“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 2nd 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
Aziri, B. (2011). Job Satisfaction: A Literature Review. [online]
Mrp.ase.ro. Available at: http://mrp.ase.ro/no34/f7.pdf [Accessed 1 Jun. 2018].
Baker.E.L , (2014) Leadership and Management Guiding Principles best
practices and core attributes.Public Health management and practice , 20(3) ,
pp.356-357.
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
Kumari , N.(2011) Job Satisfaction of
the employees at the work place . European Journal of business and management ,
3(2222) , pp.1905-2839.
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]
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[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].
Employee engagement is an important part of any business, but its importance extends beyond feel-good factors. Sometimes, the business world speaks about employee satisfaction as a non-essential element of business. There is an impression that employers should strive for good employee satisfaction, but if employees aren’t entirely happy, the bottom line still must be met and everyone will go home satisfied enough with their paychecks.
ReplyDeletebad customer service
However, employee satisfaction has bottom-line revenue effects. Satisfied employees feel invested in their companies, have a sense of mutual destiny with the companies they work for and approach their job roles with creativity and drive to improve. Conversely, dissatisfied employees run the risk of not only feeling unhappy, but channeling that unhappiness into behaviors that worsen customers’ experience and satisfaction.
No matter the strength of a business plan, most companies rely on a multitude of employees to execute those plans. Troubled employees jeopardize the health of their businesses in many ways:
Agreed.It is very important that the employees feel valued in the company and they are a investment for the company as well.The second point which you have mentioned about bad customer service is accurate in my point of view as well.Employee behavior will depend on the company values and environment as well.
DeleteJob satisfaction theories have a solid connection with theories explaining human motivation. One of the most common and known theories is : Maslow’s needs hierarchy theory. This theory describes and examines the important contributors to job satisfaction (Armstrong and Brown, 2006). This theory recommends that human needs form a five-level hierarchy, consisting of: physiological needs, safety, belongingness/love, esteem, and self-actualisation. Maslow’s hierarchy of needs postulates that there are essential needs that need to be met first (such as, physiological needs and safety), before more complex needs can be met (such as, belonging and esteem).Job satisfaction considered by Herzberg (2014) found that job satisfaction is connected with pay, work-related anxiety.
ReplyDeleteI do agree with your comment.I do believe that once the essential needs are met automatically the complex needs too will be falling into place.
DeleteSatisfaction and Job Performance Depend on Culture too.Maslow pointed out that people seek to satisfy five specific types of needs in life: physiolog- ical, safety, social, self-esteem, and self-actu-
ReplyDeletealization. Indeed, his model can serve as a basic framework for understanding how job satisfaction relates to job performance. Yet while it is gener- ally accepted that there is a moderate relationship between job satisfaction relates to job satisfaction.Bozionelos, N. and Nikolaou, I. (2010) 'Does treating the permanent workforce well matter to temporary employees?', Academy of management perspectives., 24 (1). pp. 84-86.
Company culture is very important in job satisfaction. Higher number of employees will not know what they need to do in their lives in the first place.However if they are treated well in the organisation they will develop a likeness towards what they do and this will lead to long term carriers in the company which is an asset to the organisation and reduction of retention cost.
Delete“Is a happy worker a productive worker?”
ReplyDeleteThe best and the simplest way to analyse "Happy Worker" is described in Maslow's hierarchy of needs.
It is a motivational theory in psychology comprising a five-tier model of human needs, often depicted as hierarchical levels within a pyramid.
Maslow (1943, 1954) stated that people are motivated to achieve certain needs and that some needs take precedence over others. Our most basic need is for physical survival, and this will be the first thing that motivates our behavior. Once that level is fulfilled the next level up is what motivates us, and so on.
Maslow's hierarchy of needs clearly describes the basic expectations of an employee as you have mentioned.I do agree on this.Physical survival is the first need a employee would need to fulfill.
DeleteJob satisfaction defined as the attitudes and feelings people have about their work. Optimistic and encouraging attitudes for the job indicate job satisfaction. Negative and unfavourable attitudes towards the job indicate job dissatisfaction (Armstrong, 2014). The two basic types methods which create job satisfaction are intrinsic and extrinsic motivations (Armstrong, 2010) . There are a number of employee motivation theories such as expectancy theory, path goal theory etc. which aim the employee’s job satisfaction. Also, the leadership styles such as supportive leadership style, authentic leadership style, and transformational leadership style also can be used to motivate the employees. The most famous Maslow’s needs hierarchy theory also describes the employee needs in their different career levels which generate job satisfaction. Hence, I agree with the statement that satisfied employee is a productive worker.
ReplyDeleteLeadership plays a major role in job satisfaction as you have mentioned.If the employees are heard by their leaders in the organisation and they are willing to accept the ideas of the employees and recognize them and reward them for their contribution a company would be successful.
DeleteAccording to Hoppock, (1935) defined job satisfaction as any combination of psychological, physiological and environmental circumstances that cause a person truthfully to say I am satisfied with my job.
ReplyDeleteAccording to Sing and Dr.Jane (2013) Importance of Employee Satisfaction for the Organization• Enhance employee retention. • Increase productivity. • Increase customer satisfaction. • Reduce turnover, recruiting, and training costs. • Reduced wastages and breakages. • Reduced accidents. • Reduced Absenteeism. • Enhanced customer satisfaction and loyalty. • More energetic employees. • Improved teamwork. • Higher quality products and/or services due to more competent, energized employees. • Improves a corporate image. Also importance of employee satisfaction for the Employee • Employee will believe that the organization will be satisfying in the long run • They will care about the quality of their work. • They will create and deliver superior value to the customer. • They are more committed to the organization. • Their work is more productive.
According to Sing and Dr.Jane (2013) there are ten factors to improve job satisfaction, such as , Clear, concise and consistent communication, getting to Know your Employees and create a team, training and other improvement programs, empower employees across the company, job rotation and task enlargement, fair compensation and benefits, opportunity for promotion and career development, monitor performance and reward for contribution, provide regular and honest feedback, provide best equipment and safe working condition.
Maslow (1943, 1954) stated that people are motivated to achieve certain needs and that some needs take precedence over others. Our most basic need is for physical survival, and this will be the first thing that motivates our behavior. Once that level is fulfilled the next level up is what motivates us, and so on.
DeleteAssumes that people want to contribute to organizational effectiveness and are able to make genuine contributions, therefore, it is the organization's responsibility to create a work environment that makes full use of available human resources. (Mason, 2017).by developing a reward system, organisations hope to support the goals of the organisation by aligning the goals of employees with these. Reward systems can be used to motivate employees to work in the best interest of the organisation.
ReplyDeleteA reward is something given, to an individual or group, in recognition of their services, efforts or achievements. The rewards that an organisation offers to its employees can either be intrinsic or extrinsic.
Intrinsic rewards arise from the performance of the job itself. This includes the feeling of satisfaction that comes from doing a job well, being allowed to make higher level decisions or being interested in your job.
Extrinsic rewards are separate from the job itself and are dependent on the decisions of others. Pay, working conditions and benefits are all examples of extrinsic rewards.
Rewarding employees for their contribution towards development of an organization , boost the motivation of employees and in return employees tend contribute more ,its a Win Win situation for both parties.Same time it helps to build employee employer bond that is very important for any organization that seeks long term stability.
I do agree with you.How ever Leadership plays a major role too in job satisfaction as you have mentioned.If the employees are heard by their leaders in the organisation and they are willing to accept the ideas of the employees and recognize them and reward them for their contribution a company would be successful.
DeletePerdue, Reardon, & Peterson(2007, p. 29) indicate On the individual level, the ability to affectively adjust to a work setting, perform at a level commensurate with one’s personal potential, and enjoy work tasks affects psychological adjustment and life satisfaction. At the organizational level,
ReplyDeletethe degree to which individuals are able to find and maintain satisfying work affects the productivity and success of organizations. On a societal level job satisfaction may be correlated with the healthy employment of a nation, reinforcing its ability to sustain itself through effective work organizations.
Intrinsic work characteristics positively affect job satisfaction through a perceptual process. Job characteristics such as task variety and task significance can lead to positive psychological states, such as meaningful feelings and responsibility, which in turn lead to satisfaction with one’s job. (Judge et al.,2000, p. 239)
Yes agreed.hen employees are dissatisfied with their jobs, lack job involvement and are low in their commitment to the organization, a wide variety of consequences follows in. Dissatisfied employees may engage in psychological withdrawal, physical withdrawal or even acts of aggression and retaliation for presumed wrongs.
DeleteNever want to leave the comfort zone:
ReplyDeleteThough having job satisfactions is vital in order to help employee has a happy professional life, one of the major limitations of job satisfaction is that employee is so comfortable with what they do, that will eventually refuse to leave from comfort zone. Employee will begin to accept only those tasks, which has been doing since joined the company and will not be willing to try hand at something new. As opposed to this, people who have low job satisfaction constantly want to try on hand at something new; in the event of trying to find something like doing (Balbesb, 2006).
I do not agree with you 100%. Which is partially agreed on.It is the duty of the company to give necessary training and guidance to employees to try new things and give them the necessary freedom to accept the challenges to remove them away from their comfort zone.Also the employees will eventually be bored with their static job and status unless they are willing to try new which will eventually lead into job dissatisfaction.
DeletePeterson (2002) has likewise centered around the part that morals play in the extent of hierarchical atmosphere and worker conduct. It is basic to recognize zones of operational concern where morals can have a positive or negative impact. This incorporates the impact that administrators and associates have on their partners' conduct. The effect to the primary concern can be overwhelmingly evident despite the fact that the itemized budgetary ramifications of these practices are hard to distinguish. Consequently, associations that advance moral atmosphere inside their social standards and qualities can encounter bring down levels of freak working environment practices, and an expansion in hierarchical duty. Taken together, this examination will investigate two vital builds, work fulfillment and moral conduct accepted to have huge effect on hierarchical duty.
ReplyDeleteKaliski (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).
Delete
ReplyDeleteDisadvantages of inappropriate job design
According to - Aswathappa (2005). The disadvantages of inappropriate design work are the following,
* Due to the excessive simplification of the work load, boredom can occur, the result of these resignations of employees will arise.
* Incorrect rotation of jobs expected improvement will not make workers feel without a roof due to it.
* When adding other work to the same employee, his current job may be boring when you add another tedious task that will result in demotion.
* When trying to enrich jobs, the departments can be resilient
for more information about Job design cn check from below blog
https://benefitsofeffectivejobdesign.blogspot.com/
I do agree with you on this point.
DeleteWe can use the Hertzberg two factor theory to identify the satisfiers and dissatisfies. Further Hertzberg states that both the hygiene and motivating factors need to satisfy for an employee to remain in an organization. In Jumpstart:HR it states that Herzberg proposes the following findings in light of this concept:
ReplyDelete• People are made dissatisfied by a bad environment, but they are seldom made satisfied by a good environment.
• The prevention of dissatisfaction is just as important as encouragement of motivator satisfaction.
• Hygiene factors operate independently of motivation factors. An individual can be highly motivated in his work and be dissatisfied with his work environment.
• All hygiene factors are equally important, although their frequency of occurrence differs considerably.
• Hygiene improvements have short-term effects. Any improvements result in a short-term removal of, or prevention of, dissatisfaction.
• Hygiene needs are cyclical in nature and come back to a starting point. This leads to the “What have you done for me lately?” syndrome.
• Hygiene needs have an escalating zero point and no final answer
Aneesha FernandoAugust 5, 2018 at 6:39 AM
DeleteCompany culture is very important in job satisfaction. Higher number of employees will not know what they need to do in their lives in the first place.However if they are treated well in the organisation they will develop a likeness towards what they do and this will lead to long term carriers in the company which is an asset to the organisation and reduction of retention cost.
Job satisfaction is related to the positive feeling an employee perceives about one’s job resulting from an evaluation of its characteristics. Jobs require interaction with coworkers and bosses, following organizational rules and policies, meeting performance standards, living with working conditions. It has been identified that a positive relationship exists between a person’s job satisfaction level and holding of positive feelings about the same concerned job whereas a person dissatisfied with his job carries negative feelings about the job and organization. Every organization works towards having satisfied employees.
ReplyDeleteWhen employees are dissatisfied with their jobs, lack job involvement and are low in their commitment to the organization, a wide variety of consequences follows in. Dissatisfied employees may engage in psychological withdrawal, physical withdrawal or even acts of aggression and retaliation for presumed wrongs. Satisfied employees may provide acts of consumer service beyond the call of duty, have sparkling work records, and actively pursue excellence in all areas of their jobs. The consequences of job dissatisfaction are very long term in nature. The negative effects of job turnover on organizations may include increased costs in recruiting, selecting and training new employees, demoralization of remaining employees, negative public image of the organization, disruption of day-to-day activities and decreased organizational opportunities to pursue future growth strategies. Thus it is important to have a thorough understanding of the factors that lead to job satisfaction and dissatisfaction so that it would help in putting a stop on the negative consequences associated with job dissatisfaction.
Aneesha FernandoAugust 5, 2018 at 6:39 AM
DeleteCompany culture is very important in job satisfaction. Higher number of employees will not know what they need to do in their lives in the first place.However if they are treated well in the organisation they will develop a likeness towards what they do and this will lead to long term carriers in the company which is an asset to the organisation and reduction of retention cost.
According to Armstrong, M. (2014). Levels of job satisfaction or dissatisfaction are influenced by:
ReplyDeleteThe intrinsic motivating factor : These relate to job content, especially the five dimensions of jobs identified by Hackman and Oldham (1974): skill variety, task identity, task significance, autonomy and feedback (the job characteristics model).
The quality of supervision: The Hawthorne studies (Roethlisberger and Dixon, 1939) resulted in the claim that supervision is the most important determinant of worker attitudes. Elton Mayo (1933) believed that a man’s desire to be continuously associated in work with his fellows is a strong, if not the strongest human characteristic.
Success or failure: Success obviously creates satisfaction, especially if it enables individuals to prove to themselves that they are using their abilities to the full. And it is equally obvious that the reverse is true of failure.
Armstrong, M. (2014). A Handbook of Human resource Management Practice, Thirteen Edition, Kogan Page Publishing, London, , p. 177
A significant challenge for HR professionals is keeping current employees engaged with their jobs. Even in this period of sizable employment growth, workers are moderately engaged, meaning some may be detached from
ReplyDeletetheir current roles or fearful of losing their jobs, according to this survey. Nearly one-half (48%) of those surveyed had some level of concern about the security of their job, and another 45% was some degree of likelihood that they would look for work outside of their organization within the next 12 months.
Consequently, HR professionals have a formidable task in
managing current trends with the U.S. labor market. Improved economic conditions have increased demand for hiring, yet recruiting struggles are prevalent at many organizations.Employment conditions have stabilized, but many workers do not feel secure in their jobs and will likely explore other options . If you are an individual that feels you lack the tools & resources to do your job effectively, utilize the four actions defined in this article to help position your request. By creating a business case that bridges the gap between yourself and your employer, your request for resources have a better chance of being approved.
On the other hand, during the process of formulating your thoughts, you may come to the conclusion that there is more you can do to add value and reach higher levels of effectiveness with the resources you already have.
Leadership plays a major role in job satisfaction as you have mentioned.If the employees are heard by their leaders in the organisation and they are willing to accept the ideas of the employees and recognize them and reward them for their contribution a company would be successful.
DeleteJob satisfaction can be defined as the attitudes and feelings people have about their work. Positive and favorable attitudes towards the job indicate job satisfaction. Negative and unfavorable attitudes towards the job indicate job dissatisfaction. It can be distinguished from morale, which is a group rather than individual variable, related to the degree to which group members feel attracted to their group and want to remain a member of it.
ReplyDeleteArmstrong, M. (2014). A Handbook of Human resource Management Practice, Thirteen Edition, Kogan Page Publishing, London, , p. 177
Agreed on your point
DeleteThe need to address this phenomenon led Herzberg (1974) to develop his ‘TWO-FACTOR’ or ‘MOTIVATION- HYGIENE’ theory, in which he postulated that job satisfaction and dissatisfaction are driven by what he described as motivation and hygiene factors respectively. According to Herzberg (1974), cited in Mullins (1998), for employees not to express dissatisfaction, certain factors or variables, called hygiene factors must not be absent in the organization. These include favorable company policy, salary, fringe benefits, supervision, job security, and other conditions relating to job context and environment.
ReplyDeleteJob satisfaction is a key factor that every employee seeks when they are employed at an organization but it's the organizations' responsibility to make sure it happens. Failing to do so will definitely have negative impact on the organization since unsatisfied employees will not be engaged employees & will never be motivated to do their job properly. Such organizations will have a very high employee turnover & poor performing employees. It is not the fault of the employee but the organizations management which pushes the employee to that point.
ReplyDeletePeople change jobs with an eye to receive career enhancement in most of the cases. Therefore, it is important to setup right expectation for the individuals at the very beginning of the venture. Some organizations fail to do that and they not only lose the impacted employee, but also it will attract disgrace to the organization too. Proper job descriptions and right level of trainings, clear indication of career development path and industry competitive salaries will help employees to be motivated and take part of the process of meeting the objectives of the organization.
ReplyDeleteMany modern organizational theories see mutual trust development and interaction as an integral force in organizations (Dwivedi, 1983; McCauley & Kuhnert, 1992). Shea (1984) states that trust is the “miracle ingredient in organizational life-a lubricant that reduces friction, a bonding agent that glues together disparate parts, and a catalyst that facilitates action.
ReplyDeleteThere are many studies to find out the relationship between job satisfaction or job dissatisfaction and other job-related factors. The study of Atan (1994) has identified that when job satisfaction decreases, the ratio of intention to quit and desire to change the occupation increases for the normal employees but it is not significant for senior managers (Aksu, Acuner and Tabak, 2002). It turn, these kind of managers subsequently becomes a burden to the organization. Their productivity also might decline day by day. Finally, HR manager may have to play a key role to explore the root causes for the dissatisfaction and must ensure there won’t be such repetitions.
ReplyDeleteAccording Herzberg's "two factor theory", its said that job satisfaction resulted from five main factors that's achievement, recognition for achievement, the work itself responsibility and advancement. he called these factor the 'motivators', he considered the last three to be the most significant.
ReplyDeletejob dissatisfaction also resulted from 5 main factors- company policy and administration, supervision, salary, relationships with others and working conditions, he termed these ;hygiene factors'. these were factors that surround the job itself(extrinsic factors) rather than the work itself(intrinsic factors). Herzberg considered that the hygiene factors had to be addressed by management to prevent dissatisfaction, but, even if they were in place,the would not, by themselves, create a well motivated workforce.
Evidence also indicates that some other personality traits, such as extraversion and conscientiousness, can also influence
ReplyDeletejob satisfaction Judge, Heller & Mount (2002).
There are several points need to be fulfilled to satisfy an employee. This includes both monetary and non-monetary funds. the employee must be driven, they must love what they do, and they have to work hard A leader who will reward them for their hard work, and appreciate them for their achievement.
ReplyDeleteThis comment has been removed by the author.
ReplyDeleteResearch conducted by Vanderberg and Lance (1992) during wich they surveyed 100 profesionists in the information services for five months showd a strong relations between job satisfaction and employee loyalty.
ReplyDeleteTheir research proved that the higher the degree of job satisfaction the higher is the level of employee loyalty.
Employee abstenteism causes serious aditional costs forcompanies, therefore managers are in permanent persue of ways how to decrease and reduce it to its minimum.
Probabbly, the best way o reduvce ameployee abstenteism would be through a increase in the level of employee satisfaction. The main idea behind this approach is that the higher the degree of job satisfaction is the lower employee abstenteism should be.