Organisational Behaviour Models and Job Satisfaction Analysis

I N S T IT U T E OF M A N AG E M E N T T E C H N O L O G Y

PROJECT REPORT

ORGANISATIONAL BEHAVIOUR
DR. RAKESH AGRAWAL

Mo dels of Or g anisat io nal B ehav io ur & Att it ude – Jo b
Sat isfa ct io n

Submitted By:

Adesh Mittal (10DCP-053)
Ankit Bhardwaj (10DCP-060)
Anurag Yadav (10DCP-063)
Harsh Arya (10DCP-068)
Himanshu Chopra (10DCP-070)
Vidur Pandit (10DCP-094)

Organisational Behaviour Page 1


T ABLE OF C ONTENTS

List of Tables 3
List of Figures 3
Executive Summary 4
Acknowledgements ................................................................................................................................. 5
Introduction: Background of the study ........................................................................................................ 6
Models of Organizational Behaviour ...................................................................................................... 6
Autocratic .......................................................................................................................................... 6
Custodial.............................................................................................................................................. 6
Supportive .......................................................................................................................................... 7
Collegial .............................................................................................................................................. 7
Attitude ..................................................................................................................................................... 8
Models of job satisfaction ....................................................................................................................... 9
Affect Theory ....................................................................................................................................... 9
Dispositional Theory ............................................................................................................................ 9
Two-Factor Theory (Motivator-Hygiene Theory) ................................................................................ 9
Job Characteristics Model ................................................................................................................. 10
Objective .................................................................................................................................................... 11
Methodology .............................................................................................................................................. 12
Data Analysis .............................................................................................................................................. 15
Discussion and Recommendation .............................................................................................................. 20
References .................................................................................................................................................. 21
Appendix .................................................................................................................................................... 22



L IST OF T ABLES

1. Table 1: Sample Data Count

2. Table 2: Descriptive Statistics

3. Table 3: Correlation analysis

L IST O F F IGURES

1. Fig1: Graph showing Organisation preferred model

2. Fig2: Graph showing Mean for various factors

3. Fig3: Correlation Chart

4. Fig4: Graph showing best fit - Overall satisfaction with Rewards and recognition

5. Fig5: Graph showing best fit - Overall satisfaction with Personal Development

6. Fig6: Graph showing best fit - Overall satisfaction with Diversification

7. Fig7: Graph showing best fit - Overall satisfaction with Job Security

8. Fig8: Graph showing best fit - Overall satisfaction with Relationship

9. Fig9: Graph showing best fit - Overall satisfaction with Work Duration



E XECUTIVE S UMMARY

IN TODAY’S INTENSE COMPETITIVE ENVIRONMENT:

THE ORGANIZATION'S BASE RESTS ON MANAGEMENT'S PHILOSOPHY, VALUES, VISION AND
GOALS. THIS IN TURN DRIVES THE ORGANIZATIONAL CULTURE WHICH IS COMPOSED OF THE
FORMAL ORGANIZATION, INFORMAL ORGANIZATION, AND THE SOCIAL ENVIRONMENT. THE
CULTURE DETERMINES THE TYPE OF LEADERSHIP, COMMUNICATION, AND GROUP DYNAMICS
WITHIN THE ORGANIZATION. THE WORKERS PERCEIVE THIS AS THE QUALITY OF WORK LIFE
WHICH DIRECTS THEIR DEGREE OF MOTIVATION. THE FINAL OUTCOMES ARE PERFORMANCE,
INDIVIDUAL SATISFACTION, AND PERSONAL GROWTH AND DEVELOPMENT. ALL THESE
ELEMENTS COMBINE TO BUILD THE MODEL OR FRAMEWORK THAT THE ORGANIZATION
OPERATES FROM.

ATTITUDE HAS EMERGED AS ONE OF THE MOST IMPORTANT AREAS OF CONCERN FOR ALL
ORGANIZATIONS. IN FACT, IT HAS BECOME A DIFFERENTIATING FACTOR BETWEEN SUCCESS
AND FAILURE IN BOTH THE SHORT AND THE LONG RUN. IN THE PRESENT SCENARIO, IT HAS
BECOME QUINTESSENTIAL FOR EVERY ORGANIZATION TO DEVELOP POSITIVE ATTITUDE.

KEEPING THIS IS PERSPECTIVE, FOR OUR PROJECT, WE HAVE DESIGNED

1. A QUESTIONNAIRE TO IDENTIFY WHAT BEHAVIOURAL MODEL YOUR ORGANIZATION
PREFERS TO OPERATE IN

2. A QUESTIONNAIRE BASED ON DIFFERENT PARAMETER OF JOB SATISFACTION AND
HAVE DONE QUANTITATIVE ANALYSIS ON EACH ONE OF THEM WE THEN
CONSOLIDATED THE INFORMATION AND WITH THE HELP OF MATHEMATICAL TOOLS
(REGRESSION) WE HAVE CALCULATED EXACTLY THE PARAMETERS THAT TEND TO
AFFECT THE ATTITUDE OF AN EMPLOYEE.



A CKNOWLEDGEMENTS

Apart from our efforts, the success of this project depends largely on the encouragement and
guidelines of Dr. R A K E S H A G R A W A L . Words defeat us in expressing our deep sense of gratitude for
our professor, whose tremendous support and constructive direction enabled us to select our
project and work towards overcoming all the challenges posed by it. His valuable time and
meticulous attention towards our project is fully acknowledged.

We also thank our colleagues who were a constant source of information and helped us with
conducting the surveys.



I NTRODUCTION -B ACKGRAUND OF THE STUDY

Elements of Organizational Behavio ur
The organization's base rests on management's philosophy, values, vision and goals. This in turn
drives the organizational culture which is composed of the formal organization, informal organization,
and the social environment. The culture determines the type of leadership, communication, and
group dynamics within the organization. The workers perceive this as the quality of work life which
directs their degree of motivation. The final outcomes are performance, individual satisfaction, and
personal growth and development. All these elements combine to build the model or framework that
the organization operates from.

Models of Organizational Behaviour
There are four major models or frameworks that organizations operate out of, Autocratic, Custodial,
Supportive, and Collegial:

Autocratic — the basis of this model is power with a managerial orientation of authority. The
employees in turn are oriented towards obedience and dependence on the boss. The employee need
that is met is subsistence. The performance result is minimal.

Custodial — the basis of this model is economic resources with a managerial orientation of money.
The employees in turn are oriented towards security and benefits and dependence on the
organization. The employee need that is met is security. The performance result is passive
cooperation.



Supportive — the basis of this model is leadership with a managerial orientation of support. The
employees in turn are oriented towards job performance and participation. The employee need that
is met is status and recognition. The performance result is awakened drives.

Collegial — the basis of this model is partnership with a managerial orientation of teamwork. The
employees in turn are oriented towards responsible behaviour and self-discipline. The employee need
that is met is self-actualization. The performance result is moderate enthusiasm.



ATTITUDE

Attitude is Evaluative statements or judgments concerning objects, people, or events. Attitude is
defined as "a way of looking at life; a way of thinking, feeling or behaving." Therefore an attitude is
not just the way we think, but the way we think, feel and do.

Our attitude in the workplace is one of the most telling aspects of how others in the company look at
us and feel about us as a co-worker. A first impression can be a hard thing to shake especially if it's a
bad one. In other words, once you have gotten a workplace reputation as being lazy, a slacker, a
whiner or other negative tag, it can be hard to get rid of.

TYPES OF ATTITUDES

o Job Satisfaction - A collection of positive and/or negative feelings that an individual holds
toward his or her job.

o Job Involvement - Identifying with the job, actively participating in it, and considering
performance important to self-worth.

o Organizational Commitment - Identifying with a particular organization and its goals, and
wishing to maintain membership in the organization (Affective, Normative, and Continuance
Commitment)

o Perceived Organizational Support (POS) -Degree to which employees feel the organization
cares about their well-being

o Employee Engagement -An individual’s involvement with, satisfaction with, and enthusiasm
for the organization

Attitude Surveys involve eliciting responses from employees through questionnaires about how they
feel about their jobs, work groups, supervisors, and the organization. In our survey we have focused
on the Job Satisfaction aspect of attitude at work place. We have conducted a survey among people
from various industries and measured various parameters that determine job satisfaction.

Job satisfaction describes how content an individual is with his or her job. It is in regard to one's
feelings or state-of-mind regarding the nature of their work. Job satisfaction can be influenced by a
variety of factors, eg., the quality of one's relationship with their supervisor, the quality of the
physical environment in which they work, degree of fulfillment in their work, etc.

One of the biggest preludes to the study of job satisfaction was the Hawthorne studies which sought
to find the effects of various conditions (most notably illumination) on workers’ productivity. This
finding provided strong evidence that people work for purposes other than pay, which paved the way
for researchers to investigate other factors in job satisfaction.



MODELS OF JOB SATISFACTION
Affect Theory
The main premise of this theory is that satisfaction is determined by a discrepancy between what one
wants in a job and what one has in a job. Further, the theory states that how much one values a given
facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one
becomes when expectations are/aren’t met. When a person values a particular facet of a job, his
satisfaction is more greatly impacted both positively (when expectations are met) and negatively
(when expectations are not met), compared to one who doesn’t value that facet. To illustrate, if
Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then
Employee A would be more satisfied in a position that offers a high degree of autonomy and less
satisfied in a position with little or no autonomy compared to Employee B. This theory also states that
too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker
values that facet.

Dispositional Theory
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 approach became a notable explanation of job
satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers
and jobs.

Two-Factor Theory (Motivator-Hygiene Theory)
Frederick Herzberg’s two factor theory attempts to explain satisfaction and motivation in the
workplace. This theory states that satisfaction and dissatisfaction are driven by different factors –
motivation and hygiene factors, respectively. An employee’s motivation to work is continually related
to job satisfaction of a subordinate. Motivation can be seen as an inner force that drives individuals to
attain personal and organization goals. Motivating factors are those aspects of the job that make
people want to perform, and provide people with satisfaction, for example achievement in work,
recognition, promotion opportunities. These motivating factors are considered to be intrinsic to the
job, or the work carried out. Hygiene factors include aspects of the working environment such as pay,
company policies, supervisory practices, and other working conditions.



Job Characteristics Model
Job Characteristics Model is widely used as a framework to study how particular job characteristics
impact on job outcomes, including job satisfaction. The model states that there are five core job
characteristics (skill variety, task identity, task significance, autonomy, and feedback) which impact
three critical psychological states (experienced meaningfulness, experienced responsibility for
outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction,
absenteeism, work motivation, etc.). The five core job characteristics 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 behaviours.



O BJECTIVE

The objective of the project is
to identify what behavioural model your organization prefers to operate in

to study the job satisfaction aspect of attitude at the work place

Job satisfaction depends upon various factors like pay and benefits, working conditions, co-
workers, job content and career progress. It also varies from person to person depending
upon age, gender, qualification and personal choices.

Keeping all these things in mind we have prepared a survey questionnaire and conducted
survey among people across Accenture Services Pvt. Ltd and AXA.

This report discusses the findings of the study that examined the role of various factors that
affect job satisfaction in different companies and the behavioural model that organization
prefers to operate in.

The study sought to determine the relationship between all these factors with the overall
job satisfaction.



M ETHODOLOGY

Sample

The first major task at hand was to prepare the questionnaire for job satisfaction and behavioural

model for organization in which it prefers to operate in. Once we were through with this part,
the concern was on whom to check this questionnaire. So we selected 30 people arbitrarily, 15 each
from Accenture and Mphasis. We convinced all of them to answer honestly, all the questions. The
main objective behind selecting people from different organisations was to gather a consolidated set
of thinking. As every industry has its very own way of working, own principles and own priorities, thus
we could get the major factors that are responsible for job satisfaction. The table below presents the
company, no. of respondents, age-group and gender.

Accenture/Mphasis

Gender
Male Female
18 12

Table 1: Sample Data Count

Brief of Organizations
As we have assorted set of people from various industries and it is quite impossible to give a laconic
description of all of them, we selected some renowned organizations in their fields. The major chunks
were from the IT industry and rest from all other. So the briefing is as:

Accenture is a global management consulting, technology consulting and technology
outsourcing company. Previously incorporated in Bermuda, since 1 September 2009 the company has
been incorporated in Ireland with its global headquarters located in New York. It is said to be the
largest consulting firm in the world, as well as being a global player within the technology consulting
industry. Accenture is a Fortune Global 500 company. As of 2010, the company had more than
200,000 employees in more than 200 locations in over 120 countries. Accenture's current clients
include 96 of the Fortune Global 100 and more than three quarters of the Fortune Global 500.For
the fiscal year ended 31 August 2009, the company generated net revenues of US$21.58 billion.

MphasiS, a unit of Hewlett-Packard Co., is an information technology services company based
in Bangalore, India. MphasiS is certified with ISO 9001:2008, ISO/IEC 27001:2005 and is assessed at



CMMI v 1.2 Level 5. It is the sixth largest IT company in India with more than 38,000 employees as of
2010. The company has 29 offices in 14 countries with delivery centers in India, Sri Lanka, China,
North America and Europe.

In September 2009 MphasiS changed its brand identity by dropping EDS association to become
"MphasiS, an HP Company" after HP retired EDS Brand to become "HP Enterprise Services". MphasiS
operates as an independent HP subsidiary with its own board and continues to be listed on Indian
markets as "MphasiS Limited".

Method

The behavioural model questionnaire was used to find out the mode in which the organization
prefers to operate in. It is based upon the theory that organizations generally operate out of one of
four modes - Autocratic, Custodial, Supportive, or Collegial. The lowest score possible for a model is 6
(Almost never) while the highest score possible for a model is 30 (Almost always). 6 questions were
used to predict each kind of model.

The job satisfaction questionnaire was used to measure the different attributes that lead to job
satisfaction. Our questionnaire comprised 27 questions of which 5 questions were used to determine
Rewards & Recognition, 5 questions sued to determine Personal Development, 6 questions used to
determine relationship, 7 questions used to determine working duration, 2 questions used to
determine diversification and 1 question used to determine job security. The respondents were to
choose the option from 5 options (scoring: 5 for Always, 4 for Often, 3 for Sometime, 2, for Rarely, & 1
for Never) which described the way they felt about each of the attributes. Then there was another
section of 6 questions which described the general perception of people regarding job satisfaction.

The highest of the four scores indicates what model you perceive your organization to normally
operate in. If your highest score is 24 or more, it is a strong indicator of the model it operates in.

The lowest of the three scores is an indicator of the stage your team is least like. If your lowest score
is 12 or less, it is a strong indicator that your organization does not operate this way.

If two of the scores are close to the same, you are probably going through a transition phase. If there
is only a small difference between three or four scores, then this indicates that you have no clear
perception of the way your organization behaves, or the organization's behaviour is highly variable.



Also note that if several scores are close to being the same, then the one on the right could be stage
that you company primarily operates out of. That is a collegial company could have patterns of both
custodial and supportive organizations

Procedure

All sample people from Accenture and Emphasis were mailed the questionnaire and were also
explained the purpose of survey so that we could get genuine responses, the way the employees
actually felt and would react in the given situations.

Then, the average score for each of the four models - Autocratic, Custodial, Supportive, or Collegial
was calculated for all filled questionnaire using the categorization described in the method section.

Then, the average score for each factor i.e. Rewards & Recognition, Personal Development,
relationship, working duration, diversification and job security was calculated for all filled
questionnaire using the categorization described in the method section.

The Pearson correlation coefficient was used to determine whether there were significant
relationships between Job Satisfaction and the different parameters we considered to have an impact
on job satisfaction. To find if the relationships were significant, the level of significance was
established at p<0.05.

Lastly, after interpreting the results we were able to judge which factors are more relevant for overall
job satisfaction of the employee.



D ATA A NALYSIS

Organisation Model
Autocratic Custodial Supportive Collegial

19% 19%

33% 29%

Fig1: Graph showing Organisation preferred model

Fig 1 shows the four major models or frameworks that organizations operate out of, Autocratic,
Custodial, Supportive, and Collegial. It is visible that the preferred mode of operation for the chosen
two companies is a blend of Supportive &Custodial.

Std.
N Minimum Maximum Mean
Deviation
REWARD AND
30 2 4 3.333333333 0.479463301
RECOGNITION
PERSONAL
30 1.6 4 2.893333333 0.54515631
DEVELOPMENT
WORKING DURATION 30 2 4.285714286 3.066666667 0.534171286
RELATIONSHIP 30 2.666666667 4.666666667 3.627777778 0.624658272
DIVERSIFICATION 30 2.5 4.5 3.48 0.505418911
JOB SECURITY 30 2 5 3.2 0.886683087
OVERALL SATISFACTION 30 2 4.2 3.218333333 0.706189792
Valid N (listwise) 30
Table 2: Descriptive Statistics

Table 2 shows the minimum, maximum, mean and standard deviation for the all the categories along
with the overall satisfaction.



4
3.5
3

Axis Title
2.5
2
1.5
1
0.5
0

Axis Title

Fig2: Graph showing mean for various factors

Fig 2 shows the means plotted for all the factors which are considered for job satisfaction. Here, it can
be observed, that the mean for personal development and Security is closest to the mean for overall
satisfaction score. Rewards and recognition & Relationships mean scores are the highest.

Here for Regression & correlation Analysis, overall satisfaction is the dependent variable and rewards
& recognition, personal development, relationship, working duration, diversification and job security
are the independent variables. Figure 3 depicts the same

Table3: Correlation analysis



Correlation- Overall Satisfaction
0.8
0.7
0.6
0.5
Correlation

0.4
0.3
0.2
0.1
0
-0.1
-0.2
WorkDuratio Diversificatio RewardsReco
JobSecurity Relationships PersonalDev
n n g
Series1 0.112342041 -0.131980549 0.286339707 0.123759404 0.744122591 0.34920112

Fig3: Correlation Chart

Figure-4 shows the best fit regression line for reward & recognition and overall satisfaction. As
observed from the table, reward & recognition has very high degree of correlation with overall job
satisfaction. This reflects that reward & recognition will greatly affect the overall job satisfaction of
the employee.

5
OVERALL SATISFACTION

OVERALL
4 SATISFACTION
3
2 Predicted
OVERALL
1 SATISFACTION
0 Linear (OVERALL
0 2 4 6 SATISFACTION)
REWARD AND RECOGNITION

Fig4: Graph showing best fit



Figure-5 shows the best fit regression line for personal development and overall
satisfaction. As observed from the table, personal development has high degree of
correlation with overall job satisfaction. This reflects that personal development will
affect the overall job satisfaction of the employee.

5
OVERALL SATISFACTION OVERALL
4 SATISFACTION
3
2 Predicted
OVERALL
1 SATISFACTION
0 Linear (OVERALL
PERSONAL DEVELOPMENT


Figure-6 shows the best fit regression line for diversification and overall satisfaction.
As observed from the table, diversification has low degree of correlation with overall
job satisfaction. This reflects personal development will affect the overall job
satisfaction of the employee to a small extent.

5

OVERALL
4 SATISFACTION
3
2 Predicted
OVERALL
1 SATISFACTION
0 Linear (OVERALL
DIVERSIFICATION




Figure-7 shows the best fit regression line for Job security and overall satisfaction. As observed
from the table, Job security has very low degree of correlation with overall job satisfaction.
This reflects Job security will affect the overall job satisfaction of the employee to a very small
extent.

5

OVERALL
4 SATISFACTION
3
2 Predicted
OVERALL
1 SATISFACTION
0 Linear (OVERALL
JOB SECURITY


Figure-8 shows the best fit regression line for relationship and overall satisfaction. As observed
from the table, relationship has moderate degree of correlation with overall job satisfaction.
This reflects relationship will affect the overall job satisfaction of the employee to a moderate
extent.
5

OVERALL
4 SATISFACTION
3
2 Predicted
OVERALL
1 SATISFACTION
0 Linear (OVERALL
RELATIONSHIP

Figure-9 shows the best fit regression line for work duration and overall satisfaction. As
observed from the table, work duration has a low inverse correlation with Overall satisfaction.
This reflects work duration will negatively affect the overall job satisfaction of the employee to
a low extent .
5
OVERALL
Overall Satisfaction

4 SATISFACTION
3
2 Predicted
OVERALL
1 SATISFACTION
0 Linear (OVERALL
Work Duration




D ISCUSSION A ND R ECOMMENDATIONS

From the Pearson Correlation values we can conclude that there exists a positive correlation (direct
proportionality) between rewards and overall satisfaction, personal development and overall job satisfaction,
relationship and overall job satisfaction, diversification and overall job satisfaction, job security and overall job
satisfaction. There exists a negative correlation (inverse proportionality) between working duration and overall
job satisfaction. The positive correlation between rewards and job satisfaction is a result of the fact that, the
more rewards and recognition that employee gets it helps him to perform better and thereby instil a sense of
satisfaction in him that his work is being recognized thereby contributing to overall job satisfaction. The
positive correlation between relationship and job satisfaction could be a result of relax mind-set, better team
work and proper communication of problems and thereby faster solutions all of which are a result of having
better relationship with peers and higher authority. Then there is the obvious factor of personal development
which is what any employee will look for in his jobs, so the more the employee feels he is having an addition to
his skills and thereby to his development the more satisfied he will be doing the work. The positive correlation
between jobs security and job satisfaction could be due to the fact that that if people are more secured in their
jobs they tend to attain higher levels of motivation to do the job and this will have an impact on the
satisfaction they drive from the kind of work they do. The negative correlation between working duration and
job satisfaction could be due to the fact that when employees work in different timings there could be a
problem of co-ordination and also the employees might feel that the division of work is not appropriate
leading to a dissatisfaction amount the employees, plus most people prefer to have a fixed schedule each day
and might not prefer frequently changing work timings so that could also be a reason for the negative
correlation between working duration and job satisfaction.

Now from an organizational point of view it is important to lay emphasis on the significant parameters and
make sure that these factors are taken care of to have high level of job satisfaction among the employees, at
the same time the moderately significant parameters should not be neglected. From this study of ours we
have found the various parameters that can affect job satisfaction and how the employer must make sure on
what factors to target to maintain the motivation level of employees and thereby imbibe a feeling of job
satisfaction among them.



R EFERENCES
1. http://www.statisticssolutions.com/pearson's-correlation-coefficient
2. Robbins, S.P., Judge, T.A. & Sanghi, S. (2009), Organizational Behavior. 13th ed. Pearson Education,
Prentice Hall
3. http://www.nwlink.com/~donclark/leader/obsurvey.html



A PPENDIX

Appendix A

Interpretation of Degree of Correlation:

1. Perfect correlation: If Pearson’s correlation coefficient value is near ± 1, then it said to be a perfect
correlation.

2. High degree of correlation: If Pearson’s correlation coefficient value lies between ± 0.75 and ± 1, then
it is said to be a high degree of correlation.

3. Moderate degree of correlation: If Pearson’s correlation coefficient value lies between ± 0.25 and ±
0.75, then it is said to be moderate degree of correlation.

4. Low degree of correlation: When Pearson’s correlation coefficient value lies between 0 and ± 0.25,
then it is said to be a low degree of correlation.

5. No correlation: When Pearson’s correlation coefficient value lies around zero, then there is no
correlation.


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