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Job satisfaction from an employee perspective
Factors of job satisfaction importance
Variables of job satisfaction
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Job satisfaction is the very important factor in general quality of life because it is closely connected with working life (e.g. Argyle, 1989; Bang & Lee, 2006), with family life, everyday life, and mental health (Orpen, 1978; Schmitt and Bedeian, 1982; Faragher, Cass & Cooper, 2005). Level of job satisfaction is also highly related to turnover, absenteeism rate, work productivity or accomplishment (Muchinsky, 1977; Organ, 1977). Many researchers (e.g. Cherrington, 1994; Acorn, Ratner & Crawford, 1997; Ostroff, 1992; Spector, 1997) state that employees who experience high job satisfaction contribute to organisational commitment, job involvement, their physical, mental health and overall well-being are improved. Job dissatisfaction on the other hand, leads to higher absenteeism, employee turnover, and a negative atmosphere at work (Clark, Georgellis, & Sanfey, 1998; Judge, Thoresen, Bono, & Patton, 2001). There are many definitions of job satisfaction. According to Locke (1976, p. 1304) job satisfaction is: “a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences”. Hoppock (1935, p.47, as cited in Scott, Swortzel, & Taylor, 2005) defined job satisfaction as “any combination of psychological, physiological, and environmental circumstances that causes a person truthfully to say, ‘I am satisfied with my job’”. Spector’s (1997) states that job satisfaction is measured by an individual’s like or dislike of their job. Despite the fact, that the definitions vary, their common feature is that job satisfaction is a job-related emotional reaction. Some aspects of the job may lead to the employees' sa...
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...ght be changed under certain conditions (Twenge, Campbell, Hoffman & Lance, 2010; Noordin & Jusoff, 2010).
Many researchers (Hui, 1988; Hui & Yee, 1994, 1999) have found that individualism-collectivism dimension is related to the facets of job satisfaction. Satisfaction with work in collectivist cultures has been positively related to satisfaction with payment, opportunities for promotion, co-workers and supervisors, this is extrinsic values. On the other hand, satisfaction with intrinsic job values, such as nature of work, job security, was found higher for individualists than for collectivists (Oyserman, Coon, & Kemmelmeier, 2002). Furthermore, the study by Hui (1984) revealed that collectivist employees reported higher overall job satisfaction than individualistic workers, mainly in terms of work-related social relationships with supervisors and co-workers.
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
While motivational and job satisfaction theories can help employers or leaders to gauge what motivates their employees, it is impossible for them to be used to explain all motivating factors. By analyzing these theories, it is possible to understand their basic concepts, and see how they can be an advantage in motivating their employees to the best possible outcome for the
(1994). Beyond Individualism/Collectivism: New Cultural Dimensions of Values. In U.Kim, H.C. Triandis, C. Kagitcibasi, S. Choi & G. Yoon (Eds.). Individualism and Collectivism: Theory, Method, and Applications. Thousand Oaks, CA: Sage, pp. 112-115.
Hofstede, G. (1980). Culture's Consequences: International Differences in Work-Related Values. Beverly Hills, CA: Sage Publications.
What happens when a worker is not being fulfilled in his or her perspective job? Everyone has had or will have a job. Whether he or she is a farmer, CEO, or burger flipper; regardless these are jobs. Additionally, throughout these jobs people have experiences, some good, and some bad. Some will hate their jobs and dread going to work when they wake up, while other will flourish at their jobs and gain a sense of fulfillment. Someone can come to hate a job because of a high workload, low salary, or long hours, while the love of a job comes from a sense of fulfillment by doing what he or she loves or having high salary and low workloads. In some cases, because employees are in the job for just the money and not personal gain they become dissatisfied more easily than someone who goes into a job looking for personal improvement or passion for the job.
Based off of the gratification an individual contains towards their work, job satisfaction is a key. 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 in job satisfaction that can impact the behavior of an employee and engagement over time. The way the worker’s attitude concerning their field affects the performance they perform on a daily basis. One who is satisfied with the job they do, succeeds at what they do.
For instance, in the Ivory Coast, the group goal prevails. Indeed, individuals share a common goal and work for the group or organization’s success. Oscar Rudenstam in his article “Individualism vs Collectivism” points out that in a collectivist culture as the one in the Ivory Coast, the workplace is prioritized higher than the individual self. This mindset means that individuals are more likely to put the institution’s interests before their own and work together to achieve the institution’s goal. In fact, the Ivory Coast motto “Union- Discipline- Work’’ best illustrate this point. On the other hand, in the United States, the individual goal and the “self-made man’’ concept are pronounced. In the same article “Individualism vs Collectivism”, Rudenstam comments that “it is typical of an individual who is relatively individualistic to prioritize individual ambitions to a higher degree and strive to fulfill such ambitions’’. Rudenstam believe that an individualistic individual tends to value self accomplishment more. The individual is the only person responsible for his success and achievements. A collectivist culture which promotes and work for the institution’s success opposes an individualist culture where individuals are focus on achieving their personal
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.
According to Robbins, DeCenzo, and Coulter (2011) “motivation is the process by which a person’s efforts are energized, directed, and sustained toward attaining a goal” (p. 267). Organizations are always looking for new ways to motivate employees. In a global economy it is important to understand that cultural differences can impact how an organization can motivate its employees. Geert Hofstede (as cited in Sledge, Miles, & Coppage, 2008) believed there are five dimensions of culture. These five dimensions are power distance, individualism versus collectivism, uncertainty avoidance, masculinity versus femininity, and Confucian dynamism (p. 1670). This paper will discuss each dimension of culture and how they could effect employee motivation.
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’
Employee satisfaction is undoubtedly the best predictor of employee retention. A job environment consisting of good working relationships usually fosters employee satisfaction. Employees feel motivated as they believe that the company is appreciating their service and commitment. Job satisfaction results in employee retention. Employee retention could be defined as the length of time employees stay with the organization.
“I need a job.” How many times have I heard that one – I’ve heard it a million times. Living in a modern society based on a green piece of paper, I am burdened, and feel it maybe even impossible to survive without one. Without money, I wouldn’t have cars, clothes, livelihood or maybe even my health. Today it is simple, to luxuriate in finer things you need money, and to get money, I need a job.
Different facets of organizational behavior were addressed in the three articles reviewed for this project. Pay Satisfaction, Job Satisfaction, and Turnover Intent by Parbudyal Singh and Natasha Loncar examines the relationship between employee position and salary satisfaction and job turnover. The 4 Rs of Motivation by Michael Maccoby suggests a formula from which leaders should pull to motivate subordinates, and Relations Between Leader-Subordinate Personality Similarity and Job Attitudes by Lior Oren, Aharon Tziner, Gil Sharoni, Iafit Amor, and Pini Alon examines the effect the relationship between leaders and subordinates has upon job satisfaction.
Job satisfaction represents one of the most complex areas facing today’s managers when it comes to managing their employees. Many studies have demonstrated an unusually large impact on the job satisfaction on the motivation of workers, while the level of motivation has an impact on productivity, and hence also on performance of business organizations. There is a considerable impact of the employees’ perceptions for the nature of his work and the level of overall job satisfaction. Financial compensation