Introduction Job dissatisfaction is negative feeling or response by employees on their jobs, and it includes feelings of frustration, anger, resentment, and depression among others. Job dissatisfaction is a problem since it lowers productivity of employees, increases employee turnover rates, and impacts negatively on the overall performance of an organisation. It is crucial for employers to discuss promptly cases of job dissatisfaction to make their organisations productive and profitable. Job dissatisfaction has several causes which include underpayment, career stagnation, poor management, and loss of interest in a job. By addressing these causes of job dissatisfaction, employers will increase productivity of their employees. Question 1 The EVLN model has four steps which are the exit, voice, loyalty, neglect. Exit refers to employees transferring to other jobs or work units, resigning, or leaving a situation unattended. Voice is attempt by employees to change a situation instead of escaping from it (Vangel 2011). Loyalty is the situation where dissatisfied employees patiently wait for a workplace problem is solved. Neglect is the situation where employees deliberately lower their productivity by reducing their efforts, increasing lateness and absenteeism, and paying little attention to quality. Wendy is likely to use the Neglect option. From her reaction to Tanya’s promotion, Wendy is clearly jealous of Tanya’s success, and will try to contribute negatively under Tanya. When she heard that Tanya had been promoted, she opts to take a month-long leave instead of staying and helping Tanya in her new duties. Wendy had been groomed by the previous nurse manager, and she has more ideas on the position. However, she does not want to... ... middle of paper ... ... and performing well. Tanya may ask the clinic’s management to increase Wendy’s salary to acknowledge her long-time contribution to the success of the clinic. This will encourage Wendy to focus on her work, and it will eventually motivate the other employees. Conclusion Job dissatisfaction lowers productivity of employees, and has negative effects on organisations. Therefore, job dissatisfaction should be promptly addressed to ensure workplace cohesion. Various approaches such as EVLN Model, four-drive, and Equity Theory are useful in understanding and addressing job dissatisfaction. Works Cited Vangel, K. (2011), Employee responses to job dissatisfaction. Available at: http://www.uri.edu/research/lrc/research/papers/Vangel-Commitment.pdf (Accessed 6 April 2014). White, D. (2006), Coaching Leaders Guiding People Who Guide Others. Hoboken: John Wiley & Sons.
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
Flaherty, J. (2011). Coaching: Evoking excellence in others (3rd ed.). New York, NY: Taylor & Francis.
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
What is organizational behavior? Prior to this course, I had never known that much of what is organizational behavior and in which ways it can impact the organization. Initially, over the course my knowledge about OB was expanded.
Flaherty, J. (2011). Coaching: Evoking excellence in others (3rd ed.). New York, NY: Taylor & Francis.
A category for job satisfaction is the motivators/satisfiers. Factors such as recognition, responsibility meaningful and interesting work, opportunities for advancement, and personal growth are desirable traits that employees look for. Whereas, hygiene factors are the causes for job dissatisfaction. They are based off of working conditions, relationships between co-workers, policies, supervisor behaviour, job security, wages and benefits.
Coaching via Coaches help all sorts of people move forward in life as they specialize in meeting the needs of a wide variety of people with their own unique challenges and opportunities. Coaching makes a lasting impact on people’s lives because the coaching relationship developed between the Coach and the Client leads to constant growth and change in the Client. Coaching relationships brings to light what the person being coached already knows, but may not know they know, and then helping the person to make decisions and take action so they can move forward to accomplish a dream or goal they want to achieve. The continuing evolvement of leadership requires coaching.
Her attitude affected the overall mood of the department. It is important that Gene lets Kathy know that is not acceptable behavior and there are options available to her for getting help if needed. Gene does not want to lose an exceptional employee just because she is going through a hard time. However, if she does not change her behavior she could be transferred or even lose her job.
Dispositional effects on job and life satisfaction: The role of core evaluations. Journal of Applied Psychology, 83, 17–34. Meyer, J. P., & Allen, N. J. a. The adage of the adage of the adage of the Commitment in the workplace: Theory, research, and application. Thousand Oaks, CA: Sage,
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.
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
yes but the level appears that the level of satisfaction from employees with their place of employment seem to be dropping because of pay and promotion. Pay and Promotion are some of the major factors when an employee becomes unsatisfied with their position at their place of employment. Many employers are expecting more work from employees and are not being valued with more money or a more value based title. This is where Organizational commitment falls in an employee may feel the need to be committed to an organization based on the employee’s attachment to the place of employment. Many places of employment are now trying to see how they can better their place of employment for employees in order for them to be more committed to the organization. At my job we now have employment satisfaction surveys that come out every six months for employees. In these surveys the employee must answer a series of questions pertaining to how they feel about the job and its environment. This is an excellent way for the employees to voice their concerns as well as have the company listen to their concerns. This was also seen in the textbook and explained, Effective commitment is an emotional attachment to the organization and a belief in its values; while she disliked the job for whatever reasons, she did like her coworkers and had formed genuine friendships, so it was harder for her to exit because she had an emotional attachment to the
Stephen Robbins and A.J.B UBRIN think organisational behavior (OB) includes three interrelated influence and contact area of research: the behavior of the individual level, the group level and the organisational level behavior.
After About four weeks of taking Organizational behaviour, we have covered a broad spectrum of subject from motivation to personality and behaviour theories has well has the process of individual learning, and how they are met in everyday business life. This essay simply summarise my understanding of the course with my personal experiences has a way in which I relate a few of the theories and topics learned in the span of these few weeks.
Singh, P., & Loncar, N. (2010). Pay satisfaction, job satisfaction and turnover intent. Relation Industrielles, 65(3), 470-490. Retrieved from: http://search.proquest.com/docview/756743994?accountid=27313