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.
of people towards their job. In addition, the concept of benefits, promotional opportunity, supervision, work conditions are included in the definitions. Bernstein and Nash (2008) proposed that a cognitive, a behavioral, and an emotional component together produce job satisfaction. The cognitive component of job satisfaction consists of, how individuals perceive their jobs; it is a belief he/she has about the job. The behavioral component of job satisfaction consists of individuals ' inherent predispositions toward their job.
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
[ Job satisfaction scales vary in the extent to which they assess the affective feelings about the job or the cognitive assessment of the job. Affective job satisfaction is a subjective construct representing an emotional feeling individuals have about their job. Hence, affective job satisfaction for individuals reflects the degree of pleasure or happiness their job in general induces. Cognitive job satisfaction is a more objective and logical evaluation of various facets of a job. Cognitive job satisfaction can be one-dimensional if it comprises evaluation of just one facet of a job, such as pay or maternity leave, or multidimensional if two or more facets of a job are simultaneously evaluated.
Job satisfaction among employees gives big impact in helping develop a company. This is because to the employer, employees who are satisfied with their jobs form a very important asset to the organization (Qasim, Cheema & Syed, 2012). In recent years, many organizational psychologists attempt to identify the factors that lead to job satisfaction in the workplace and this is an interesting branch of study (Jones, Jones, Latreille & Sloane, 2008; Haile, 2009; Mehmood, Irum, Ahmed & Sultana, 2012). Generally, “job satisfaction” can be defined as the employees’ feelings towards his or her job which come from several motivators that affect their feelings. “Job satisfaction” has been defined by Locke (as cited in Ram, Bhargavi & Prabhakar, 2011) as positive and pleasurable feeling or emotional state perceived by a person when they appraise on the job that they are
Today, there is no doubt that happiness at the workplace is important to the employees but to the employers as well (Fisher, 2010). Enhancing happiness at the workplace is a challenge for maximizing organizational productivity. Happiness at the workplace can be described as “how satisfied people are with their work and lives” (Wesarat, Sharif & Abdul Majid, 2014) or the overall quality of an employee’s experience and functioning at work (Warr, 1987). Firms that are able to maintain long term happiness at the workplace most likely increase and sustain their productivity. Maintaining employee happiness is also necessary in order to ensure the availability of the firm’s workforce.
In other words, it is an affective reaction to a job that results from the comparison of perceived outcomes with those that are desired (Kam, 1998). Shortly, job satisfaction describes the feelings, attitudes or preferences of individuals regarding work (Chen, 2008). Furthermore, it is the degree to which employees enjoy their jobs (McCloskey and McCain, 1987). And also, it is possible to see a number of theories developed to understand its nature in literature. Vroom (1964), need/ value fulfillment theory, states that job satisfaction is negatively related to the discrepancy between individual needs and the extent to which the job supplies these needs.
Introduction: “Job or employee satisfaction has been defied in many ways. The feeling is based on perception of satisfaction of employee. Some think that it is just that an employee is satisfied with his job or not. If job is according to employee requirement, interest and qualification than he is satisfied with his job. If environment of sector or organization in which employee is working is not good and there is too much work stress than employee is dissatisfied with his job.
These are classed into two separate groups. One group is the components you want from and within your working surroundings and these are: achieving your goals, having clear objectives, raising issues that are of importance to you and feeling secure in your job. The other group consists of the components your working environment and surrounding offers you, this includes: being listened to, getting positive feedback, being respected by your manager or boss and being shown appreciation for your work. Happiness at work can have an incredible impact on an organisation as a whole and also plays a significant role in an individual’s life and heightens the overall well-being of the individual (Wong & NgeeHeng, 2009; Staples & Higgins, 1998).This can be seen in a number of statistics that Pryce has developed through research and various studies over four years. If you are happy, Pryce has discovered that you are 155 per cent happier in your job, 50 per cent more motivated contribute 25 per cent more and love their job 79 per cent more.
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.