Future GroJob satisfaction Job satisfaction describes hoe content an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation or aptitude, although it is clearly linked. Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of one’s job an affective reaction to one’s job and an attitude towards one’s job. History of job satisfaction: One of the biggest preludes to the study of job satisfaction was the Hawthorne studies.
2. JOB SATISFACTION DEFINITION Job satisfaction can be defined as a response which cannot be seen but inferred to a situation. Job satisfaction shows our attitude towards the job and is associated with the outcomes and expectations. According to Locke, it is “a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience”. Job satisfaction is an outcome of employee’s perception of how well their job provides those things that are viewed as important.
For employees, things that aren’t intrinsically interesting requires extrinsic rewards to motivate. Employees can be motivated by extrinsic rewards such as additional monetary compensation, gifts, gift cards, or other monetary rewards. These types of rewards could lead to improved performance and higher motivation. It would also motivate a worker, but only satisfies the person’s lower-level needs. The flip side to this type of motivation stimuli, employees will want the same or better reward to maintain the same level of motivation and performance outcomes.
If an individual believes that the return they are getting is equal to that of other employees, then the individual will be content. However, the opposite will occur if the individual perceives there to be inequity. Bennett goes on to suggest that if individuals compare the inputs of their jobs with the outputs experienced, and perceive that they are not paid enough, an individual will reduce their efforts. A drawback to this theory is that it is difficult to measure an individual's perception of equity as well as identifying the inputs and outputs from a job (Kreitner et al,
The third category believes that many concepts and definitions of job satisfaction involve an evaluation process. Factors influencing job satisfaction of creating "job satisfaction" in a person is dependent on several factors together which lead to the achievement of the desired result. Lack of some of these factors may lead person to become dissatisfied with the job. Factors such as the amount of earnings the soul and the nature of work and its social status; prestige and reputation, enhance job safety, lack of role ambiguity, physical conditions, structure and organizational culture and communication with colleagues, according to the characteristics, performance evaluation, fit, flexible, innovative approach. Job satisfaction is a multi-dimensional attitude it is made up of attitude towards pay, promotion, relationship with co-workers, supervision, work conditions, benefits, contingent rewards, nature of work, communication, participation, performance evaluation system of the company etc.
Today there are reactions that have emerged about this theory e.g. his example of employees was not illustrative of all specialists, yet further studies have had a tendency to help his discoveries. Moreover a few faultfinders have proclaimed that it is regular for individuals to assume praise for satisfaction, however at fault dissatisfaction on external variables. Each individual is simply that an individual and theories of motivation can't realistically apply to every single employee; then again, they are valuable for distinguishing the principle routes in which individuals are motivated. Herzberg and his discoveries have been to a great degree persuasive in advancements connected with the field of job outline and routines for administration to give job satisfaction and
Work is an important aspect of most people’s lives. They perform work in exchange for monetary rewards, for example a salary, and non monetary rewards, for example psychological fulfillment. The nature of work itself is described as “the actual content of the job or work characteristics” (Benrazavi & Silong, 2013, P. 129). As the work environment changes, with the internationalization of business, new technologies, and new organizational practices, so does the nature of work. Today, there is no doubt that happiness at the workplace is important to the employees but to the employers as well (Fisher, 2010).
Compensation packages that include bonus , salary increments , extra benefits, allowances and pre - requirements depend on the performance assessment. The criterion is usually focused on merit rather than seniority. Performance evaluation is also designed to foster employees’ communication strategies. Effective communication between employees and employers is essential for an organization. One important benefit of communication is that it aids maintain a warm and congenial labor relationship.
1) One theory that could be used to refer to motivation in an organisation such as DrainFlow is Frederick Herzberg’s ‘Two factor theory of motivation’ theory, [Huczynski and Buchanan, 2001, p. 305]. According to this theory, there is two sets of factors that could make an employee to be content or discontent with their job, the motivator factors which consists of the individual’s level of achievement, advancement, growth, recognition, responsibility and the work itself, this would lead to the satisfaction of employees. The other factor is hygiene factors which consist of the individual’s pay, company policy, supervisor style, status, security and working conditions, which would lead to dissatisfaction, [Huczynski and Buchanan, 2001, p. 305]. According to Frederick Herzberg (1968), an increase of hygiene factors or context factors would not lead to an increased of motivation and performance despite it removing the dissatisfactions of an employee. Rather he argues that organisations should use Vertical loading factors to satisfy job enrichment of an employee.
Facets commonly assessed include various rewards such as pay, working conditions, hours of work, other people such as co-workers or managers, the nature of work or the organisation itself. This facet approach can give a deeper insight into an individual’s job satisfaction than the global approach. Examples of frequently used facet satisfaction scales are: The JSS, the Job Descriptive Index (Smith et al 1969), the Minnesota Satisfaction Questionnaire (Weiss et al 1967) and the Job Diagnostic Survey (Hackman & Oldham 1975). Many other job satisfaction scales have been developed and there are advantages and disadvantages to both in terms of expressing job satisfaction in a workplace. The advantage to using an existing job satisfaction scale is that they cover the major facets of satisfaction; however, the disadvantage is that they will not include more specific areas of satisfaction or dissatisfaction that may be an issue for a particular organisation