The Importance Of Motivation Theories Help Understand Job Satisfaction

1662 Words7 Pages
Job satisfaction was an evaluative reaction to the organization. It may be a psychological contract between the worker and the demands of the workplace that was influenced by personal needs, values, and expectations (Bloom, 2010). “Job satisfaction was a measure of an employee’s “overall attitude towards his job, whether he likes or dislikes it” (Smith & Shield, p 190). Blau (1964) focused on the relationship between the organization and its employees. Social exchange theory assists employees form general insight about the mindset of the organization toward them from policies and procedures were endorsed by individuals of the organization (Whitener, 2001). High-performance work practices may positively affect employee-organization relationship and make employees more committed to the organization (Godard, 2001). Principles of motivation theories help understand job satisfaction such as Maslow, Herzberg, Vroom, Skinner, and Adam. Factors related to job satisfactions have been studied. According to Maslow (1943) human needs were arranged in orders of influence that the appearance of one need usually rests on the prior satisfaction of another, which was more powerful need. No need or drive can be treated as isolated or discrete; they were related to the state of satisfaction or dissatisfaction of other drives. The physiological needs were the most basic of all needs in Maslow’s needs hierarchy model. The human being who was missing everything in life in an extreme fashion was most likely that the major motivation would be the physiological needs than other needs. A person who was lacking food, safety, love, and esteem would most probably be hungry for food more strongly than for anything else. If all the needs were unsatisfied then ... ... middle of paper ... ...wer turnover rates (Meyer, Stanley, Herscovitch, & Topolnytsky, 2002), which was significant in childcare sector where excessive turnover was expected. Godard (2001) found strong relationships between employee involvement and organizational commitment. Gable and Hunting (2001) found organizational commitment to be predicted by higher levels of childcare income and work satisfaction. Using individual level and cross-level analyses, Whitener (2001) revealed a positive relationship between high-performance work practices, including staffing, appraisal, training and rewards, and organizational commitment. Both occupational commitment and team commitment were applicable for numerous functioning outcomes in childcare. For instance, service quality toward children and parents, creating a safe environment and contributing to the development of children (Boselie & Veid, 2012).
Open Document