What Is Job Satisfaction and Is It Important - Coursework Example

TOPIC: JOB SATISFACTION  (NAME) (COURSE NAME) (INSTITUTIONS NAME) 9TH APRIL, 2009 Introduction Job satisfaction can be defined as a gratifying condition of a worker that comes from the evaluation of one’s occupation. It is an emotional response to one’s work and feelings towards one’s work (Weiss, 2002). Job satisfaction explains that an individual who is satisfied with his or her work is always content with it. Individuals who are satisfied with their work are always joyful in doing their job. Motivation can lead to job satisfaction. Employers therefore strive to design jobs in such a way as to increase satisfaction at work place. Some of the techniques used to bring about satisfaction at work place are ensuring that employees rotate on their work so as to break monotony, expanding the work that an individual is doing and enriching the work with modifications. Employers utilize management styles that can motivate workers hence bringing about job satisfaction. They do so by involving employees in decision making processes, sometimes allowing workers to make own decisions and encouraging self-governing work groups. It is important that institutions regularly evaluate job satisfaction as a vital variable so as to do adjustments in their organization and reduce turnover rates in the work force. Assessment frequently employed is where questionnaires are served to workers to report on how content they are on issues such as remuneration, assigned tasks, upward job mobility and their relations with their bosses and colleagues. They are asked to rate the above attributes on a scale of 1 to 5, where one means less content and five means more content. Some questions will simply require ‘yes’ or ‘no’ answers. Historical developments In 1911, Frederick W Taylor’s explained that to achieve best results then workers have to be well compensated. His book ‘Principles of Scientific Management’ led to an embrace of hourly wages. This at first increased production as employees was required to work at a faster speed for them to receive high wages. However, employees became worn out and dissatisfied. Elton Mayo carried out studies (1924-1933) on job conditions that contribute to fruitfulness of employees. The studies revealed that the dynamics of job conditions increased fruitfulness at work place on a short term basis (Saari & Judge 2004, p.400). However, the studies later discovered that fruitfulness came from the fact that workers were being observed and not just the new conditions. This meant that other forces apart from remuneration affected how workers carried out their duties. This revelation motivated researchers to study more on the factors that lead to job satisfaction. A motivation theory was developed by Maslow which gave the basis for coming up with explanations for job satisfaction. According to Maslow’s hierarchy of needs, the things that individuals usually strive to satisfy are; physiological requirements, need for protection social needs, self-worth needs, and self-actualization. The theory formed a foundation on which different researchers developed models of job satisfaction. Models of job satisfaction These are some of the theories that try to explain how job satisfaction can be achieved. The theories explain some of the factors that are vital in the achievement of job satisfaction. Three theories are discussed below: Affect Theory The affect theory on job satisfaction was advanced by Edwin A. Locke in 1976. The theory is based on the understanding that satisfaction is controlled by the gap between what on expects in a job and what one gets eventually in a job. The theory explains that someone may value a specific element of work for example, the level of independence in a position at the work place. It means that this aspect (independence) will always determine how satisfied or dissatisfied the individual will feel when expectations are achieved or not achieved (Wegge et al 2007, p.77). When someone holds in esteem a particular feature of work, the satisfaction is more greatly achieved both positively (when hopes are attained) and negatively (when hopes are not attained), in relation to another person who doesn’t hold in high esteem such a feature. For instance, if worker X loves independence in the occupation and worker Y is unconcerned about independence, then worker X would be more satisfied in a job that offers a high level of independence and less satisfied in a job with little or no independence in relation to worker Y. The model also explains that an excess of a specific attribute will yield stronger feelings of unhappiness at work place the more an employee esteems that attribute. Dispositional Theory This model argues that people have inherent dispositions that make them to have inclination toward a particular level of contentment, in spite of one’s job (Brief & Weiss 2001, p.282). The model became a distinguished elucidation of job satisfaction against the background that job satisfaction has a tendency to be steady in the long run and across professions. The model advocates that identical twins have similar degree of job satisfaction. The model was modified by Timothy A. Judge in 1998. Judge came up with Core Self-evaluations Model. He explained that what decided one’s disposition towards occupational contentment was self admiration, general self effectiveness, locus of self management and neuroticism. The theory of Core Self-evaluations explained that the higher esteem one placed on oneself and the higher one believes in own capability led to higher job satisfaction. Having control over ones own life, as opposed to external forces leads to a higher contentment on the job. Motivator-Hygiene Theory This model is also called as Motivator Hygiene Model and states that contentment and discontent are determined impetus and hygiene factors. A worker’s drive to work is repeatedly linked to job satisfaction of an assistant. Motivation can be seen as an internal power that impels persons to achieve individual and business goals. Motivating factors are those features of the work that drive workers want to perform, and offer them with contentment. For instance, accomplishment in employment, appreciation and promotion openings will lead to job satisfaction. These motivating features are seen to be fundamental the job. Hygiene factors comprise features of the working environment such as compensation, corporate procedures, administrative practices, and other job conditions. Job Characteristics Model Hackman & Oldham (1976) came up with this theory which has become useful in finding out how specific occupation’s attributes affect the job output, as well as job satisfaction. The theory explains that there are five foundational job attributes namely; skill diversity, job uniqueness, task importance, independence, and feedback. The attributes affect three significant psychological conditions experienced worthiness, experienced accountability, and acquaintance with the real outcome. These conditions thereafter impact job results job contentment, non-attendance and enthusiasm. Measuring job satisfaction The Job Descriptive Index (JDI) is a precise questionnaire of job satisfaction that evaluates one’s happiness in five areas of the job namely; remuneration, promotion chances, colleagues, supervision, and the job itself. The respondents are simply asked to either state ‘Yes’, ‘No’ or ‘can’t decide’ whether they are satisfied in the five areas. Other job contentment surveys include: the Minnesota Satisfaction Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ assesses work contentment in 20 areas and is composed of 100 questions. The JSS is a 36 article questionnaire that assesses nine areas of work fulfillment. Finally, the Faces rank of work fulfillment evaluates the general work fulfillment with only one item which respondents react to by selecting the area they value most. Importance of Job satisfaction For the any organization to realize its goals it has to coordinate all the elements well to ensure effective systemic functioning. Employees are critical elements within an organization and their efficacy on job performance is paramount in ensuring that they contribute positively to the achievement of organizational goals. When workers are not fulfilled at their work place they are likely to leave and this may present a challenge to the stability of operations at the organization. An organization that has high staff turnover will always be unstable and will not realize its objectives at a faster pace. Lack of job satisfaction can be a major cause of daily stress. When people lose their job satisfaction they find it more difficult to get through the workday. Job satisfaction assists in influencing emotional disposition of workers. Mood and emotions form an important constituent of job satisfaction. Positive and negative emotions are linked to general job satisfaction. Whenever workers are dissatisfied, they experience bad moods (Fisher 2000, p.185). Bad moods and negative emotions affect the way employees relate to one another. They may become uncooperative at work. They direct their anger to their colleagues and this will bring about wrangles and ineffectiveness which affect negatively on the output of the firm. Job satisfaction is also important as it reduces staff turnover within an organization. If workers are fulfilled with their job, they tend to stay longer and therefore a firm becomes stable. Hiring of new staff, orienting them and training them on job can be costly exercise as compared to retaining workers for a longer time. A firm which is always having a high staff turnover also loses good reputation (Morgan 2002, p.950). Job satisfaction is also a responsibility of the company towards the workers as a way of thanking them for their participation in realizing the goals of the firm. In pursuit of realizing its vision, a firm should set as one of the missions, to ensure that employees are satisfied. Most companies have policy guidelines that enhance good working conditions for their employees. Such firms have rules that provide equal opportunities for their workers. This means that anyone can be promoted so long as they perform well. They also have rules that are against any form of discrimination at work place. This brings about job satisfaction that will in turn bring about a sense of belonging for all in a firm. Conclusion Job satisfaction is explained in relation to one's feelings concerning the nature of their occupation. Job satisfaction can be influenced by a multiplicity of factors including better pay, the value of one's association with their supervisor and the environment in which they operate from. Various models try to explain the concept of job satisfaction and all point to the fact that motivation is a major factor of job satisfaction. Job satisfaction is assessed by simply asking the workers to rate how they feel about their job ands explain briefly concerning specific areas of their job. Job satisfaction is vital in ensuring that staff turnover is minimized and that the organization achieves stability that is necessary for the attainment of its goals and objectives. References Brief, A P & Weiss, H M 2001, ‘Organizational behavior: affect in the workplace’, Annual Review of Psychology, vol. 53, no. 279, pp. 282. Fisher, D 2000, ‘Mood and emotions while working: missing pieces of job satisfaction?’ Journal of Organizational Behavior, vol. 21, pp.185-202. Hackman, J R & Oldham, G R 1976, ‘Motivation through the design of work: Test of a theory’, Organizational Behavior and Human Performance, vol.16, pp. 250-279. Morgan, L M 2002, ‘A longitudinal analysis of the association between emotion regulation, job satisfaction, and intentions to quit’ Journal of Organizational Behavior, vol. 23, pp. 947–962. Saari, L M & Judge, T A 2004, ‘Employee attitudes and job satisfaction’, Human Resource Management, vol. 43, pp.395-407. Wegge, J et al 2007, ‘Taking a sickie: Job satisfaction and job involvement as interactive predictors of absenteeism in a public organization’, Journal of Occupational and Organizational Psychology, vol. 80, pp 77-89. Weiss, H M 2002, ‘deconstructing job satisfaction: separating evaluations, beliefs and affective experiences’, Human Resource Management Review, vol. 12, pp. 173-194. Read More