May (2014) supports Michaelson’s view revealing that the morale and motivation of an employee in a job of poor design could result in employee resentment. Suri (2007) then goes onto conclude how this drop in motivation could cause
JLB Enterprises finds itself in a situation that will likely get worse if they don’t address it. Research by Murlis and Schubert for Hay Group (2001) concludes that organizations with less satisfied employees are much less productive. This dissatisfaction can lead to a loss in production and can negatively impact the long-term stability of the company. A company that has dissatisfied employees can have a hard time attracting and retaining good workers. It isn’t known for sure whether the drop in satisfaction and morale are the cause for the drop in productivity at JLB.
2.1 Determinants of Job Satisfactions for Academicians Robbins and Judge (2013) described job satisfaction as positive feelings about a job, resulting from an evaluation of its characteristics. A person with high level of job satisfaction holds positive feeling about his or her job, while a person with a low level holds negative feelings. Job satisfaction can be influenced by a variety of factors. Opkara (2002) stated that factors such as pay, the work itself, supervision, relationships with co-workers and opportunities for promotions have been found to contribute to job satisfaction. These are supported with findings from several researchers such as Kamal et.
(2003, p.19) Research indicates that people who feel they are overpaid increase the quantity or quality of their work while those who feel they are underpaid decrease the quantity or quality of their work according to Schermerhorn et al. (2003 p. 19). Conclusion Motivation inspires employees to reach their desired personal goals and achieve the organizations objectives. Depending on the person and position within the organization, different motivational theories may be applied to assist in their accomplishments. Setting attainable standards and assigning quantifiable goals, while offering positive direction and encouragement will result in job satisfaction.
This present study will focus on the relationship of job satisfaction, self-esteem and stress among organizational employees. Job satisfaction is an attitudinal variable reflecting an employee’s overall feeling toward the profession of an individual. According to Locke (1969) job satisfaction has been defined as pleasing emotional state that results from the assessment of one's job or experiences of an individual’s job. Job satisfaction is an emotional state related to an individual’s work conditions and culture of an organization. In other words, job satisfaction can also be defined as an individual’s impression about job in terms of specific aspects of the job that includes work, pay promotion, co-workers and job in general.
Valence can be affected by organizational ladders, company size, and frequency of hiring practices. A company that frequently goes through layoffs can hinder performance in its employees, unless they have the valence to move to higher positions. If the three key factors in expectancy theory could be quantified in numbers, the proposed equation by Victor Vroom is as such (QuickMBA, 2010): Motivational Force (MF) = Expectancy × Instrumentality × Valence Managers can use expectancy theory to determine what will motivate their employees, and get better output, at a more efficient
Various comparisons has to be made in order to determine whether he reward is reasonable, and the results of the comparison will directly affect the future enthusiasm. In addition, regardless of position, employees who want to feel their contributions and performance are rewards and were paid. If employees feel less paid then it will lead to a feeling of hostility towards the organization or perhaps their colleagues, it is a may result in poor performance of employees at work. It is subtle variable, also played a fair sense of the important role. It is just an idea that honors work performance and appreciates employees who create a sense of satisfaction that helps employees feel comfortable and results in simple behaviors.
Employee satisfaction represents the constellations of person’s attitude towards or about the job. In general, employee satisfaction is the attitude towards the job as a whole. Employee satisfaction is a function of satisfaction with different aspects of job, that is supervision, pay, works itself, co-workers, promotion, etc., and the level of importance one attaches to these respective components according to Boyad et al. (2012). In addition, Ledimo and Martins (2014) stated that the concern is that employee dissatisfaction is a threat to an organization as it may lead to labour disputes if it is not identified and addressed.
Under gain sharing pay programs, both the employer and the employee benefit from increased productivity. Therefore, gain sharing has often been referred to as a win-win pay program since it is an incentive strategy that ties pay to productivity. Gain sharing is a type of incentive plan designed to increase productivity by linking pay directly to specific improvements in a company’s performance. Gain sharing is used primarily when quantitative levels of production are important measures of business success. Gains are shared with unit/department employees on a monthly, quarterly, semiannual or annual basis according to some predetermined formula calculated on the value of gains of production over labor and other costs.
Employee satisfaction is a function of satisfaction with different aspects of job, that is supervision, pay, works itself, co-workers, promotion, etc., and the level of importance one attaches to these respective components according to Boyad et al. (2012). In addition, Ledimo and Martins (2014) stated that the concern is that employee dissatisfaction is a threat to an organization as it may lead to labour disputes if it is not identified and addressed. According to Saari & Judgge (as cited by Dlodlo and Mafini, 2014), dissatisfied and demoralized employees tend to have low levels of commitment at work, which, in turn, impacts negatively on performance and the achievement of organizational goals. One example of this is public sector employees who tend to have low levels of job satisfaction and life satisfaction; this has been found to be the leading determinant of poor-quality service delivery amongst government departments according to Burke (as cited by Dlodlo and Mafini, 2014).