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Job satisfaction and employee performance - research proposal
What managers should do to enhance job satisfaction
The relationship between job satisfaction and job performance
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This thread will discuss and analyze the business problem of job dissatisfaction through the application of Core Self-Evaluations and the personality-job fit theory. This work will also offer a spiritual and biblical examination of job dissatisfaction as they relate to the biblical principle of Covenant. Two key elements of Covenant, hesed and mutual accountability will also be examined. Job Dissatisfaction 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’ …show more content…
Core self-evaluation is an individual’s belief “in their inner worth and basic competence” (Robbins & Judge, 2009, p. 86). Positive core self-evaluation employees, who appreciate their inner worth and competence, are more likely to derive satisfaction from their work. While employees with negative core self-evaluations often struggle with job dissatisfaction. The issue of job dissatisfaction, as it relates to core self-evaluation should be a concern to managements and organizations. The problems which may accompany job dissatisfaction are numerous and include - workplace deviants, reduced productivity, decreased engagement in organizational citizenship behavior, lower customer service and satisfaction rates, and slightly increased absenteeism and turnover rates (Robbins & Judge, …show more content…
Within Holland’s theory there are six personality types which correspond with a set of occupations. Holland proposed “that [job] satisfaction is highest and turnover is lowest when personality and occupation are in agreement” (Robbins & Judge, 2009, 122). Thus, persons working in jobs which are congruent with their personalities are more likely to have job satisfaction, than persons working in incongruent occupations (Robbins & Judge, 2009). With this information, managers could dramatically increase the job satisfaction of their workforce by placing employees into job opportunities which matched the employee’s personality. If Holland’s theory is correct and the employees are honest on the Vocational Preference Inventory examination then the theory could be an effective tool for decreasing job
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...
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,
Managers seem to inherit a strong trust in the authority of personality traits to forecast behavior at the work area. If managers thought that situations resolute behavior, they would hire individuals almost at random and assemble the situation correctly. But the employee selection procedure in most establishments places a great deal of importance on how applicants achieve in interviews and on examine through which the personality of a person can be achieved and the task distribution can be much easy varying upon the type of personality (Robbins, Odendaal and Roodt, 2001)
Holland developed a Vocational Preference Inventory questionnaire with over 160 occupational titles included in it asking individuals which occupations they felt they might strongly enjoy or dislike and used their answers to create personality profiles. These results led to a corresponding diagram with 6 personality types that fit in the shape of a hexagon attaching characteristics to personality types that matched congruent occupations. “The theory argues that satisfaction is highest and turnover is lowest when personality and occupation are in agreement.” (Robbins, Pg 122) This theory stands behind that satisfaction isn’t just a desire to work somewhere, but that core values are matched between the candidate and the organization and in situations where the core values did align, low turnover existed. To further support the concept that personalities impact job dissatisfaction; The Big Five Personality Model comes into play with accurate
Holland’s theory of vocational personalities and work environments is the premier structural theory behind modern counseling. His theory structural theory is centered around the basic belief that people will seek out careers that offer environments that are compatible with their interest, likes and dislikes. This basic premise is the foundation for Holland’s globally accepted vocational personality and work environment theory. This structural theory can be explained by four general statements. First, in today’s society, generally most people will fall into one of Holland’s six category types. These types are defined as Realistic, Intellectual, Social, Conventional, Enterprising and Artistic. Secondly, there are six kinds of environments that exists in modern society (Holland, 1966). These environments are also defined as Realistic, Intellectual, Social, Conventional, Enterprising and Artistic. Next people will search for the environment and vocation that allows them to best use there skills and talents, to express their attitudes and values, to take on problems and roles they like and avoid the ones that they dislike (Gottfredson, 1981). Finally a persons behavior is determined by the interaction of his personality pattern and his environment. Holland’s theory allows counseling to define, explain and predict personality types and their compatibility with the work environment. Holland’s theory on the surface may seem simple, but the interest in his theory are useful and can indicate much more than just the types of work a person will enjoy. The many components of abilities and personalities are contained within a persons interest profile.
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.
Employee satisfaction is defined as the extent to which people like (satisfied) or dislike (dissatisfied) their jobs according to Spencer (as cited by Boyad, Lyndon, and Malekar, 2012). This definition suggests that employee satisfaction is a general reaction that individuals hold about their job. In addition, Price (as cited by Appiah, 2016) defined employee satisfaction as a measure of emotions an individual has toward the organization. Thus, Aziri (as cited by Appiah, 2016) inferred that employees are more productive and more stable and display a positive perspective of the objectives of the organization when they are satisfied.
Allport defines personality as ‘the dynamic organisation within the individual of those psychological systems that determine his unique adjustment to his environment’ (Allport, 1937). An individual’s unique personality traits and attributes are a powerful indicator of how he/she will interact with the work environment. The difference between average and outstanding employees can often be solely personality related. As the employee is the most valuable asset to the company, ‘selecting the right employee during the process is critical’ (Carbery and Cross, 2013, pp. 41-53)
When discussing manager’s role in creating job satisfaction, firstly job satisfaction attributes must be defined. This essay narrows down job satisfaction characteristics in four main categories, mentally challenging work, employee rewards, supportive work conditions (Robbins et al., 2013). The Job characteristics model explores motivation theory which explores job enrichment, autonomy, and feedback which can be useful for recruiting finding a potentially satisfied employee (Hackman, JR & Oldham, GR 1976). The Big five personality traits are useful for determining personality suitable for an organisation. Select the right employee will lead to job satisfaction.
Conrad and Parker (1985) described job satisfaction as a match between what individuals perceive they need and what rewards they perceive they receive from their job. Job satisfaction amongst employees is an important aspect of work and having a positive feelings about one’s work contribute to the individual experiencing greater satisfaction with their lives and this can lead to psychologically and physically healthy individuals. The main resources for organisations are employees and without them the organisations would not exist (Worthington & Britton, 2006). Therefore, it is the duty of these organisations to provide some kind of motivation for their employees so that they can put in their maximum best and attain job satisfaction to help increase productivity. Job satisfaction has become a popular research area for researchers in organisation and management studies (Luthans, 2005). The satisfaction employees attain from their job affects commitment, motivation, productivity performance, absenteeism and turnover (Fenwick, 2006). That is to say if job satisfaction is achieved it leads to positive mental health of the employee. Further research has shown that
According to Holland (1985), the choice of a career is an extension of one’s personality into the world of work. Individuals choose careers that satisfy their preferred personal orientations. Holland developed six modal personal styles and six matching work envi¬ronments: realistic, investigative, artistic, social, enter¬prising, and conventional. A person is attracted to the particular role demand of an occupational environ-ment that meets his or her needs. For example, some¬one who is socially oriented would seek out a work environment that provides interactions with others, such as nursing in a hospital setting. Holland and his colleagues have developed a number of instruments (e.g., the Self-Directed Search) designed to assist in identifying individual personality traits and matching those traits to occupational groups. Holland’s theory assesses each individual in terms of two or three most prominent personality types and matching each type with the environmental aspects of potential careers. It is predicted that the better the match, the better the congruence, satisfaction, and persistence (Holland, 1985). Holland also elaborated five secondary assumptions which he calls key concepts that describe the theory. These assumptions
Job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences. It has been treated both as a general attitude and satisfaction with five specific dimensions of the job: pay, the work itself, promotion opportunities, supervision, and coworkers. Challenging work, valued rewards, opportunities for advancement, competent supervision, and supportive coworkers are dimensions of the job that can lead to satisfaction (Nelson & Quick, 2013, pg. 58-59).
The Job Characteristics Model (JCM) is an approach to job enrichment with interaction of core job dimensions and critical psychological states which
Improving employee job satisfaction brings along additional benefits such as a direct impact on increase customers’ satisfaction and employees’ work performance. Satisfied employees tend to add extra effort to job performance, then work harder and better. Hence the organizational success totally depends on human capabilities, highly satisfied work force is completely essential for an organization.