HUMAN

DYNAMICS
ASSIGNMENT 1

Attitude, Personality &

Motivation Plays A Major
Role In An Organization

SUBMITTED BY: Anand

Rathi
 ATTITUDE
Attitudes are evaluative statements – either favorable or unfavorable –
concerning objects, people, or events. They reflect how one feel about
something.
Attitudes are not the same as values, but the two are interrelated. You can see
this by looking at the three components of an attitude; Emotional, Informational,
and Behavioral.
• NATURE AND DIMENSIONS OF ATTITUDES:
The term attitude frequently is used in describing people and explaining their
behavior. For example “he has a poor attitude” “I like her attitude”
Attitude can be characterized in three ways.
First they tend to persist unless something is done to change them
Second, attitude can fall anywhere along a continuum from very favorable to very
unfavorable.
Third, attitudes are directed towards a subject about whom a person has feelings
(sometimes called “affect”) and beliefs.
• COMPONENTS OF ATTITUDES:
Attitudes can be broken into three basic components: emotional, informational,
and behavioral. The emotional component involves the persons feeling or effect –
positive, natural or negative- about an object.
The term emotional labour has emerged in recent years to represent the work
people are asked to perform beyond their physical and mental contributions.
People in many service jobs are asked or even required to express emotions in
interpersonal transactions other than those they are naturally feeling.
 The informational components consist of beliefs and information the individual
has about the object. It makes no difference whether this information is
empirically real or correct.

• CHANGING ATTITUDES
Barriers to changing attitudes
There are two basic barriers that can prevent people from changing their attitude.
One is called prior commitment, which occurs when people feel a commitment to
a particular course of action and are unwilling to change.
A second barrier is the result of insufficient information. Sometimes people do
not see any reasons to change their attitude.
• TYPES OF ATTITUDES
OB is concerned with three types of Attitudes:
➢ Job Satisfaction (general attitudes)
➢ Job Involvement (self worth)
➢ Organizational Commitment (identifies with organization)
1) Job Satisfaction (general attitudes):-
Locke gives a comprehensive definition of job satisfaction as involving cognitive,
affective, and evaluative reaction or attitudes and states it is “a positive emotional
state resulting from the appraisal of one’s job or job experience”. Job satisfaction
is a result of employees’ perception how well their job provides those things that
are viewed as important.

2) Job Involvement (self worth):-

 It refers extent to which an individual identifies with his job, actively participates
in it, & considers his performance. Higher degree of job involvement results in
fewer absence & lower resignations rates.

3) Organizational commitment (identifies with organization):-

The organizational commitment is determined by a number of personal(age,
tenure in organization and disposition such as positive or negative affectivity, or
internal or external control attributions) and organizational(the job design, values,
support, and the leadership style of one’s supervisor) variables. Even non
organizational factors , such as availability of alternatives after making the initial
choice to join the organization, will effect subsequent commitment.
 PERSONALITY
• DEFINATION:-
“The dynamic organization within the individual of those psychophysical
systems that determine his unique adjustments to his environment.”

For our purposes you should think of personality as the “sum total of ways in which an
individual reacts and interacts with others.”
This is most often described in terms of measurable personality traits that a person
exhibits.

Five Factor Model

 Five Factor Model of Personality:

1) Extraversion
Extraversion is characterized by positive emotions, surgency, and the tendency to seek
out stimulation and the company of others. The trait is marked by pronounced
engagement with the external world. Extraverts enjoy being with people, and are often
perceived as full of energy. They tend to be enthusiastic, action-oriented individuals
who are likely to say "Yes!" or "Let's go!" to opportunities for excitement. In groups
they like to talk, assert themselves, and draw attention to themselves.
Introverts lack the social exuberance and activity levels of extraverts. They tend to seem
quiet, low-key, deliberate, and less involved in the social world. Their lack of social
involvement should not be interpreted as shyness or depression. Introverts simply need
less stimulation than extraverts and more time alone. They may be very active and
energetic, simply not socially.
2) Neuroticism
Neuroticism is the tendency to experience negative emotions, such as anger, anxiety, or
depression. It is sometimes called emotional instability. Those who score high in
neuroticism are emotionally reactive and vulnerable to stress. They are more likely to
interpret ordinary situations as threatening, and minor frustrations as hopelessly
difficult. Their negative emotional reactions tend to persist for unusually long periods of
time, which means they are often in a bad mood. These problems in emotional
regulation can diminish the ability of a person scoring high on neuroticism to think
clearly, make decisions, and cope effectively with stress.
At the other end of the scale, individuals who score low in neuroticism are less easily
upset and are less emotionally reactive. They tend to be calm, emotionally stable, and
free from persistent negative feelings. Freedom from negative feelings does not mean
that low scorers experience a lot of positive feelings.

3) Agreeableness
Agreeableness is a tendency to be compassionate and cooperative rather than suspicious
and antagonistic towards others. The trait reflects individual differences in general
concern for social harmony. Agreeable individuals value getting along with others. They
are generally considerate, friendly, generous, helpful, and willing to compromise their
interests with others. Agreeable people also have an optimistic view of human nature.
They believe people are basically honest, decent, and trustworthy.
Disagreeable individuals place self-interest above getting along with others. They are
generally unconcerned with others’ well-being, and are less likely to extend themselves
for other people. Sometimes their skepticism about others’ motives causes them to be
suspicious, unfriendly, and uncooperative.
4) Conscientiousness
Conscientiousness is a tendency to show self-discipline, act dutifully, and aim for
achievement. The trait shows a preference for planned rather than spontaneous behavior.
It influences the way in which we control, regulate, and direct our impulses.
Conscientiousness includes the factor known as Need for Achievement.
5) Openness to experience
Openness is a general appreciation for art, emotion, adventure, unusual ideas,
imagination, curiosity, and variety of experience. The trait distinguishes imaginative
people from down-to-earth, conventional people. People who are open to experience are
intellectually curious, appreciative of art, and sensitive to beauty. They tend to be,
compared to closed people, more creative and more aware of their feelings. They are
more likely to hold unconventional beliefs.
People with low scores on openness tend to have more conventional, traditional
interests. They prefer the plain, straightforward, and obvious over the complex,
ambiguous, and subtle. They may regard the arts and sciences with suspicion or even
view these endeavors as uninteresting.

MOTIVATION

It is the need or drive within an individual that drives him or her towards goal oriented
action.
The extent of drive depends upon the prescribed level of satisfaction that can be
achieved by the goal.
Definition:-
“MOTIVATION IS A PREDISPOSITION TO ACT IN A SPECIFIED GOAL
DIRECTED MANNER”
Employees' performance is, of course, partially determined by the opportunities given
them to demonstrate their abilities. If employees are never given opportunities to utilize
all of their skills, then the employer may never have the benefit of their total
performance. Work performance is also contingent upon employee abilities. If
employees lack the learned skills or innate talents to do a particular job, then
performance will be less than optimal. A third dimension of performance is motivation.
 Mechanism of Motivation

Motivational factors
• Recognition
• Advancement
• Responsibility
• Possibility of growth
• Achievement
• Work itself

Motivational factors are directly related to the job itself. Present of such factor create a
highly motivating situation, but their absence does not cause job dissatisfaction. These
factors are ‘content oriented’.
SITUATIONS
 ➢ SITUATION (1):-
Sagar works in ‘Corporate Culture’ an advertising agency as a Jr. Service Manager. He
is young, energetic, willing to learn and have a success story of 3 years working with
the agency. He is handling major clients and enjoys good reputation within and outside
the organization. One of his clients has even offered him a job with good salary, but he
has declined because he is really happy and satisfied. He reports directly to the CEO.
One day you found out that the agency hired a new experienced marketer now you will
be reporting to him. This has caused him a mental and emotional set back.
What would you do if you were in the place of Sagar?
Analysis:-
• Sagar is dedicated towards his job, and he was very satisfied with his current job.
• He was having a good attitude of job involvement because he was handling major
clients and had a good reputation in the company.
• His personality suited his position in that organization.
• He became very frustrated due to mental and emotional set back because one new
experienced marketer was appointed in the company and he have to report him
instead of the CEO directly.
Solution:-
• He could take it positively and think as he may learn many things from that new
employee as he has a good job experience.
• If he is not performing well then he could get motivation from his boss and so
that he may improve his performance and may come out of the mental set back.
• He also can shift the job as he is not satisfied by it and he is not contributing
towards the organizational commitments.
SITUATION (2):-
Ashwin works with Pantaloon retail Ltd. as a Jr. Marketing manager. He was given a
target of selling 2000 units of a particular product which the company launched recently.
He have shown a fantastic performance and sold 3800 units of that commodity and also
brought many new customers to the company. The boss decided to give him a increment
in salary and promoted him to asst. Sr. marketing manager. He also motivated his other
employees by giving his example.
What do you think is the Boss is right or wrong?
Analysis:-
• Ashwin is very motivated employee as he was very much concerned about the
organizational goals as he was meeting his target very well.
• He also got motivation from his boss as he had given him an increment in salary
and also promoted him to Sr. Marketing Manager.
• The boss had also given his example to other employees to improve their
performance.
• He was having a good personality so that he could managed to sell that much of
products.
• Ashwin also get more motivated as he came to know that the boss is motivating
the employees with his example.
• He can now perform well and can give more output.
Solution:-
• The boss was right as he was motivating his employees and giving rewards
considering their performance.
 • The boss was going on right track to meet the organizational Commitments.

SITUATION (3):-
Rina a 25 year old girl working with Infosys Tech. Ltd. as a Asst. Tech. Manager. She
had completed her B.E. (IT) from MIT Pune, and MBA from Symbiosis, Pune. She was
very energetic, willing to learn and very dedicated towards her work she was promoted
within 4 months from the date of joining.
She had shown a very good performance and she was a very good team leader as well.
She had completed 3 projects in 6 months which helped the company to generate huge
amount of revenue.
Describe the personality of Rina?
Analysis:-
• The personality of Rina is very dynamic and she very a very dedicated employee.
• She was motivated towards her work
• Many of the employees were also motivated by her personality and her attitude
• She always carried positive attitude with her which ultimately helped her achieve
more than expected
• She was successful in achieving the organizational commitments.
• Her attitude towards her work helped her to improve her performence