Job Satisfaction: A Conceptual Framework

Goal setting strategies can be metrics established for performance, or a percentage increase in revenue dollars. A performance evaluation should be a time for the manager and employee to discuss the professional development of the employee as well as a means to establish strategic goals that will be used to measure development for peak performance. Morale improvement can also be a key contributor towards strategic achievements of the organization objectives. When performance appraisals are properly executed they can improve company morale and create motivation for employees. Managers identify the weak points in employees’ performance and then help to create a plan to combat the weakness.

Employee satisfaction is fundamental to the success of any business or organization. If employees are not satisfied or at least content with their jobs, they are more likely to leave the position, which directly affects the organization and the individuals it serves (Branham, 2005; Timpe, 1986). There have been numerous studies that have examined the relationship between job satisfaction and employee turnover. The vast majority of this research has demonstrated that job satisfaction is a consistent predictor of employee turnover intentions. However, what makes a job satisfying or dissatisfying does not depend only on the nature of the job, but also on the expectations that employees have of what their job should provide (Mahdi et all, 2012).

Job satisfaction is an outcome of employee’s perception of how well their job provides those things that are viewed as important. CHARACTERISTICS/INFLUENCES ON JOB SATISFACTION 1) JOB ITSELF Satisfaction depends on how many opportunities an individual is getting to learn and explore and the extent to which interesting tasks are been provided to the individual. 2) PAY The amount

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.

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. (Cascio, 2002). Employee job satisfaction is one of the significant aspects of organizational effectiveness (Chapagai, 2011). Generally, it is an employee general attitude toward the

The basic logic behind this is that happy worker will put more efforts for job performance. However, this may not be there in all cases. For example- a worker having a low expectation from his job may feel satisfied but he may not have put more efforts because of his low expectation. Therefore view does not explain the complete relationship between job satisfaction and

Meanwhile, Ganguly (2010) stated that job satisfaction involves a collection of numerous attitudes and feelings that refer to psychological disposition of people towards their jobs and how they feel about their work and also influence motivation and interest in work. According to Mcshane and Glinow (2015), a useful template for organizing and understanding the

Likewise, employees’ feeling of job satisfaction has been reviewed in comparatively with a specific dimension of organizational culture and leadership. In organizations that are flexible and adopt the participative management type, the latter are more possible to be satisfied, resulting in the organization’s success. Although the leader creates the culture predominantly, but he or she is the one who progresses through this process and so are the leadership tactics that he or she applies. In accordance to the leadership, there are two major types of leadership in organizations that influence the employee’s job satisfaction, which are: the transactional and the transformational leaderships. The transactional leaderships are the ones who act within the frame of the dominant culture; the transformational leaderships work towards change and adaptation of the culture to their own

There are several theories that were invented as theories that analysis the prevalence of employee and job satisfaction. Since well employee satisfaction is influenced by being satisfied in the workplace, the theories should cover both concepts in order to elaborate more on both concepts. The following are some of the theories invented to elaborate the relationship between both concepts and they are as follows:  Affective Event Theory According to Thompson and Phua (2001), cited by Ali, Edwin and Tirimba (2015: 419) the affective event theory was developed by Psychologist Howard M. Weiss and Russell Cropanzano to explain how emotions and moods influence job satisfaction. The theory explains the linkages between employees’ internal influences

The phenomena creates the sense of responsibility among team members to actively play their part in problem solving and helping one another. Self-Motivation Self-motivation is another important component of EI test. This component reveals the intrinsic side of an individual to accomplish a particular task. The results of the test given by employees enables the manager to explore the factors which motivates an individual employee. For example in one team one member get motivated by external rewards like raise in pay or in the form of bonuses.