration, increases your efficiency, and optimizes your productivity.You can
effectively monotask by setting a concrete goal and allocating time to accomplish it. The switching of
attention back and forth between two tasks lowers your efficiency because it disrupts concentration, makes
you forget details, and makes you commit more mistakes in your work. So, avoid multitasking; monotask
instead. To effectively monotask, set a concrete goal of what task you want to finish and how much time is
allotted for a specific task. Setting a time limit for each work and taking breaks in-between will make you
complete more jobs than expected.

4. Managing time well

Managing your time well is a productive behavior as well as an essential life skill. When you learn to
manage your time well, you can sort out and prioritize your tasks, lessen your stress, enhance your focus,
and improve your efficiency. Since you are in control of your time, you will be able to work smoothly and
accomplish more. You will not be stressed from rushing time-sensitive tasks. You can start managing your
time by creating a to-do list, using your planner, saying no to the things you cannot or do not have time to
do, and delegating tasks when necessary.

5. Being creative and innovative

Creativity and innovation may seem to contrast productivity because productivity is structured, planned, and
measured. However, these two can actually boost productivity and even contribute to the company‟s
growth. Creativity provides space for innovative thinking and experimentation that drives big ideas and
strategic planning for potential solutions to existing problems. Innovation, on the other hand, gives an
avenue for developing and applying ideas to improve the efficiency of producing goods or offering
services. \You can execute creative and innovative thinking when you actively participate in brainstorming
sessions, ideation workshops, and the making of action plans.

6. Collaborating well with teammates

Although not everyone is comfortable working with others, collaboration with workmates is necessary for
the workplace. Teamwork can improve problem-solving, lead to innovation, better communication, and
boost efficiency.You can start working with your teammates by communicating openly and clearly,
participating in team-building activities, being open-minded, and learning to accept each other‟s strengths
and weaknesses.

Job enrichment
Job enrichment refers to structuring of jobs to involve higher level conceptual thinking and
responsibility so that employees can take decisions that were formerly the prerogative of superior
managers.
According to R. S. DAVAR, the expression job enrichment refers to providing opportunity for the
employees psychological and mental growth.
According to Keith Davis, “Job enrichment means additional motivators added to the job so that it
(job) is more rewarding, although the term has come to be applied to any effort to humanize jobs. ”

Job enrichment is a type of job redesign intended to reverse the effects of tasks that are boredom, lack
of flexibility, and employee dissatisfaction

The basic objectives of a job enrichment programme are

 To motivate people to work to their highest level of capacity and ability
 To improve employee relations, attract and retain quality employees,
 To reduce absenteeism, improve quality and productivity,
 To increase return on investment.
Characteristics of Job Enrichment:
(1) Direct Feedback- An employee can easily get the feedback of what he has achieved? What is the
result of his work done?
(2) Client Relationship- In an enriched job, an employee develops direct relationship with his client or
customer. Such client may be either inside or outside the organization.
(3) New Learning- An enriched job allows an employee to feel that he is growing mentally. Such
employee always learns something new on the job.
(4) Scheduling Own Work- Full freedom is given to the employee to schedule for his own work,
contributes to enrichment of job. In case of employees who perform creative or some outstanding work,
opportunity should be given to them to schedule their assignment then to the employees performing
routine jobs.
(5) Unique Experience- An enriched job has some unique qualities and features which ultimately
results in unique in doing a job.
(6) Control over Resources- Every employee have to control his resources and expenses, contributes
to job enrichment. He is having authority to order whatever supplies he required for performing a job.
(7) Direct Communication Authority- Job enrichment allows the worker to contact directly with the
people or customers who are the user of his product. Therefore he is able to get the feedback of the
users about his output / product.
(8) Personal Accountability- An enriched job holds the employee responsible for the work done or for
the results. He will be praised for good work and would be blamed for bad /poor work .
Need / Purpose of Job Enrichment
1. Increasing the responsibility of the job by adding different tasks.
2. Giving a natural unit of work to an employee.
3. Allowing employees to set their own standards.
4. Providing the freedom of work by minimizing control.
5. Introducing new, innovative, tough and creative tasks to the employees.
6. Encouraging employee participation in planning and decision making process .
7. Making or holding an employee directly responsible for his performance in the organization .

Features of Job Enrichment

Job enrichment is a strategy which the organizations use to retain their employees and make them feel
worthy. The following characteristics of job enrichment will help us know more about it:
 1. Vertical Expansion: Job enrichment adds on functions like decision making to the employee‟s
job profile which was earlier performed by the higher-level superiors. Therefore it is considered
a vertical expansion of tasks.
2. Self-Disciplined: When the employees hold authority, responsibility and accountability of their
work, they tend to maintain a self-disciplined attitude and sincerity towards their role in the
organization.
3. Requires Skilled Employees: Job enrichment is a tactful strategy which is difficult to be
implemented if the employees do not possess decision making and problem-solving skills.
4. Challenging Job: Allowing the decision making authority to the employees makes their job
more challenging and leads to employee empowerment and engagement.
5. Professional Approach: Job enrichment inculcates professionalism in the working and attitude
of the employees by providing them with worthiness and recognition.
6. Personal Accountability: The employee is wholly and solely responsible for his work, i.e. his
excellent work will be appreciated, and poor performance will be criticized.
7. Authority and Responsibility: The employees get the liberty of taking decisions related to
their work, and the employee is responsible for completing the given task successfully

Process of job enrichment has the following steps:

(i) Selection of a job which is convenient for job enrichment.
(ii) Identification of change that will enrich the job.
(iii) Making a change in the content of the job to make the job more attractive and also to make the
employees more responsible.
(iv) Providing training, guidance & encouragement to employees.
(v) Identifying motivational factors like achievement, recognition, responsibility etc.
(vi) Introducing the job enrichment programme in to the daily work routine of the organization.

Process of Job Enrichment

Job enrichment is not an immediate practice. It requires a lot of planning and proper implementation. Its step
by step process is mentioned below:
  Combining Tasks: At the initial stage of job enrichment, different tasks related to a particular job are
combined to form a satisfactory job profile for the employees.
 Creating Natural Work Units: The next step is making the employees comfortable by letting them
select their work units independently to which they can easily relate and work with.
 Establishing Relationships: Next is the establishment of employees‟ cordial relations with the
management, associates, clients, social institutions and other external organizations to provide social
recognition and boost their morale.
 Expanding Job Vertically: The job must be developed qualitatively, i.e. the activities of the higher
level are added to the employee‟s job profile. Thus, increasing the authority and responsibility in a job
enhances the employee‟s performance.
 Opening Feedback Channels: Lastly, the employees are free to share their problems and views, and
the management can guide and suggest performance improvements and ways to overcome
weaknesses.

The two types of job enrichment include:

1. Vertical enrichment: This process provides employees with additi
onal responsibilities and tasks that require higher skill levels or involve higher levels of decision-making
authority. Granting promotions, opportunities for advancement, and expanding roles to include more
challenging and complex tasks are some examples.
2. Horizontal enrichment: This type of enrichment focuses on enriching the existing job roles by adding
variety and depth to the tasks performed. It involves expanding the scope of responsibilities within the same
job level or position. This includes job rotation, job enlargement, and giving employees more autonomy and
decision-making opportunities within their current roles.
Merits or benefits of job enrichment:
(1) It improves and enhances the basis relation between the person and his work.
(2) It attempts to change one‟s behaviour positively while maintaining the change.
(3) It helps to convert monotonous work into a source of motivation.
(4) It offers a change to initiate and allow other organizational changes and alter the management style.
(5) It helps organization in the long run in rehumanizing than dehumanizing their manpower.
(6) Job enrichment enables the employees and the organisation to be more flexible.
(7) It enables the employees to be more committed to their organisation.
(8) It checks the organisation from over staffing.
(9) It enables the organisation to get more competitive advantage from its employees.
(10) It becomes a powerful tool to create a learning organisation.
JOB ENLARGEMENT
Job enlargement was popularized in the ‟60s and ‟70s. During that time there was an increase in attention on
factors that made a job motivational as people realized that the traditional mass production assembly lines
were boring and deeply dissatisfying to work at.
Job enlargement involves expanding the scope of an employee's job by adding more tasks and
responsibilities.
Job enlargement is adding additional activities within the same level to an existing role. This means that a
person will do more, different activities in their current job. For example, an employee who will now also
manage her own planning where this was formerly done by her manager.
Features of Job Enlargement
Job enlargement is a suitable technique for companies where a centralized organizational structure is
followed, and the number of employees is limited. To understand the concept in a better way, let us go
through its features:

Horizontal Expansion: In job enlargement, the number of task, responsibilities and duties are increased
which are at the same level or similar to the existing job position.
Job Redesign Strategy: It can be referred to as job redesigning, i.e. preparing the work modules such that
optimum utilization of the employee‟s efficiency can be done.
Performance Feedback: It encourages the employees to give meaningful feedback on their performance
and job profile.
Workforce Flexibility: The scope of the job responsibilities is widened, and employees are motivated to be
versatile in their work, thus initiating workforce flexibility.
No Additional Skills Required: The employees are given tasks similar to the ones which they are already
performing. Therefore no special skills or training is necessary.
Types
1. Vertical Enlargement
The first aspect of job enlargement deals with expansion of the job contents by allowing employees to
inspect their work, affect minor repairs on the work and equipment and to select their own work
methods or „set ups‟.These refer to vertical enlargement and are designed to involve the employees
much more in their work by control on the pace of their activity and greater responsibility.
2. Horizontal Enlargement
The second aspect of job enlargement is horizontal in nature. Under this scheme one simply adds a
larger number of somewhat similar tasks to the present job. Examples include a traveling salesperson
who is given an additional territory to cover, a secretary who is assigned work from a second manager,
and an assembly-line worker who bolts on car bumpers as well as wheels.

Merits of Job enlargement

1. Reduces monotony. As a result of the wider range of activities, monotony decreases. People don‟t
do the same, highly specialized task 30 times an hour for 9 hours straight. Instead, they are more
involved from end-to-end, taking a single product through multiple production phases, or even
managing an automated assembly belt.
2. Creating a wider range of activities. In essence, job enlargement is about adding responsibilities to
existing roles. This makes the job more varied, creating a wider range of activities
3. Teaches a variety of skills and helping career growth. Additional job responsibilities require
training and help in building additional experience. This teaches employees additional skills and is
helpful in terms of career growth.
4. Earn a higher wage. Adding responsibilities to a role often results in better compensation. Higher
wages are a specific benefit for the employee.
5. Gives more autonomy, accountability, and responsibility. The additional responsibilities lead to a
number of motivational factors. Because the person is now responsible for multiple related activities,
the person has more freedom over how they do their work leading to more autonomy. In addition,
they are more accountable for mistakes and product quality as they experience more ownership and
responsibility as they have more interaction with a single product or service (compared to when they
were specialized).
Job enlargement disadvantages
1. Lower efficiency. Job enlargement leads to less specialization, resulting in lower specialization. Put
simply, when you do one activity all day, every day, you get pretty good and fast at doing it. Job
enlargement, therefore, leads to lower efficiency.
2. Lower quality. In line with the previous, enlargement could also decrease quality. However, this is
not undisputed. Doing the same thing all day, every day can also lead to boredom. Also, if you‟re
 only responsible for a small part of the product, you don‟t experience responsibility for the whole
product. Employees don‟t have a whole product concept, leading to a lack of ownership and
willingness to improve.
3. Job creep. Job creep is a continuous increase in workload as more and more tasks are added to a
role. This can result in the job becoming unrealistic and overwhelming. Job creep happens when a
job is continuously enlarged, potentially leading to stress and burnout.
4. Increased training levels and costs. Because job enlargement involves the adding of tasks and
responsibilities that the employee didn‟t have before, it often requires an increase in training levels
and training costs. In addition, the employee will require some time before reaching the optimum
productivity level.
Job enlargement example
For example, say you have a marketing manager who recently finished a graphic design course. Adding
graphic design projects to their workload would be a vertical enlargement of their role. Job expansion
also happens when a company assigns cross-functional tasks to an employee