Job satisfaction has been gaining attention from both researchers and managers, especially due to the contemporary proliferation of the idea recognising the significance of people in terms of achieving competitive advantage and sustainability in organisations. The purpose of the essay is to review factors influencing job satisfaction and consequences attributing to job satisfaction after reviewing some understanding of the meaning of the term and the reasons why job satisfaction is widely studied.
The meaning of job satisfaction and the attractiveness for studies
It is relevant that the meaning of job satisfaction is reviewed. The definition of job satisfaction can be simply the extent to which employees like their work (Agho et al. 1993, p. 1007). Another definition, emphasising the term “job satisfaction” that includes both positive and negative sides, refers to the extent to which employees like or dislike their jobs (Spector, 1997, p. 2). In this case, the term “job satisfaction” includes “job satisfaction” which is defined as pleasurable emotional state as the result of considering the job contributing to one’s job values, and “job dissatisfaction” referring to unpleasurable emotional state due to negative appraisal of the jobs ( Locke, 1969, p. 316). Importantly, according to Spector (1997, p. 2), job satisfaction is related to people’s feeling about both their jobs as a whole and different aspects of their jobs. However, it is noteworthy that operational definitions measuring overall job satisfaction depending on the measurement of different aspects of jobs are inappropriate (Wanous & Lawlers, 1972).
Job satisfaction is among job attitudes and regarded as the focal one (Saari & Judge, 2...
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...and management implications’, Human Resource Planning, vol. 14, no. 2, pp. 141-149
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Spector, P. E. 1997, Job satisfaction: application, assessment, causes and consequences, Sage Publications, Inc, California
Spencer, D. G. & Steers, R. M. 1981, ‘Performance as a moderator of the job satisfaction-turnover relationship’, Journal of Applied Psychology, vol. 66, no. 4, pp. 511-514
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