In today’s business world, the functionality of its employees is more crucial than ever. The quickly growing technological field has greatly assisted managers in being more productive as well as doing certain tasks that previous individuals would do. This amazing growth in the technological field has prompted individuals to strive for better in order to not be replaced by a piece of technology. Why would you pay someone a hourly rate while you can purchase a one time piece of machinery to do the task. This begs the question for managers, around the world, of what is best for the company in being most efficient. However, that also prompts us to understand the employees, that are not replaceable, and what can keep them happy. A crucial part of management is employee happiness and retention. An employee can be a heavy …show more content…
The high rate of job applications causes many to feel less inclined to worry about current employees and overall job satisfaction. As stated by Locke (1969) “Job satisfaction is the pleasurable emotional state resulting from the appraisal of one 's job as achieving or facilitating the achievement of one 's job values.” Locke brings a strong point as through the emotional status of employees contributes highly to their involvement in their career. If employees do not feel valued they are more likely to be less satisfied or wanted. However, there are ways to make sure that the correct rewards are being expressed. Locke discusses these three elements that are needed for the appraisal process: perception of some aspect of the job, a implicit or explicit value standard, and a conscious or subconscious judgment of the relationship between one’s perception and one’s values. This shows a great deal to managers and how to approach their employee views. Many managers may go into considering pay as being only justification towards happy employees however Locke presents
The job satisfaction is the most widely investigated job attitude an d as well as the most extensively researched subjects for the different organization and industrials. Most of motivational theories have represented or focus on the job satisfaction toward the job and productivity of the employees as well as many job satisfaction theories have tried to explain it’s influences toward the job responsibility such as Maslow’s Hierarchical of needs theory(1943), Hertzberg’s two factors theory (1968), Adam’s equity theory (1965), Job Characteristics Model, Locke’s (1976) Range of Affect Theory, Porter and Lawler’s (1968) modified version of Vroom’s (1964) VIE Model etc.
Employee satisfaction is defined as the extent to which people like (satisfied) or dislike (dissatisfied) their jobs according to Spencer (as cited by Boyad, Lyndon, and Malekar, 2012). This definition suggests that employee satisfaction is a general reaction that individuals hold about their job. In addition, Price (as cited by Appiah, 2016) defined employee satisfaction as a measure of emotions an individual has toward the organization. Thus, Aziri (as cited by Appiah, 2016) inferred that employees are more productive and more stable and display a positive perspective of the objectives of the organization when they are satisfied.
To be satisfied with one’s job, they must have optimistic feelings surrounding the job they are in, along with the physiognomies associated with it (Kroeger, Thuesen, Rutledge, 2002, p. 83). Not every single part of a job is always desirable, however, if the majority of responsibilities adequately challenge and stimulate, the job will, more often than not, satisfy the employee (Robbins, Judge, 2009, p. 84).
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
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).
In the last 12 months, the Human Resources department has recorded an increased number of employee turnover, absenteeism, and reports of decreased employee morale and productivity by management. This has caused job security concerns, low customer service levels and a financial burden on the company. In this report, I have examined the possible causes, how top ranking companies maintain staff loyalty, and what our company can do to self-promote from within.
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.
Realistically pleasing everyone is not usually possible there are trade-offs, nevertheless, if a majority of employees can reach agreement what is reasonably reward in return for work performance, then managers can achieve employee job satisfaction. To prove the utilitarian argument Managers must select the right employees for the appropriate job role by a well-measured selection process in line with the expectation of the job design.
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.
This thread will discuss and analyze the business problem of job dissatisfaction through the application of Core Self-Evaluations and the personality-job fit theory. This work will also offer a spiritual and biblical examination of job dissatisfaction as they relate to the biblical principle of Covenant. Two key elements of Covenant, hesed and mutual accountability will also be examined.
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
In this regard, Ahmad et al (2013) states that job satisfaction could result in improved productivity, innovation anddedication to maintaining quality of service given to clients. Employees are more likely tooperate most effectively when their needs are satisfied (Bekele and Darshan, 2011). Theproductivity of employees is likely to increase, which in turn result in effective achievement ofgoals of an organization (Stone & Pattern, 2005 in Bekele &Darshan, 2011). Moreover,satisfied employees are more likely to absent less, stay at work longer, and show less job stress.Arzi&Farahbod (2014) added by saying that satisfied employees are more likely to feel senseof accountability, be committed and stay long in an organization. Job satisfaction leads to goalachievement. It also helps employees tackle obstacles that may be faced while working in anorganization(Goffee & Jones, 2007). Organizations want their employees to become satisfied in order for theemployees to become productive (Sattar, Nawaz & Khan, 2012). Furthermore, job satisfactionimposes much impact on general life of an individual employee. As being happy is the right ofhuman being, employees must be happy. Thus, “highly satisfied worker has better physical andmentalwellbeing” (Chahal, Chahal, Chowdhary, &Chahal, 2013; Rajasekar&Bhuvaneswari,2014; Garg & Kaushik, 2013; Latif, Ahmad, Qasim, Mushtaq, Ferdoos&Naeem, 2013; Singh& Jain, 2013; Naseem, Ejaz&
The business dictionary defines motivation as an Internal and external factor that stimulates desire and energy in people to be continually interested and committed to a job, role or subject, or to make an effort to attain a goal.
Job satisfaction is the feeling of gratification of employees about the nature of work that can affect performance. Satisfaction in work is mainly based on individual’s personal point of view. Muzamil and Shawkat (2013) stated that job Satisfaction is affected by a person’s capability to do work properly and finished a task; the culture in the workplace and the way managers treats their employees. They also said that Job Satisfaction has two levels; the affective job satisfaction and the cognitive job satisfaction. Affective job satisfaction is defined as the persons emotional feeling about the job as a whole. While cognitive job satisfaction is how satisfied employees are and the feeling of concern in some aspect of their job such as pay, benefits and rewards. In addition to this conceptualization, Hulin and Judge (2003), noted job satisfaction includes multidimensional psychological responses to one’s job, and that such responses have evaluative (cognitive), emotional (or affective) and behavioral
Today’s it’s not just remuneration, which makes an employee satisfied. There are numerous other factors, which contribute to employee satisfaction. The sense of belongingness plays a vital role in this scenario. A satisfied employee can always serve the organization better. . The company has to take steps in order to overcome such sources before it can expect efficient operations. Again the size of small firm has certain advantage over that of big firm on the opportunity of employee job satisfaction. However the ultimate deciding factors of employee job satisfaction to be the overall effectiveness of management in the organization and not the size. Thus a small firm does not necessarily result into employee job satisfaction by its size alone nor does the size of a big organization by itself invariably lead to dissatisfaction of its employees. The company however have to consolidate its managerial effectiveness before it expands and diversifies in working out the process of work and formulating work group. There are many important factors which the management can control in order to bring about employee job