Determining Correlation between Motive Needs and Job Satisfaction

2000 studies have been published on job satisfaction since the 1950’s (Kahn, 1972). Job satisfaction refers to an employee’s feelings towards their job based on the comparison between actual versus desired outcomes (Locke, 1969). Each individual experiences various levels of job satisfaction due to their different expectations towards their job

This section provides an overview of the existing literature on Needs and Needs hierarchy “job satisfaction”, “Employee Turnover” and “Employee retention”. It highlights various theoretical frameworks relevant to the investigation. It presents the definition of employee turnover, discusses the impact of employee turnover on organization, and identifies the antecedents of turnover, including job related factors. These literatures will assist in constructing frameworks for further research. Furthermore, author tried to explain the pertinence of the theories which going to be discussed. As author decided to focus on Employer turn over, factors influencing Job satisfaction, the theories are based on them. The chapter starts with exploring the literature on the Need hierarchy, different models of customer satisfaction, Jo satisfaction, Employee retention and Employee turnover intention and then it has been looked at the relationship between Employee satisfaction and Employee retention. Author looked in

The discussion of job satisfaction and dissatisfaction is largely generated from the theories proposed by Maslow which is known with the so call “the needs theory” and Herzberg’s theory that is called “two-factor theory” or “hygiene theory”. Both job satisfaction and dissatisfaction are assumed critical for the organizations to manage since they absolutely affect the productivity as well as the effectiveness of either the employees or the organization performance. This is proved by Herzberg, Mausner & Snyderman (1959) who argue that in order to boost the productivity of employees in particular and organization in general, it is important

A correlational research design would be useful when studying the relationship of mentoring students in a reading class and the achievement on their Aims-web reading comprehension and fluency scores. The correlational design would be useful to determine to what degree if any exists. In a correlations study there can be a relationship between two or more variables. This type of research uses a correlation coefficient to explain relationships or show a lack of relationship between the variables. Correlational research design and a casual-comparative research design differ in many ways. Casual-comparative research uses two or more groups and determines the differences between groups. Also, in

As a drawback, there is no establishment of cause and effect in this research design since it is not sure that a single variable triggered a different one to occur, it may be one or another, or it might even be an unidentified variable that triggers the relationship (Creswell & Creswell, 2017).

A correlation research determines whether or not at least two variables are correlated. An example scenario, when it would be advantageous for researchers to use correlation research design, is to examine if there is any correlation exists between family income and SAT scores. The researcher describes the relationship between these two variables by checking whether an increase or decrease in family income corresponds to an increase or decrease in the SAT scores. A positive correlation exists between family income and SAT scores when family income increases lead to an increase in the SAT scores and a decrease in family income leads to a decrease in the SAT scores. A negative correlation exists when an increase in family income leads to a decrease

Correlational research is the relationship between two variables which lead us to understand how one thing relates to another. As we know, science is constantly creating new studies. Some are true while some are false. To trust on a research claim, other factors needs to be taken into consideration.

Job satisfaction can be defined as psychological state of how an individual feels towards work, in other words, it is people‟s feelings and attitudes about variety of intrinsic and extrinsic elements towards jobs and the organizations they perform their jobs in. The elements of job satisfaction are related to pay, promotion, benefits, work nature, supervision, and relationship with colleagues. Employees‟ satisfaction is considered as all-around module of an organization‟s human resource strategies. According to Simatwa (2011) Job satisfaction means a function which is positively related to the degree to which one‟s personal needs are fulfilled in the job situation. Kuria (2011) argues that employees are the most satisfied and highly productive when their job offers them security from economic strain, recognition of their effort clean policy of grievances, opportunity to contribute ideas and suggestions, participation in decision making and managing the

According to Herzberg, individuals are not satisfied with lower-order needs at work, for example, those associated with minimum salary levels or safe and pleasant working conditions. Theses individuals look for the gratification of higher-level psychological needs such as achievement, recognition, responsibility, advancement, and the nature of the work itself. Motivation-hygiene theory, based on the presence of one set of job characteristics or incentives lead to worker satisfaction at work, while another and separate set of job characteristics lead to dissatisfaction at work. Moreover he found that job characteristics related to what an individual does is the nature of the work he performs, having the capacity to gratify such needs such as achievement, competency, status, personal worth, and self-realization, leading to satisfaction. However, the absence of such gratifying job characteristics does not lead to dissatisfaction. Instead, dissatisfaction results from unfavorable assessments of such job-related factors as company

While correlation has its place in research, it is important to remember that correlation does not point out direct cause (Gilovich,

The relationship between job satisfaction and job performance needs to be analyzed before a decision can be made to increase job satisfaction to positively affect job performance. Conventional opinion holds that increased levels of job satisfaction leads to increased job performance. Empirical evidence does not validate such a strong correlation. Alternative models exist that describe job satisfaction and job performance having mutual influence on one another as well as no influence at all. Job performance may also be enhanced through organizational and personal factors like reward systems and self-esteem. Job performance itself has multiple aspects and each aspect can be affected through different means. A simplistic correlation between job satisfaction and job performance should be avoided. Job performance can be improved by providing training and development opportunities to employees.

The purpose of this report is to summarize the methodologies and design used by various groups of research authors in the study of relationships between intrinsic, extrinsic, demographic factors that will impact the levels of job satisfaction and dissatisfaction in employees of various sectors of an organization. This report will contain information about the sample and research procedure. In addition, this report will look at the instruments involved, how the data is analyzed and last but not least, the solutions and recommendations at the summary of this report. Several surveys are available about different organization found from the research authors, for example, ‘Impact of Demographic Variables on Job-Satisfaction of the Academicians in Universities of NWFP, Pakistan (Saif-ud-Din et al. 2010)’, ‘Are United States Business Journalists Happy? A Survey of Business Journalists ' Job Satisfaction and Related Demographic and Career Factors’ by (Hu 2005)’, ‘Organizational commitment, job satisfaction and job characteristics of managers: Examining the relationships across selected demographic variables (Schneider 2003)’, and similar studies done by (Mpeka 2003) on the relevant topic.

Job satisfaction can be known to some people as an important element in their lives. If an individual is unhappy with their occupation it may affect other parts of their life. Job satisfaction can be seen in what one wants in a job as to what one has in their current job.

Industrial/Organizational (I/O) Psychology is devoted to the study of employee behavior in the workplace and understanding the issues facing organizations and employees in today’s complex and ever changing environment. Motivation refers to the set of forces that influence people to choose various behaviors among several alternatives available to them. An organization depends on the ability of management to provide a positive, fostering and motivating environment for its employees in order to increase profits, productivity and lower turnover rates of its employees. The purpose of this paper is to discuss and compare six academic journal articles and explore the behavior, job, and need based theories of motivation that can aid management in motivating and understanding their employees. Finding that delicate balance to can sometimes be elusive so effectively learning how to motivate by understanding, controlling and influencing factors to manipulate behavior and choices that are available to employees can produce the desired outcome.

Job satisfaction is the very important factor in general quality of life because it is closely connected with working life (e.g. Argyle, 1989; Bang & Lee, 2006), with family life, everyday life, and mental health (Orpen, 1978; Schmitt and Bedeian, 1982; Faragher, Cass & Cooper, 2005). Level of job satisfaction is also highly related to turnover, absenteeism rate, work productivity or accomplishment (Muchinsky, 1977; Organ, 1977). Many researchers (e.g. Cherrington, 1994; Acorn, Ratner & Crawford, 1997; Ostroff, 1992; Spector, 1997) state that employees who experience high job satisfaction contribute to organisational commitment, job involvement, their physical, mental health and overall well-being are improved. Job dissatisfaction on the