“Is a happy worker a productive worker?”

According to staffing agency ‘Kelly Services' which conducted an annual survey covering 120,000 respondents globally, an overwhelming 48 percent of employees are unhappy in their current jobs (Harjani, 2013). Such statistics causes one to question what job satisfaction really is and what factors heighten its levels. These questions are widely debated in the subject area of organizational behavior.  Job satisfaction is a complex yet vital aspect of formal organizations. It is considered a multidimensional concept that many organizations and managers have to deal with. Its complex nature derives from explorations such as the definition of job satisfaction, the dynamics of job satisfaction and the nature of job satisfaction (Hajdukova, Klementova and Klementova Jr, 2014).

Many have discussed the importance of job satisfaction and its impact on the performance of an organization, its effect on productivity levels and its influence on motivation levels among staff to continue working despite obstacles that might prevail (Raziq and Maulabakhsh, 2015). Due to its complex nature, job satisfaction has no definite or universal definition. Therefore, various approaches have been used to define job satisfaction and its importance over time. While some believe that job satisfaction is purely an intrinsic aspect felt by an employee, others claim that external factors play a more active role in job satisfaction and some others say that mixtures of intrinsic and extrinsic factors are important in the concept of job satisfaction (Kumari, 2011).

Kaliski (2007) highlights the comprehensive nature of job satisfaction proposing that it implies engaging in a job one enjoys, performing well in the task and being rewarded for one’s efforts. It further entails enthusiasm and happiness with one’s work. Job satisfaction is the key ingredient that leads to recognition, income, promotion, and the achievement of other goals that lead to a feeling of fulfillment (Kaliski, 2007). According to this idea one can conclude that job satisfaction is an internal aspect of a sense of fulfillment in the job one is involved in which also means being content with the benefits one reaps from work and job satisfaction is a factor which leads to other positive benefits such as increased income and recognition. Contrasting views can be discussed by analyzing figure 1.0. and 2.0.

Unlike in other models which have been proposed to define job satisfaction, this model shows the interplay of overall factors of a job. As the diagram reveals, a simplistic and direct relationship exists between job related factors, role performance and job satisfaction. For an example the higher the remuneration and impartial promotions (which are factors of the job itself), higher the job satisfaction. Also one can think of strategies adopted by employers such as recognition, providing comprehensive health covers, organizing regular training programs and introducing new methods / technology to retain job satisfaction at high levels. This is proved by a study based on doctors in Sri Lanka, titled “Job satisfaction and mental health of Sri Lankan doctors” (Rodrigo et al., 2013) which revealed that better remuneration (97.1%) and better working hours (44.8%) (job related factors) were the most important factors in improving job satisfaction among doctors. Such findings denote that loopholes of the job itself can lead to dissatisfaction. In another study titled ‘Job Satisfaction and Employee Motivation: An Empirical Study of Sri Lankan Organizations’ (Velnampy, 2009) it is said that good interpersonal relationships and freedom of work were ranked as the most significant factors of satisfaction that exists in the public and private sectors of employment in the country. These two studies help in understanding how job related factors can lead to job satisfaction. On the other hand, problems with role performance such as lack of knowledge or skill, inability of fulfilling responsibilities, discrepancies in task identity and the inability to perform according to expected role outcomes, will negatively impact job satisfaction (Sageer, Rafat, Agarwal, 2012).

The diagram also illustrates that job related factors and problems related to role performance affects job performance (depicted as a mid-link) which influences job satisfaction and finally sways overall firm performance as well. Unlike figure 2.0, this model does not name specific job related factors or specific problems related to role performance. Therefore it only gives a general idea of two importance aspects which are job related factors and problems with role performance that impacts job satisfaction. This limitation is overcome by the second model discussed below.

According to the model above the importance of rapport between employers and workers is said to play an important role in job satisfaction. A characteristic of a good leader is being sensitive to the needs of one’s subordinates (Baker, 2014). Therefore those in higher positions should be aware of employee needs and their socio- economic and cultural backgrounds. This will, in due course fulfill psychological needs of the employee such as recognition and acceptance of the workers and will enhance job satisfaction. According to a study by Center for Management and Organizational Effectiveness (CMOE) in 2017, Professor Andrew Oswald says that companies which invest in employee support tend to generate happier employees. At Google, such initiatives created a 37% rise in employee satisfaction. This study further reiterates that financial incentives alone may not impact job satisfaction and on the flip side of the coin, if this rapport fails to exist as a result of strained relationships then there is a greater chance of dissatisfaction (Smyth, 2017). The managers concern for people will also affect delegation of work, sharing responsibility and personal empowerment which are beneficial to one’s personal development and causes satisfaction (Sageer, Rafat, Agarwal, 2012).

The second factor Rue and Byaes (2003) endorse is the job design which includes the type of work, its scope and the interest of the worker in the work he is assigned to do. According to a Canadian tourism and Hospitality HR association “Go2HR”, around 40% of employees who do not receive adequate training, end up leaving their posts within a year (Smyth, 2017). Training can be named as one aspect that enriches job design because it impacts the scope and interest of the employee. Therefore aspects such as training can positively impact the job design. In further discussion of job design difficulty level, quantity of work, quality / nature of tasks, methods and tools used for the job are of considerable importance (Sageer, Rafat, Agarwal, 2012).

Furthermore, working conditions and compensations are said to be important in job satisfaction. Physical conditions of the working environment, comfort, available technology and hygiene together with acceptable and deserving allowances can be considered beneficial in enhancing job satisfaction. For an example Facebook which is known for its plentiful perks and inclusive company culture, has the highest number of happy employees, with 97% reporting high job satisfaction (Loudenback, Martin and Pipia, 2016). This indicates that company culture and conditions are vital factors in creating satisfaction among employees. In further discussion of the importance of working conditions and compensations, American Express which indicates an 80% satisfaction rate among employees, provides employees with benefits such as paid family leave and health insurance, as well as an on-site gym and café at the New York City headquarters. (Loudenback, Martin and Pipia, 2016) Such contemporary examples of successful organizations demonstrate the importance of working conditions and compensations to maintain high satisfactory levels.

Social relations and rapport with other workers may also be psychological factors that help in managing stress and working in unity. This can be proven by Salesforce.com which is rated as the 2^nd best company to work in America with an employee satisfaction rate of 90% consisting of the following benefits for its employees. The company is said to consist of on-site fitness and massages, standing and treadmill desks, free snacks and drinks, and dog-friendly offices (Loudenback, Martin and Pipia, 2016). All such activities enhance socialization with others in the organization as employees are given the opportunity of participating in these activities together with their colleagues, strengthening social relationships and ultimately boosting satisfaction of employees by the flexibility of establishing networks with one another.  By such strong social relations teamwork is also further developed. Another important factor of social relations is communication among different strata in the organization (Sageer, Rafat, Agarwal, 2012). Flexible and diverse communication mechanisms can enhance satisfaction levels.

Long term opportunities and opportunities elsewhere are said to be important factors where transfers and promotions based on performance and ability are satisfaction promoters.

There exists a contrast in ideas when figure 2.0. and Kalisky’s (2007) ideas of job satisfaction are compared. Kalisky sees recognition, promotion and income as results of satisfaction, while the model used in figure 2.0. recognizes such factors as factors that stimulate satisfaction.

This model advocated by Rue and Byaes (2003) is also useful to understand the various impacts of satisfaction and dissatisfaction on the overall functioning of the organization. As seen in figure 2.0 the lack of the favorable conditions can lead to disadvantages especially to higher authorities due to labour turnovers, absenteeism, low productivity levels, strikes, grievances and widespread discontentment that are results of dissatisfaction. Such occurrences will no doubt be an obstacle in reaching greater heights.

On a final note job satisfaction is a psycho-social and economic condition that needs to be cultivated in organizations through working conditions, benefits and strong interpersonal relationships at every level in the organization in order to achieve organizational goals. Therefore ‘A happy worker’ is one who is emotionally, materially and socially content with his job and will definitely result in a productive worker too!

References

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Hajdukova, A., Klementova, J. and Klementova Jr, J. (2014). The job satisfaction as a regulator of the working behaviour. Technical University in Zvolen, Slovak Republic.

Harjani, A. (2013). Nearly half of global employees unhappy in jobs, September 2013. Asia : CNBC. Available at <https://www.cnbc.com/2013/09/17/nearly-half-of-the-worlds-employees-unhappy-in-their-jobs-survey.html/.>. [Accessed on 2nd Jun. 2018]..

Kaliski, B.S. (2007). Encyclopedia of Business and Finance, Second edition, Thompson Gale, Detroit, p. 446

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 Loudenback, T., Martin, E. and Pipia, A. (2016). 13 of the happiest companies in America. [online] Business Insider. Available at < http://www.businessinsider.com/payscale-best-companies-with-happiest-employees-in-america-2016-4#9-procter-and-gamble-5/.>. [Accessed on 2nd Jun. 2018]..

Raziq, A. and Maulabakhsh, R. (2015). Impact of Working Environment on Job Satisfaction. Procedia Economics and Finance, [online] 23, pp.717-725. Available at <https://www.sciencedirect.com/science/article/pii/S2212567115005249/.>. [Accessed on 5th Jun. 2018]..

Rodrigo, M., Dissanayake, A., Galhenage, J., Wijesinghe, S. and Kuruppuarachchi, K. (2013). Job satisfaction and mental health of Sri Lankan doctors. South Asian Journal of Psychiatry,3(1),pp14-17

Sageer.A , Rafat.S and Agarwal.P (2012).Identification of variables affecting Employee satisfaction and their impact on the organization.IOSR Journal of business and management , 5 (1) , pp.32-39.

Sekhar, C., Patwardhan, M. and Singh, R. (2013). A literature review on motivation. [online] SpringerLink. Available at <https://link.springer.com/article/10.1007/s40196-013-0028-1/. >[Accessed on 1st Jun. 2018].

Smyth, A. (2017). 17 Shocking Employee Turnover Statistics. [Blog] Quantum Workplace. Available at https://www.quantumworkplace.com/future-of-work/infographic-17-shocking-employee-turnover-statistics/. [Accessed 2 Jun. 2018].

Velnampy, T. (2009). Job Satisfaction and Employee Motivation: An Empirical Study of Sri Lankan Organizations. [online] ResearchGate. Available at <https://www.researchgate.net/publication/232273196_Job_Satisfaction_and_Employee_Motivation_An_Empirical_Study_of_Sri_Lankan_Organizations/>. [Accessed 2 Jun. 2018].