Organisational Behaviour

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Introduction

The basic aim of this essay is to shed light on the importance of an organisation’s life by
studying the concept of organisational behaviour (OB) by exploring approaches whereby
attitudinal and behavioural patterns of employees are influenced by core values, and then the
ultimate outcome is motivation and job satisfaction of human resources. In doing so, this essay
tries to link among various theories in the context of organisational behaviour. This essay reveals
the approaches and ways attitudes and performance of an employee are influenced heavily by
values of the organisation. An employee’s performance and satisfaction, in organisational
context, are anticipated to be higher if core values of such an individual employee fit well with
the organisation’s. Organisation’s managerial personnel are more likely to welcome, thoroughly
and positively evaluate, and give rewards to employees who “fit in” and on the other hand
employees are more expected to be motivated if they observe that they do fit in. For this very
reason, the key objective of this essay is to understand and discuss values, behaviour and
attitudinal patterns and job satisfaction among human resources and how it varies from one
employee to another.

Critical Discussion

While studying OB, it is necessary to study the aspects of employee motivation, good
communication and positive attitudes, which are most crucial components of OB to make sure
achievement of employee motivation and satisfaction. Motivation is frequently linked with OB.
The importance of the organisational communication is considered as a crucial management
process as it is comprehended that each management function or practice comprises a form of
communication. Attitudinal patterns as behaviours and feelings reveal the way wherein
employees perceive the workplace, their work and all the aspect associated with their work
environment. This essay concludes by stressing the due value and importance of the role played
by these most notable elements in employees’ lives and organisations’ as well. These crucial
elements translate into employees’ and organisation’s overall health, wellbeing, and growth,
through which employees are retained.

Studies on the behaviour of the organisation began in 1950s. Among the interdisciplinary
features, it includes important factors such as motivation, communication and attitudes; in this
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space, we will give you some brushstrokes through these three columns (Torrington, 2009;
Schein and Schein, 2010; West, 2012; Belbin, 2013; Leatherbarrow and Fletcher, 2014).

Motivation is an essential aspect of the organisational behaviour as a key element in the

sustainable nature of the company's employees. This concept is treated as a person who acts as a
person, who collects motivations that determine or motivate people in a particular way.
Motivation refers to factors that activate and guide human and biological behaviour (Locke,
1968). Complexity is focused on conceptual approaches, that is, biology, cognition and
sociology. All of these methods aim to guide human resources in a given direction (Torrington,
2009). Behaviour energy all in all, we call internal energy a stimulating factor and react in the
sensory organs. For organisations that continue to look for solutions, they will be motivated and
a real goal (Belbin, 2013). This is one of the most popular OB works.

Managers, during their research process, do not depend upon a variety of aspects and practices to
encourage employees. Their practices are based on three basic concepts including Intensity,
Direction and Persistence (Groothuis, Hill and Perri, 2009; Belbin, 2010; Pink, 2011). The first
aspect of the practice refers to how much an employee makes efforts to pay strict attention to a
direction that is in the best interest of the organisation and for how long can one keep his/her
endeavours; hence, a highly motivated and satisfied employee clings to a task with high level
intensity and effort with the aim of achieving the given task on time and the goals (Pedler,
Burgoyne and Boydell, 2010). In this achievement, it is most important to consider the individual
employee’s quality, overall effort and high level intensity that he or she put into action.
Employee motivation is presented by this logic as the driving force of every employee working
in an organisation, whose efforts have both internal and external factors, through which has led a
variety of motivation theories have been developed (Pedler, Burgoyne and Boydell, 2010). These
theories can be classified into two categories.

At first, there are motivational theories, which are Abraham Maslow’s Hierarchy of Human
Needs Theory, Douglas Mc-Gregor’s Theories X and Y, Frederick Herzberg’s Two Factors
Theory. In the second place, there are contemporary theories of motivation, which include
Clayton Alderfer’s ERG theory, Mc-Clelland’s Theory of Needs also called Social Motivations,
Gene Broadwater’s Theory of the Setting of Goals, Víctor Vroom’s Theory of Expectations and
Locke’s Theory of Goals.
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There is diversity and in this diversity, the strength and effectiveness of one theoretical approach
inclines to invalidate other models and indeed there may researchers who complement one
another. However, one of the most crucial things is to communicate the most promising and
applicable theoretical models to put them into practice in an organisational context as a valuable
resource through which the probability of employees’ permanence and productivity is increased,
contributing to the achievement of employee motivation. In this application, communication is
an important element that is viewed, investigated and investigated as a process. This is very
important for the organisation, because it cannot exist without communication. Management is
therefore a communication (Groothuis, Hill and Perri, 2009). This means that each management
function includes a form of direct or indirect communication, and the same applies to every
activity that takes place within the company; Secondly, we need to understand the concept of
communication, defined as respondents and create messages to fit their environment and
environment (Gagne and So, 2005). Organisational policies, administrative decisions and
working instructions are effective only if they are communicated to those responsible, unless
they are understood by those who need them to implement them.

Effective communication is crucial to organisational transformation and is considered very

important for employee motivation and professional satisfaction (Dunnette and Hough 1990,
Peters and Waterman 2004). Each manager needs timely and useful information to make good
decisions; If data are incomplete, inadequate or inadequate influence on motivation, attitudes,
satisfaction and performance, as well as all areas of the organisation and employees have an
influence on management (Linstead, Fülöp and Lilley, 2009).

One form of communication is bidirectional, because we are going a few steps until we go back
to the idea of coding, transferring, receiving, decoding, accepting and using (Belbin 2010,
Leatherbarrow and Fletcher 2014). Here you can define possible issues. Polarization, cognitive
dissonance, cause of defence and mental phenomena; all this can be in the communication
process. There are also sounds or parasites that influence the transmission and understanding of
the message. These problems and obstacles can lead to what we call distortions in the
communication between managers and employees (Locke 1968, Herzberg, 1974). These
interruptions are a real problem for organisations and organisations; this leads to incorrect
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instructions, incorrect information transfers, and other issues that can be changed in different
ways when the operation is lost (Belbin, 2010).

One thing to consider is the communication symbol that we will show the two most commonly
used words, words and actions in society. The first symbol is used to write and speak. In this way
there are three types of behavior or communication (Pink, 2011). Self-awareness (impressive
person and personal development that promotes respect and dignity), aggression (personal and
meaningful improvement, but always trying to profit at the expense of everyone) and finally non-
positive style characterized by shame and self-denial Schein 2010, West 2012). Because leaders
always try to improve their communication skills, self-confidence is recommended for this
purpose. this will ensure that the leader is a better communicator and thus a more functional
manager and leader and better results (Groothuis, Hill and Perri 2009, West 2012).

There are other ways of communication that influence the interaction between people within the
organisation; down, increasing communication (with advantages and disadvantages, difficulties
and requirements), lateral and electronic. Informal communication and rumours are presented as
forms of social communication; thus, the communication elements of the company are
influenced positively or negatively, depending on how this important process is managed by the
verbal and non-verbal. he said. All our movements in the second direction were considered
informative elements; movements, physical contact, facial expressions, body movements, eye
contact and others (Vroom 1995, Scheeres and Rhodes 2006). This process starts in the presence
of discussion partners (transceivers). That is why listening is very important for the success of
this art, some writers believe that they are a difference between men and women.

Effective communication creates more positive attitudes that reflect the motivation level of the
employee, showing the quality of the service area quality in the performance of the final product
(Herzberg, 1974; Bass, 1990). In the development of communication process technology,
organisations embrace each other because it is possible to use them to obtain information to
improve the satisfaction of employees (or partners) and specific groups (Bass, 1990;(Dunnette
and Hough, 1990; Linstead, Fulop and Lilley, 2009).

There are different types of organisational communication on the Internet and Intranet, e-mail,
supervision and videoconferencing in teleworking and collaborative computing, and when using
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software and hardware in the computer, management by employees (partners) to improve their
work, including formal small group networks (Vroom, 1995; Linstead, Fulop and Lilley, 2009;
Pedler, Burgoyne and Boydell, 2010). All these things, as we have said, he said to man, more
focused on increasing the number of his habits, not only to see the individual but also for the
norm.

Communication understands the importance of making effective efforts to 'control the behaviour
and members of the group or the class hierarchy of the authorities and establish guidelines,
encouraging the need for outside explanations or implementation of partners. Considering the
basic mechanism by which employees express their frustration and satisfaction is necessary
(Gagné and Deci, 2005; Tay and Diener, 2011).

The employees’ attitudes are involved in the dynamics that we have established which can be
comprehended as feelings and beliefs through which determine the way is determined wherein
human resources perceive their immediate work environment and their pledge to the actions and
their behavioural approaches (Belbin, 2013). Behaviour and attitudes can be affected by
employee perception, so the management has the responsibility to take the aspects of employee
satisfaction; organisational commitment and involvement in the work into consideration with the
aim of motivating the employee so that they can positive exploit and benefit from them.
Therefore, the role played by communication is indeed pivotal (Belbin, 2013).

The satisfaction of work and everything for the cause is cantered on world hegemony; First of
all, as is the case with a global television, many human faces and other businesses or offices
behave. This is the negative, positive or no opinion, as it leads the employee to become more and
more consistent with information about the company, its superiors and colleagues
(Leatherbarrow and Fletcher, 2014). If it is very clear that the employee (his companion) is, he is
immersed in the belief that he should take a larger number and could not logically force him.
From a higher form of more credit and love to be, we will observe the actions of this, people
have heard that, they have told themselves, and have also increased attachment.

They are predictors of behaviour, dissatisfaction and satisfaction. If, but is known for the laziness
of the body and the spirit of recession, but it does not empty the soul of the worker, not a man
committed in the presence of God in the work, acts of courage to do so, but he is known for the
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incompatibility of great regularity, he began to demand the implementation of the right to present
himself as a sacrifice and an injustice; fallen back in different colours see all kinds of spices. And
this implies an intensification of competition (less mature, less reliable, for different reasons and
for another type of reserve of weakness) and air pollution, the result of human and financial
damage external and internal to see. (Herzberg, 1974; Bass, 1990; Vroom, 1995)

The employee, in these circumstances, tends to exercise violent behavior, such as late work and
theft, absenteeism, productivity, conflict and other expressions. All these negative behaviours are
harming the society and its members.

On the positive side, these attitudes interact in a very specific way with the organisation and with
all its resources for human resources; this includes family relationships and, as a result, we get
better citizens.

Conclusion

As a result, the motivation, communication and attitude of employees (partners) play a very
important role in the market, development, growth and human development. That is why it is
essential that these people reach their work time. These elements influence decision making at all
levels of perception as a means of regulating and interpreting sensory impressions. At present,
people's business lives depend on many factors related to it and essentially a balance between
them.
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