They may also be used to document termination of employees. Research shows that performance appraisals tend to be viewed as more effective when companies tie them to compensation decisions and to terminate lower performers. This is not surprising in light of motivation theories such as reinforcement theory, which indicates that behavior that is rewarded
Job satisfaction is an important indicator of how employees feel about their job and predictor of work behavior such as organizational citizenship absenteeism, turnover. Job satisfaction benefits the organization includes reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked with a healthier work force and had been found to be a good indicator of longevity. Job satisfaction is not synonymous with organizational morale, which the possessions of feeling have being accepted by and belonging to a group of employees through adherence to common goals and confidence in desirability of these goals. Morale is the by - product of the group, while job satisfaction is
Organizational justice is the term used to describe the role of fairness as it directly relates to the workplace. Specifically, organizational justice is concerned with the ways in which employees determine if they have been treated fairly in their jobs and the ways in which those determinations influence other work-related variables (Al-Zu 'bi, 2010). Organizational justice, that is people’s impression of fairness in organization, is a central worry to both researchers and those in organization. Workers are concerned about being dealt with fairly, administrators are worried with treating equally those for whom they are reasonable, and together in organization and researcher are concerned with the effect and repercussions of not treating individual fairly. (Greenberg & Colquitt, 2005).Organizational justice has been respected useful for organization, individuals and society (Shan, Ishaq, & Shaheen, 2015).
AS mentioned by Heery and Noon (2001), supervisor can be defined as “a front-line manager who is responsible for supervision of employees” which means supervisor need to control the activities of lower-level of employees. Staudt (1997) figure out that the employees will satisfy with the job if they satisfied with their supervisors. Supervision is a significant model based on the employee’s job satisfaction because supervisor’s capabilities will affect the employee performance, so that supervisors need to give assistance of emotional and technical together with the way of tasks has to do with the related job (Robbins et al., 2003). Another research from Packard and Kauppi (1999), employees with supervisor performing a democratic management style will increase job satisfaction compare to employees who work with autocratic management style supervision. Brewer and Hensher (1998) revealed that supervisors have more employees who feel satisfied and happy because the particular supervisor always stress in negotiation and concern about employees in their leadership and generally this compared to those who focus on job done and production oriented supervisor will have less satisfied employees.
The present perspective on resource distribution suggests that if management wants equal distribution of rewards to promote, this is likely to be accepted as fair when the distribution of the rewards is when the resource has its value in use.. Is it may be fairer even to cut back the salaries of individual members whose contribution is less or to make equal cuts for all members of a group. And also it may be fair for a company to allot time off rather than pay cuts that could lead to disgruntlements from the team members due to a sense of
Equity theory impacts employees is when compared the work they do to someone else gets paid more than them. In this situation employees are comparing their effort to compensation ratio to someone else’s effort to compensation ratio and that person is losing motivation in the process. Management also can leadership and introduce a strict leader to the team if the misbehavior becomes an uncontrollable issue at the sites. Thorough studies and discussions between management and employees can be conducted regarding the clinical trials. Management can introduce a role model in order to diminish unethical practices which are taking place in the organization.
126.96.36.199. Fairness Fairness implies the elimination of one’s feelings, prejudices and desires to achieve a proper balance between conflicting interests (Bragg, 2002). This implies that fairness should be seen to be practiced irrespective of relations at work. Coetzee (2005) urged that employers need to pay competitive wages, create and administer policies that are unbiased, offer competitive benefits, provide timely, accurate and useful performance appraisals, promote the most qualified employees and develop employees by providing opportunities for growth. Friend, Danny, Bellenger & Boles (2009) indicated in a study that organizational fairness is a measure of perceived equity.
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.
Employers can hire temporary workers which can benefit the organizations because less money is spent when people are hired for a short period, and it can in turn have new negotiations with the employees who were lockout to settle disputes. One more advantage of industrial action is that employees have the right to stop work if there is an imminent risk to their health and safety. If this occurs, employees must follow any reasonable direction of their employer to perform other work that is safe and appropriate for them. There are as much demerits of industrial actions as there are merits of industrial actions. Disadvantages are the negative effects of what industrial actions can have on employees or employers.
Next, neglect includes reducing work effort, paying less attention to quality and increasing absenteeism and lateness. Therefore, to avoid the consequences of job dissatisfaction, the employer must ensure that their employees are satisfied with their job. There are many factors that can affect job satisfaction such as work schedule flexibility (Carlson, Grzywacz & Kacmar, 2010). Another study done by Yu (2011), show that perceived supervisor support and internal locus of control are positively related to job satisfaction. Besides that, the employees job satisfaction can also be ensured through their quality of work life such as creativity of outside of work, payment for work and better working environment (Md,