‫المملكة العربية السعودية‬

Kingdom of Saudi Arabia ‫وزارة التعليم‬

Ministry of Education ‫الجامعة السعودية اإللكترونية‬
Saudi Electronic University

College of Administrative and Financial Sciences

Assignment 1
Organizational Behaviour (MGT 301)
Due Date: 01/03/2025 @ 23:59

Course Name: Organizational Behaviour Student’s Name: kadi alharbi

Course Code: MGT301 Student’s ID Number: s210046422
Semester: 2nd Semester CRN: 23944
Academic Year:2024-25

For Instructor’s Use only

Instructor’s Name: Njoud AlJohani
Students’ Grade: /10 Level of Marks: High/Middle/Low

General Instructions – PLEASE READ THEM CAREFULLY

 The Assignment must be submitted on Blackboard (WORD format only) via the
allocated folder.
 Assignments submitted through email will not be accepted.
 Students are advised to make their work clear and well-presented; marks may be reduced
for poor presentation. This includes filling in your information on the cover page.
 Students must mention the question number clearly in their answers.
 Late submissions will NOT be accepted.
 Avoid plagiarism, the work should be in your own words, copying from students or
other resources without proper referencing will result in ZERO marks. No exceptions.
 All answers must be typed using Times New Roman (size 12, double-spaced) font. No
pictures containing text will be accepted and will be considered plagiarism).
 Submissions without this cover page will NOT be accepted.

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 Learning Outcomes:

CLO-Covered
1. Recognize the fundamental concepts, theories, and principles, and examine
challenges of organizational behaviour. (CLO1).
2. Describe management issues such as diversity, attitudes and job satisfaction,
personality, and values in organizational behaviour (CLO2).

Assignment 1
Reference Source:

Textbook: -

Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2021). Organizational behaviour:

Improving performance and commitment in the workplace (7th ed). Burr Ridge, IL:
McGraw-Hill Irwin.

Critical Thinking: -
Discussion Chapters: - Please read Chapters 3,4 & 6 “Organizational Commitment,
Job Satisfaction & Motivation” carefully and then give your answers based on your
understanding.

Assignment Question(s):
1. Why is organisational commitment important for employees and employers? How
should management address the situation if an employee demonstrates high
organizational commitment but consistently underperforms? (04 Marks) (Min words
300-400)

2. Can an employee have high job satisfaction but low job performance? If so, what
factors might cause this paradox? (03 Marks) (Min words 150-200)

3. In what ways can Herzberg’s Two-Factor Theory guide managers to improve

employee motivation beyond salary increases? (03 Marks) (Min words 150-200)
Important Note: -
1. Support your submission with course material concepts, principles, and theories from
the textbook and at least two scholarly, peer-reviewed journal articles.
2. References required in the assignment. Use APA style for writing references.

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 Answers:
1.
Why is organisational commitment important for employees and employers? How should
management address the situation if an employee demonstrates high organizational
commitment but consistently underperforms? (04 Marks) (Min words 300-400)

Importance of Organizational Commitment for Employees and Employers

Organizational commitment refers to the psychological attachment and loyalty an

employee has toward their organization (Meyer & Allen, 1991). It plays a crucial
role in both employee well-being and overall company success. Employees with high
commitment tend to be more engaged, motivated, and willing to contribute
positively to their workplace. For employers, a committed workforce leads to higher
productivity, reduced turnover, and a more cohesive organizational culture.

Benefits of Organizational Commitment for Employees

1. Increased Job Satisfaction – Employees who feel connected to their organization
tend to experience higher levels of job satisfaction, which leads to better work
engagement and morale (Mowday, Steers, & Porter, 1979).
2. Career Growth Opportunities – Committed employees often receive more
opportunities for career advancement, as they are viewed as valuable assets to the
company.
3. Workplace Stability – Employees who are committed experience job security and
a sense of belonging, which positively affects their mental well-being.

Benefits for Employers

1. Higher Productivity – Employees who are emotionally invested in their work
tend to perform better and contribute to overall organizational efficiency (Meyer &
Herscovitch, 2001).
2. Lower Turnover Rates – High commitment reduces employee turnover,
decreasing costs related to recruitment, onboarding, and training (Allen & Meyer,
1996).
3. Stronger Organizational Culture – Committed employees help build a culture of
trust, teamwork, and innovation.

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 Addressing Underperformance in Highly Committed Employees

If an employee exhibits high organizational commitment but consistently

underperforms, management must take a strategic and empathetic approach. Since
the employee is already dedicated to the organization, addressing their performance
issues effectively can help them improve while maintaining their loyalty.

1. Identifying the Root Cause

Understanding why the employee is underperforming is essential. Common causes

include:
• Lack of necessary skills or training
• Burnout or excessive workload
• Poor job-role alignment
• Personal or external issues affecting performance

2. Providing Training and Development

If skill gaps exist, offering training, mentorship, or coaching can help improve
performance. According to Bandura’s Social Learning Theory (1977), employees
learn effectively through observation, guidance, and practice.

3. Clarifying Expectations and Setting Goals

Implementing a Performance Improvement Plan (PIP) with specific, measurable,

and time-bound goals can help the employee focus on areas that need improvement
(Locke & Latham, 1990). Regular feedback sessions also ensure they receive
ongoing guidance.

4. Adjusting Job Roles

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 If the employee’s strengths are not aligned with their current role, managers can
consider repositioning them in a department that better suits their skills. Job
enrichment strategies, as proposed by Herzberg’s Two-Factor Theory (1968), can
enhance motivation and performance.

5. Addressing Motivation and Well-being

If burnout is a factor, management should promote work-life balance and offer

wellness programs. Recognizing the employee’s contributions through rewards and
positive feedback can also boost morale.

6. Considering Alternative Solutions

If performance does not improve despite multiple interventions, the company may
need to explore alternative roles or, in extreme cases, an amicable separation.
However, every effort should be made to retain and support a highly committed
employee.

Conclusion

Organizational commitment is a critical factor for both employees and employers,

leading to higher productivity, job satisfaction, and workplace stability. However,
when a committed employee underperforms, management must adopt a structured
approach to diagnose the issue, provide training, set clear expectations, and support
their well-being By addressing these factors, companies can ensure they maximize
the potential of their dedicated workforce.

2. . Can an employee have high job satisfaction but low job performance? If so, what
factors might cause this paradox? (03 Marks) (Min words 150-200)

The Paradox of High Job Satisfaction and Low Job Performance

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 Yes, an employee can experience high job satisfaction while demonstrating low job
performance. This paradox occurs when an individual enjoys their work
environment, benefits, or relationships at work but does not necessarily meet
performance expectations. Several psychological and organizational factors can
contribute to this situation.

Factors Contributing to High Job Satisfaction but Low Performance

1. Lack of Skill or Training
An employee may be highly satisfied with their job but lack the necessary skills,
knowledge, or experience to perform well. Without proper training or development,
they may struggle to meet performance expectations (Bandura, 1977).
2. Minimal Job Challenges (Job Comfort)
If a job lacks challenge or intellectual stimulation, an employee may become
complacent. They might enjoy the low-stress environment but not feel motivated to
excel or push beyond basic requirements (Herzberg, 1968).
3. Strong Workplace Relationships
Employees who have strong social bonds with colleagues and managers may enjoy
coming to work for the social aspects rather than for the actual job tasks. This can
lead to high job satisfaction but reduced productivity (Mowday, Steers, & Porter,
1979).
4. Weak Performance Accountability
In organizations where performance evaluation is inconsistent or lenient, employees
may feel comfortable in their role without striving for improvement. The absence of
clear consequences for underperformance allows them to remain satisfied while
contributing minimally (Locke & Latham, 1990).
5. Job Misalignment
An employee may enjoy their organization’s culture, work environment, and
benefits but may not be in the right role. A mismatch between their skills and job
requirements can lead to low performance despite high satisfaction (Hackman &
Oldham, 1976).
6. External Personal Factors
Issues such as health problems, financial stress, or personal distractions can affect
an employee’s ability to perform well, even if they find their work environment
enjoyable (Deci & Ryan, 2000).

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 Conclusion

While job satisfaction is often linked to better performance, it is not always the case.
Employees may be happy with their work environment for reasons unrelated to
their job duties. Organizations can address this issue by ensuring proper job-role
alignment, providing necessary training, setting clear performance expectations,
and fostering a culture of accountability.

3. . In what ways can Herzberg’s Two-Factor Theory guide managers to improve

employee motivation beyond salary increases? (03 Marks) (Min words 150-200)
Improving Employee Motivation Beyond Salary Using Herzberg’s Two-Factor
Theory

Herzberg’s Two-Factor Theory identifies two key factors influencing job

satisfaction and motivation:
1. Hygiene Factors – These include salary, job security, company policies, and work
conditions. They prevent dissatisfaction but do not necessarily enhance motivation.
2. Motivators – These include achievement, recognition, responsibility, and
personal growth, which actively drive employee motivation and satisfaction
(Herzberg, 1968).

Ways to Enhance Motivation Without Salary Increases:

1. Job Enrichment and Increased Responsibilities
Assigning employees more challenging tasks and giving them greater responsibility
fosters a sense of achievement and engagement (Hackman & Oldham, 1976).
2. Recognition and Employee Appreciation
Acknowledging employees’ contributions through verbal praise, awards, or career
development opportunities increases their intrinsic motivation (Deci & Ryan, 2000).
3. Providing Growth and Development Opportunities
Offering training programs, mentorship, and skill development workshops helps
employees feel valued and motivated to improve their performance (Locke &
Latham, 1990).

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 Conclusion

By focusing on motivators rather than just hygiene factors, managers can create a
work environment that fosters long-term employee engagement and productivity.

References

• Allen, N. J., & Meyer, J. P. (1996). Affective, continuance, and normative

commitment to the organization: An examination of construct validity. Journal of
References
Vocational Behavior, 49(3), 252-276.
• Bandura, A. (1977). Social learning theory. Prentice-Hall.
• Herzberg, F. (1968). One more time: How do you motivate employees? Harvard
Business Review, 46(1), 53-62.
• Locke, E. A., & Latham, G. P. (1990). A theory of goal setting & task
performance. Prentice Hall.
• Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of
organizational commitment. Human Resource Management Review, 1(1), 61-89.
• Meyer, J. P., & Herscovitch, L. (2001). Commitment in the workplace: Toward a
general model. Human Resource Management Review, 11(3), 299-326.
• Mowday, R. T., Steers, R. M., & Porter, L. W. (1979). The measurement of
organizational commitment. Journal of Vocational Behavior, 14(2), 224-247.
• Bandura, A. (1977). Social learning theory. Prentice-Hall.
• Deci, E. L., & Ryan, R. M. (2000). The “what” and “why” of goal pursuits:
Human needs and the self-determination of behavior. Psychological Inquiry, 11(4),
227-268.
• Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work:
Test of a theory. Organizational Behavior and Human Performance, 16(2), 250-279.
• Herzberg, F. (1968). One more time: How do you motivate employees? Harvard
Business Review, 46(1), 53-62.
• Locke, E. A., & Latham, G. P. (1990). A theory of goal setting & task
performance. Prentice Hall.

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 • Mowday, R. T., Steers, R. M., & Porter, L. W. (1979). The measurement of
organizational commitment. Journal of Vocational Behavior, 14(2), 224-247.
• Deci, E. L., & Ryan, R. M. (2000). The “what” and “why” of goal pursuits: Human
needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268.
• Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work:
Test of a theory. Organizational Behavior and Human Performance, 16(2), 250-279.
• Herzberg, F. (1968). One more time: How do you motivate employees? Harvard
Business Review, 46(1), 53-62.
• Locke, E. A., & Latham, G. P. (1990). A theory of goal setting & task
performance. Prentice Hall.

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