Attitude is a tendency or mind set to act in a specific manner due to temperament of individual or due to experience. Attitudes allow people to behave in a particular way. Workers’ attitude has significant impact over the performance of the organization and in order to prevent the organization from negative sentiments of workers it is essential for managers to recognize the common attitude problem at workplace. In the case of “J.K. Robert Company”, it has been determined that worker are resisting the change and not ready to adapt the new policy of the organization and this is because they find peter as a strict person and not happy with his attitude. However, manager is also not realizing the issue and focusing on authoritarian management style the type of Peter is on “Win at any Cost” managers that has made the situation worst. Organizational culture is the system in which believes, attitudes of organizational members are developed, and behaviors are guided; and workers were used to work with the attitude of freedom and comfortable with Roberts style of participative management style. In order to change the attitude of workers, it is essential that they be provided coaching, listening, and training classes. Most of the workers working in the organization are old women who have no capacity to work for long hours, management should realize this issue, and rather to impose stick rules on them should provide them flexibility in working. It has been determined that peter does not interact with his workers; in order to take the work from employees he has to change his negative perception among workers that he shows power and do not care about employees. Trust and confidence of workers on manager is the most important factor that plays immense role in satisfying customers; communicating effectively allow employees to understand the overall strategy of the company, help them in realizing the way to attain the objectives, and information sharing enable them to improve their productivity. Peter believes that workers do not understand the importance of cost and waste reduction. He must communicate with workers and should listen to them to resolve issue of attitude. It is in human nature that care affect attitudes, peter must think of wellbeing of workers, should keep the informed, should develop the sense of responsibility in them, make ensure that they are supervised properly and have understood the task. The first reason of negative sentiments was lack of trust on Peter and the second that they had been tired of their work; therefore, peter rather to emphasize on doing more work should give them authority and allow them to realize the impact opportunity (Sinha, 2011).
Need based theory that is also known as “Maslow’s hierarchy of needs” theory is the most popular theory of motivation. According to Maslow a hierarchy of needs exist in all human beings. Maslow argues that the first need of every human is satisfaction of physiological needs, after the achievement of these needs security comes at second, and in such manners the hierarchy goes up and after having all needs satisfied, a person is on the stage where he or she want to be self-actualized. After satisfying the each need the next one become dominant. If for the application of Maslow’s hierarchy, the staff of J.K. Robert Company is considered in then physiological needs male and female workers include wages, lunch breaks, and rest breaks. It has been determined that Roberts is low at wages and workers in order to compensate lower wages do overtime, take frequent breaks, and take small items with them at home when they leave (Robbins, 2009). However, in the result of new schedule, workers are not able to compensate the lower wages and older women are not happy because they can do work for such longer hours and prefer to work five days a week. Management should understand the physiological needs of workers and provide them flexibility to satisfy the physiological needs of employees. The foremen needs fit at the social need stage in the hierarchy, it has been determined that when foramen was asked to control the waste and cost they were not happy because they believe that they are already performing their jobs well and further pressure on workers by them will not make any difference. This represents that management need to satisfy their esteem needs rather to threaten them for having demanded outcome; they need to appreciate them and make them feel valued because these are the people who have good relation with employees and liable to provide quality and timely production output; if foreman self-esteem needs will be fulfilled they will be enthusiastic to take challenge and try to get their full career potential and in result will encourage employees to enhance productivity.
Organizational Justice:
Three primary types of organizational justice include distributive justice, procedural justice, and interactional justice. Employees are the assets of the organization and in order to attain the stated objectives it is essential that employees are satisfied with their jobs and satisfaction comes from the perception of fairness that in return lead to positive performance; rewarded employees and who feel that they are being treated fairly has strong commitment to the organization. Organization justice is a concept that is versatile and includes all aspect of organization. The employees of J.K. Robert Company were not satisfied with their wages and compensate with alternative techniques, but after the new schedule they are leaving their jobs; management in order to retain employees should focus on distributive organizational justice. Distributive justice includes praises and pays.
Procedural justice includes the appropriateness of allotment process. Robert employees are feeling that they are under paid that cause dissatisfaction and they are not motivated to do hard work. Management should not overburden the workers rather they should be given an opportunity to reach the outcome in such way people will perceive the formal procedure of the company fair. Rather to cut the pays on not meeting the targets they should be motivated that if they exceed the prior targets they will be awarded. Procedural justice will affect employees’ attitudes positively and they will show Volunteer Corporation.
Interactional justice includes the appropriateness of employee treatment. It has been encountered that rather to talk with employees, Peter is imposing his decisions on them. He is pressurizing employees to foramen to do accordingly, what he asked; this situation led Robert Company to more waste and enhanced cost. Management rather to threatened employees that they will be terminated should treat them with respect, dignity, and courtesy; and should share relevant information and ideas with them (Usmani & Jamal, 2013).
Recommendations:
There are two sorts of motivation intrinsic and extrinsic; workers that are intrinsically motivated are more committed to organizations and motivated to do hard work to attain organizational goals. In the case of Robert company, management in order to enhance the intrinsic motivation should improve the environment of the organization as was practiced by Robert such as social gathering after completing the work and entertainment activities during lunch time; communicate with employees engage them in decision making that will allow them to be honest and do hard for the organization. However, in order to enhance the extrinsic rewards should be provided as well. For example, rather to threaten employees and stopping the overtime, they should be asked to exceed the particular amount of units and if they do so, they will be rewarded with bonuses, compensations, and promotions. In this way the company will be able to retain good employees and will be able to motivate them to give their best performance.
References
Robbins, P.S. (2009). Organizational behavior in Southern Africa, 2nd edition. Pearson.
Sinha, V. (2011). The Impact of Boss Personality and Style on Employee Performance and Attitude towards Workplace. Zenith International Journal of Multidisciplinary Research, 1(3), 152-161.
Usmani, S., & Jamal, S. (2013). Impact of distributive justice, procedural justice, interactional justice, temporal justice, spatial justice on Job satisfaction of banking employees. Review of Integr BusEcon Res, 2(1), 351-383.
