Job satisfaction: People join organizations with certain motives like security of income and job, better prospects in future, and satisfaction of social and psychological needs. Every person has different sets of needs at different times. It is the responsibility of management to recognize this basic fact and provide appropriate opportunities and environments to people at work to satisfy their needs. In this chapter I just want to explain about job satisfaction.
The term job satisfaction figures prominently in any discussions on management of human resources. Job satisfaction refers to a person’s feeling of satisfaction on the job, which acts as a motivator to work. It is not the self satisfaction, happiness or self- contentment but the satisfaction
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It can be influenced by a multitude of factors. The term relates to the total relationship between an individual and the employer for which he is paid. Satisfaction does mean the simple feeling state accompanying the attainment of any goal, the end state is feeling accompanying the attainment by an impulse of its objective. The term Job satisfaction was brought to limelight by Hoppock (1935). Hoppock describes job satisfaction as, “any combination of psychological, physiological and environmental circumstances that cause and person truthfully to say I am satisfied with my job.” Job satisfaction has many dimensions. Commonly noted facets are satisfaction with the work itself, wages, and recognition, rapport with supervisors and coworkers, and chance for advancement. Each dimension contributes to an individual’s overall feeling of satisfaction with the job itself, but different people define the “job” differently. There are three important dimensions to job satisfaction:
1) Job- satisfaction refers to one’s feeling towards one’s job. It can only be inferred but not seen.
2) Job satisfaction is often determined by how well outcomes meet or exceed expectations. Satisfaction in one’s job means increased commitment in the fulfillment of formal requirements. There is greater willingness to invest personal energy and time in job
How to Know if You’re Burnt Out at Work Most workers consider stress to be one of the side effects of working. When people think of career or job burnout, they think of high-level employees like management, CEOs, business owners, supervisors, and anyone who is responsible for other workers.
Cover Page Personality Traits & work Values The reason why I chose this topic is that I like to read and know about anything that deals with the human behavior as it gives me the chance to know more about people and myself and discover the new sides for the personalities of my friends and family. I love to know about the human psychology which will lead to exploring all about us and our thoughts and characters. Knowing that about anyone we deal with is real important as it gives us a good idea about who this person is and the best way to avoid troubles during dealing with them. (Speak so I can see you) is such a famous saying that can be applied on the traits of the personality and hence we can know whom we are talking to.
We can conclude that research supports the link between work engagement and performance. Employees, who feel vital and strong, are enthusiastic about their work, show better in-role and extra-role performance. Consequently, engaged workers realize better financial results, and have more satisfied clients and customers. 4.4 Studies on the crossover of work engagement Crossover or emotional contagion can be define as the transfer of positive (or negative) experiences from one person to the other (Westman, 2001). Barsade (2002) conducted an innovative laboratory study in which the transfer of moods among people in a group and its influence on performance examined.
Job loyalty: Culture has always played an important part of influencing job loyalty across employees in the organizations. Peter Blau has stated in 1962 that cultural effects may operate at the individual -level through values, beliefs and norms employees accept and internalize but also at the group level through the mechanism of social pressure aimed at inducing conformity. A study was conducted by James Lincoln and Bernadette Doerr in 2012 found that The Japanese employees are more loyal and are less likely to quite in the presence of organization cultures favoring paternalism/familyism, groupism and vertical cohesion. The reverse is in general true of the American employees. Hofstede in his study has also found that people in Japan are less likely to quite as the Japanese culture is more collectivist compared to US culture, US scored 91 on the individualism dimension compared to 46 in Japan.
Within the extensive body of literature on job satisfaction in the workplace, there are numerous theories that attempt to explain the concept of job
Developing job enrichment together with matching the individual's values those of the organization must be organization's commitment. Also, there are different strategies to improve job satisfaction such as improving the quality of counseling, supervision and decentralized form of management. Another is improving communication, motivating employees and understanding the needs of employees better (Awad & Alhashemi, 2012). According to Danish & Usman (2010), workplace relationship and job satisfaction has a positive significant correlation.
Being on the job hunt can cause even the most secure of us to want to impress during an interview. When you’re staring down the face of Sallie Mae and rent, sometimes you feel like any job will do. While you may feel the pressure, it’s important to remember that all employers are not created equal. Some are the best in the biz, whereas others… well… they’ll send you running to the nearest therapist. When on the prowl for a new gig, do your best, but also be alert as to how your potential employer might treat you.
1. SUBJECTIVE WELL BEING Subjective Well Being has three components viz. Satisfaction with Life, Positive Affect and Negative Affect. Satisfaction with Life was measured using Satisfaction with Life Scale developed by Diener et al.
The appraisal of job fulfillment through representative mysterious studies wound up plainly typical in the 1930s. Albeit preceding that time there was the start of enthusiasm for representative mentalities, there were just a modest bunch of studies distributed. Latham and Budworth take note of that Uhrbrock in 1934 was one of the primary analysts to utilize the recently created mentality estimation procedures to evaluate assembly line laborer demeanors. They likewise take note of that in 1935 Hoppock conducted a review that concentrated expressly on job fulfillment that is influenced by both the way of the employment and associations with coworkers and supervisors. Models (methods) Affect theory Edwin A. Locke's Range of Affect Theory (1976) is seemingly the most acclaimed job satisfaction display.
Among scholars, the different facets of job satisfaction included feelings toward a job, pay, benefits, supervision, coworkers, the work itself, organizational environment, and work conditions as stated by Biggs & Swaile; Fichter & Cipolla (as cited by Appiah, 2016). Aziri (as cited by Appiah, 2016) stated that employees were usually more productive, more stable, and had a better
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
The objective of the present study was to investigate whether career insecurity in employed individuals predicts poor health and higher burnout scores over time, and if this correlation is moderated by career adaptability. The analysis of the computations showed the influence of career insecurity on health within a sample of working Swiss people. In sum, the findings support Hypotheses 1-2, but not all conditions of Hypothesis 3. Theoretical contributions An important contribution of this study is that it shows that there is evidence for a correlation between career insecurity and poor health, and particularly the findings confirm that high career insecurity in employees elicits a worse status of health.
Employees are considered as one of the most valuable assets for a company. They are the main force behind the company’s success. So happiness of employees is definitely a big factor in driving the company to meet its goals and reap the benefits. Now the question comes that does happy employees create happy customers. Well the answer is definitely yes.
Happiness and Optimism Urwa Zahid BS Applied Psychology Semester 5 Government Post Graduate College for Women Gujranwala Introduction The psychological pursuit of “happiness” is begun in China, India and Greece nearly 2500 years ago with Confucius, Buddha, Socrates and Aristotle. So, we can find very similarities between the inner side of these thinkers and the modern “Science of Happiness”. Happiness is a sense of wellbeing, joy or contentment. When people are successful, safe or lucky they feel happiness.
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.