CHAPTER 2．LITERATURE REVIEW 2.1 Concepts of Job Satisfaction, Rewards and Performance:- In this section it describes the main ideas included in thesis report of the research. These ideas are Job Satisfaction, Performance and Organizational Rewards. It is the common explanation that Job Satisfaction is an mind-set to work. Moreover, Job Satisfaction is an emotional or affective reaction to many features of one’s career. An individual with an increase rank of Job Satisfaction contains optimistic behavior to his or her profession, whereas a human being who is discontented with his or her work contains pessimistic behavior about the work. Luthans (1985) states a complete meaning specified by Locke. A pleasant or affirmative affecting condition …show more content…
Hence, there is no specific method of evaluating Job Satisfaction. But there are ranges of means that can be recognized from the present writing. A survey instrument can be utilized to evaluate Job Satisfaction. In the survey method, it is calculated the Satisfaction with the diverse elements or components of the Job and summation of every Satisfactions points will be in use as the general Job Satisfaction JS＝F(satisfaction with diverse components of Job).Nearly any work associated feature can affect an individual rank of Job Satisfaction or Dissatisfaction. There are a numerous features that affect Job Satisfaction. The main factors can be reviewed by revising the elements of Job Satisfaction which are Pay, the Work Itself, Promotions, Supervision, Workgroup, and Working Conditions (Luthans 1985).Moreover, Job Satisfaction has major administrative allegations. If the Job Satisfaction is increase, the workers will carry out well. Whereas if the Job Satisfaction is decrease, there will be Performance crisis. In exploring it results of Job Satisfaction, it is significant to break the examination into a sequence of precise division of factors. They are Productivity, Turnover, absenteeism and other outcomes (calamities, criticism, bodily and psychological wellbeing).The basic goal of incentive plans is to draw capable citizens to work in the Organization to maintain
Organizations face massive challenges in attracting and retaining a high-quality and productive workforce. Companies are continually looking for new ways to keep their employees satisfied at all levels in order to harness greater productivity and ideas from people while keeping them motivated and happy. One real challenge examined earlier is the need to transform General Motors to be a much more productive and fully utilized organization by examining the hourly workforce. This is a great change from the traditional "us versus them" mentality of the past between management and the union.
Improving the percentage of employee satisfaction can be accomplished by means of implementing an employee satisfaction instrument
From the psychological perspective of its relationship with leadership style, the concept of job satisfaction includes multi-dimensional responses to one’s job, and that such responses have cognitive (evaluative), affective (or emotional), and behavioral components (Judge & Klinger, 2003). Weiss has also argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and behavior (Weiss, 2002). This concept of job satisfaction suggests that we form attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviors. The success of any organization depends greatly on the commitment and hard work on the part of their employees. Because of that, job satisfaction has been used as a tool to attract and retain the best employees within the
Some of the things that companies could do to improve job satisfaction for example, would be to identify when an employee is bored on the job, address it, obtain feedback from the employee for ideas to make their job more interesting and challenging. This would allow a leader to assist this individual in designing different ways to perform duties or depending on individual’s future career goals and performance level, may need more responsibility or promotion in order for the employee to maintain job satisfaction and retention with t...
To be satisfied with one’s job, they must have optimistic feelings surrounding the job they are in, along with the physiognomies associated with it (Kroeger, Thuesen, Rutledge, 2002, p. 83). Not every single part of a job is always desirable, however, if the majority of responsibilities adequately challenge and stimulate, the job will, more often than not, satisfy the employee (Robbins, Judge, 2009, p. 84).
Based off of the gratification an individual contains towards their work is job satisfaction. The productivity could either be positive or negative while the relationship between the productivity and satisfaction may not be consistent. There are multiple internal and external factors of job satisfaction that can impact the behavior of an employee and engagement over time. The way the worker’s attitude concerning their field effects the performance they perform on a daily basis. One who is satisfied with the job they maintain, succeed at what they do. “It is therefore imperative for a company to understand the attitude of its workers and measure the job satisfaction of its employees, as job satisfaction is essential for productivity” (L. Bradshaw
This theory implicates a logical illustration that if the nature of a job sufficed and met the five core characteristics, the employee would feel a sense of fulfillment that would result in excellent work performance (Armstrong, 2017). The job design prefigures the significant relationship of the five core dimensions as to how a worker perceives the three vital psychological states – meaningfulness of work, responsibility and knowledge of outcomes – that would eventually contribute to a sense of general job satisfaction, personal growth, increased motivation and effectiveness of work (DeVaro, Li, Brookshire, 2007). There is a dynamic suggestion in JCM that acclaims the correlation of positive feelings with an excellent performance, and negative feelings with poor performance (Mukul, Rayhan, Hoque, & Islam,
Job satisfaction is the intensity of contentment a person feels concerning his or her work. Based on an individual’s perception of satisfaction the level can be decided. Job satisfaction is highly dependent on a person’s capability to finish obligatory tasks, the level of hold and communication in the company, and the efficient management employee coordination. It is not simple as the definition suggests and instead various psychological responses regarding one’s work and life are involved. According to researchers, job satisfaction measures greatly differ in the level to which they quantify thoughts about the work or cognitions about the work. Two different levels of job satisfaction can be defined: “affective job satisfaction” and “cognitive job satisfaction”. Affective job satisfaction can be defined as a person’s expressive sentiment towards the job as a whole. Cognitive job satisfaction can be defined as the level of satisfaction a person feels regarding a facet of his or her job, such as compensation, duration of working hours or rewards.
It is well established reality that organisations in the world today can no longer survive without focusing on their employees. If they have to be at the competitive edge they have to invest in human resource, and placing their employees on top priority. This notion has lead to the strategies that, most organisations are pursuing through employee management. To achieve the optimum performance from employees organisations must motivate their employees, and have to engage them in activities that will benefit and help employees in achieving their predetermined goals and objectives. In order to achieve this, it is imperative for managers to set in motion work conditions that will help employees to achieve satisfaction of their job, low turnover and absenteeism rate and promoting the environment that promotes the organizational commitments and organizational citizenship behavior. Job satisfaction has been identified as a major requirement for organisations which aim to achieve excellence in their operations. Armstrong (2003) refers to job satisfaction as the attributes and feelings people have about their work. By extension, job satisfaction will mean positive or favourable attitudes towards one’s job whilst a negative or unfavourable attitude indicates job dissatisfaction.
In many organisations, managers and bosses have found it a struggle implementing successful strategies to improve job satisfaction and productivity among its employees. While dealing with unproductive, unmotivated and unsatisfied employees, there is an increased risk for turnover, which can be prevented. The risk of high turnover is a problem to workplaces as turnover has been proven to ‘take its toll’ on productivity as it disrupts current projects and increases workloads for other employees. It also has a negative impact on team cohesion (Patrick and Sonia, 2012). Job satisfaction is one’s general attitude to the job, and higher the job satisfaction, the more likely he/she will hold a positive attitude towards their job (De Menzes, 2011). De Menzes (2011) believes that employees who are satisfied with their jobs are likely to be more committed to their organisation and be more productive. People are significantly more productive when they are content and achieving individual and organisational goals are able to be fulfilled in a work environment where employees feel happy and motivated. Interventions which can be used to improve job satisfaction and productivity to decrease rates of turnover and unmotivated employees include an increase in workplace training, as well as performance pay.
The problem of job dissatisfaction is a global workplace issue. Although Americans are happier in their jobs, satisfaction in the United States is declining due to downsizing and overburdening. (Robbins & Judge, 2009). Before outlining job dissatisfaction a definition of job satisfaction is needed. Job satisfaction is “[an] individuals’
The purpose of this report is to brief the management on the importance of employee satisfaction in achieving the competitive goals of the organization through increasing the retention of the employees.
Reward systems in the work place are not a new idea in the workplace, but they are the key to having happy employees and happy employees mean better output. Reward systems are systems used by companies where employees who achieve particular results are paid more or get other advantages. Some employers offer pay as incentives, while others offer benefits, some use a combination of both types. Employees within a company want recognition for the time and effort that they have put into a task required of their job. The use of reward systems not only enhances the company but it gives the employee a feeling of personal connection and investment into the company. Building a reward system can be a great asset to the company, by allowing the employees to feel that they are a part of the company. Reward systems are an important tool and key concept to managing an organization effectively.
In conclusion, the of motivation factors have a strong influence on job satisfaction resulting in any positive feelings that accompany human, who is trying to keep this state as long as possible, which leads to further efforts.
Spector (1997:56) states that there are 3 vital factors that present job satisfaction. First of all, companies have to consider on the first place humanity and its values. These kinds of companies take into consideration worker’s problems, needs as well as treating them with respect. In such situations the evaluation of job fulfillment could hand round as a good quality sign of worker efficiency. Soaring steps of employee fulfillment could be indication of a fine expressive and rational condition of staff. Secondly, staff behavior relates to the point of their job on their level of job pleasure that will influence in turn the functioning and performing of the company’s operations. From the statements above it can be concluded that employee satisfaction will bring positive behaviour and vice versa, dissatisfaction from the work will result in negative behaviour of workers. The last factor stated by the author says that employee satisfaction could be as functional point of organizational operations. Through job satisfaction assessment different stages of job fulfillment in various enterprise’s points may be explored, but in turn can serve as a good factors referring in which organizational unit changes that would improve performance should be