The paper 'Job Satisfaction Increases with Salary Increases" is a perfect example of business coursework. When one thinks of employee motivation and job satisfaction, monetary compensation is a subject that naturally comes to mind. In any case, people seek jobs in order to get the ultimate reward – payment. In common parlance, therefore, this standpoint would imply that the higher the salary one gets, the more they are likely to be satisfied. This may be true in some instances, but there is no satisfactory evidence to show a positive correlation between salary increase and job satisfaction.
Many authors such as Silva (2006) and Tietjen and Myers (2008) have shown that pay per se is not a very strong factor in job satisfaction. Discussing this issue, Tietjen and Myers (2008) note that pay is seen to interact with other motivators in complex ways. This paper is based on the opinion that job satisfaction is a result of many factors, of which pay is included. However, the level of satisfaction varies due to different reasons. Discussion One of the most interesting studies on satisfaction in the workplace was done in the 1950s by Frederick Herzberg when he developed a model of motivation known as the “ two-factor theory” (Tietjen & Myers, 1998).
Herzberg (1959) was of the opinion that two sets of variables were pertinent to the question of motivation. These, the author identified as (1) “ hygiene factors, ” which affect job dissatisfaction, and (2) “ motivators, ” which affect job satisfaction. According to the two-factor theory, hygiene factors include variables such as pay and working conditions; whereas motivators are factors such as opportunities for achievement, advancement and recognition (Tietjen & Myers, 1998). According to Herzberg’ s argument, improvements in hygiene factors such as pay would not raise the level of job satisfaction; rather, any improvements would simply reduce the level of dissatisfaction.
This means that a pay increase may only lower the displeasure is a given job but does not fully change the employee’ s perception of the job. In other words, if a given job is not satisfying, the condition cannot be improved by simply increasing employees’ salaries. Many other elements need to be dealt with to address dissatisfaction; for instance, an employees’ motivation is best understood when the particular attitude of that employee in known (Wright, 2006).
This sentiment is further supported by Bö ckerman and Ilmakunnas (2006) who argue that if an individual’ s pay got worse or did not increase fast enough, the situation is likely to increase dissatisfaction in a given job. Conversely, motivators such as advancement or achievement are not likely to impact dissatisfaction but are likely to increase or decrease job satisfaction. This view of satisfaction is also highlighted in Abraham Maslow’ s theory of human development, which makes an assumption that everyone has a need to grow and create a sense of meaning in his or her life.
With this standpoint, one would argue that employees will be motivated more when they visualize their opportunities to grow in their organisation than when they earn a pay rise while in the same position. Herzberg’ s argument may be right, but there are points to oppose it. Manolopoulos (2008) suggests that motivation at work is generally categorised into two segments: intrinsic motivators and extrinsic motivators. Extrinsic motivators are those that affect a person, such as a salary working conditions and job security.
Intrinsic motivators include opportunities for creativity, initiative and so forth. This line of argument implies that between two people in the same job level, one earning more would be more satisfied than the other.
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