The way in which directors speak with their subordinates non-verbally might be more essential than the verbal substance (Teven, p. 156). People who aversion and ponder their chief are less ready to convey or have inspiration to work while people who like and think emphatically about their boss will probably impart and are happy with their employment and workplace. An administrator who utilizes nonverbal instantaneousness, benevolence, and open correspondence lines will probably get positive input and high job fulfillment from a subordinate. On the other hand, a chief who is introverted, threatening, and unwilling to impart will actually get negative input and make low job fulfillment in their subordinates in the work
A person is rewarded for desired behavior by having something unpleasant removed. This removal is the reward. For instance, employees may find it undesirable to be monitored closely in the workplace. Therefore, in order to avoid themselves from being monitored as closely anymore, they will always motivate themselves to accomplish their work to the highest standard. This removal of monitoring is the reward for them to do their job well consistently.
A study focuses on Two Factors Theory of Herzberg et al., 1992. The theory is about the factors which influence on job satisfaction and dissatisfaction of an employee at work place. The factors are divided into 2 main factors; extrinsic and intrinsic factors. Extrinsic or hygiene factors focusing on work environment which can cause dissatisfaction among employees when unfulfilled. On the other hand, intrinsic or motivators factors can motivate employee and lead to job satisfaction if lack of motivators, employees may not be satisfied but not dissatisfied.
Secondly the behaviour of employees, if the employees have an impact on the functioning and activities within the organisation therefore positive behaviour will lead to job satisfaction, and negative behaviour will lead to job dissatisfaction. Lastly, organisational activities serve as indicators of job satisfaction. In each department within the organisation there are different levels of satisfaction which will determine which department need to increase their performance. The factors that contribute to job satisfaction and job dissatisfaction are stress; well-being; motivation, and the elements of job satisfaction are recognition for a job well done; a healthy work environment; meaningful work; equitable compensation; the chance to work with interesting, motivated and responsible people; as well as job flexibility (Health Works, 2014). A couple of studies have proven that satisfaction has a strong relation to subjective well-being.
Employees are more concerned with work in an environment they enjoy. Job can be influenced by variety of factors like quality of one’s relationship with the supervisor, quality of physical environment in which one works and the degree of fulfillment in one’s work. Positive attitudes towards job are equivalent to job satisfaction where-as negative attitudes towards job have been defined variously from time to time. In short, job satisfaction is determined by a person’s attitude towards job. Job satisfaction is an attitude which results from balancing and summation of many specific likes and dislikes experienced in connection with the job-their evaluation may rest largely upon one’s success or failure in the achievement of personal objective and upon perceived combination of the job and combination towards these
A culture of sharing, support and respect and friendly working conditions are more likely to increase motivation. • Job security – The sense of job security directly influences employee satisfaction and when the employee feels insecure, they are likely to be dissatisfied. • Interpersonal relations at work – The work setting is made up of different people who come together for to attain organizational goals. It is therefore necessary that workers and supervisors respect each other. Satisfied employees are those that that have healthy relationships with supervisors and colleagues.
-Motivate factors (work satisfaction): how make my people satisfied? The things that affect the task content or the reward of performance are achievement, recognition, responsibility, and advancement and growth. -Hygiene factors (work dissatisfaction): why are my people dissatisfaction? The things that affect the task content are salary and security, working conditions, interpersonal relationships, company policy, and supervisors. 6.5 What is the Equity theory and how does it work?
The assumption is that a high identification with the organizational goals causes more satisfaction in work and this in combination with absorption in the job will lead to a higher affective commitment to the organization. When an employee scores low on the dimension meaning, we expect a low score on affective commitment, and we do not expect affective commitment to be higher when the employee’s job engagement is high. On the contrary, we expect even a lower score on affective commitment in case the employee is very engaged in his job. This is assumed because the employee does not identify his own goals with the ones of the organization, which is not really satisfying. Besides he is concentrated to his work activities and this causes a chance that the employee is not really committed to the organization and is not really involved with the willingness to stay
Job satisfaction can be understood as emotions or feelings with which employee views his work. It has been found that the employee don’t feel motivated to work however good the salary and incentives are, until and unless there is high job satisfaction. Job satisfaction is a result of fulfillment of various other factors like quality of work, salary, promotion etc. Thus it is the role of an effective manager to ensure that the employees are satisfied with their work and are thus properly motivated to work. 2) Promotions/expectation: Promotions allow employees to move up the ladder in a job which is suitable to their abilities.
Employees spend a major part of their lives working that is why it is important for an employer to ensure that a naturally good working environment is provided. Controlling the work environment is a crucial factor in determining the satisfaction of the employee. The more the employee is satisfied in the environment the more motivated he/she will be and the more productive he/she will be, resulting in the employee reaching all deadlines, having work organised, lessening stress and eventually bringing in more money for the company (Peters 2013). It is known that negativity is contagious, when an employee is dissatisfied with some aspect of his work it normally rubs off on other employees. When this happens employees tend to think of other things