Facet Measures and Single Global Rating

In order to compare employee satisfaction by division (independent variable) and examine employee attitudes, we compared the mean differences between the following dependent variables: the Minnesota Satisfaction Questionnaire (MSQ), the pay satisfaction questionnaire (PSQ), Job Descriptive Index (JDI), the work itself (JDIW), supervisors (JDIS), Job Descriptive Index of Co-Workers (JDIC) and promotions (JDIPRO). Additional dependent variables regarding employees sentiments towards performance appraisal

Organizations that are serious about making improvements are going to have to deal with the issue of job satisfaction. Job satisfaction can be best described as the positive feeling that an individual has about their job resulting from an evaluation of the job’s characteristics (Robbins & Judge, 2009, p.31). It would seem natural to think that job satisfaction would have a positive correlation with successful organizations. What impact does job satisfaction have on an organization? Research will show that there are not only internal effects from performance related issues, but also external effects that impact customer satisfaction.

In today’s work place employee satisfaction is just as important as it has ever been in history. With employer cutbacks, job eliminations, pay reductions, and business closings employee satisfaction must be at the forefront of employer’s plans to be successful. In the case of Riordan Manufacturing the company has a problem it cannot ignore, employee motivation. Riordan Manufacturing is a global plastics producer that employees 550 people and earns an

Employees are the most useful resources in every organization. They are the people who propel the organization toward achieving its objectives and goals. Employees need to be treated like the most valuable assets in the organization. For the employees to be fully optimized and work toward achieving all the organizational goals, they need to be motivated and satisfied in whatever they do.

In this study, job satisfaction will be operationalized using selected items from the 18-item Index of Job Satisfaction (IJS) developed by Brayfield & Rothe (1951). A 5-point Likert scale will be used to measure the outcomes ranging from the lowest indication of job satisfaction as 1 (strongly disagree) to the highest indication of job satisfaction 5 (strongly agree). This will

Landis, E. A., Vick, C. L., & Novo, B. N. (2015). Employee attitudes and job satisfaction. Journal of Leadership, Accountability and Ethics, 12(5), 37-42. Retrieved from http://ezproxy.liberty.edu/login?url=http://search.proquest.com.ezproxy.liberty.edu/docview/1764139256?accountid=12085

The Value Percept Theory argues that job satisfaction depends on whether a job supplies the things an individual value most. Overall satisfactions derive form combined levels of satisfaction from various elements of an individual’s job, whether it’s: pay, promotion, supervision, coworkers, or the work itself. Job satisfaction is based on cognitive and affective components, which is evaluated by what an individual thinks about the job, and how they feel. Cognition evaluation is based on experiences, weighing different aspects of a job; as affect is a reaction of the job, which can fluctuate based on moods and emotions. Level of dissatisfaction is measured by the difference between what one has and what one wants, and the level of importance of that facet to the individual. Statistics have proven, that supplying individuals with what they value, will increase the chance of better performance, which has a high correlation with an individual’s affective commitment with the organization.

Job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences. It has been treated both as a general attitude and satisfaction with five specific dimensions of the job: pay, the work itself, promotion opportunities, supervision, and coworkers. Challenging work, valued rewards, opportunities for advancement, competent supervision, and supportive coworkers are dimensions of the job that can lead to satisfaction (Nelson & Quick, 2013, pg.

Introduction: Overall Job Satisfaction (OJS) was the variable selected for this exercise because it lends itself to measures of central tendency and dispersion. The data are quantitative and continuous in nature.

In this essay, I will explore the relationship between the level of employee satisfaction and employee production. Firstly defining and explaining satisfaction and job performance as these variables are difficult to define, and a clear definition is critical for assessing the relationship between them. Secondly I will discuss some of the most significant studies in this area of research. I will then analyse various factors which determine the correlation between these two variables, focusing on the attitude-behaviour relationship as this gives an insight into how a higher level of satisfaction may link to greater production. Finally I will look into a set of different models which propose variations to the job satisfaction-performance

To understand the concept of job satisfaction the research has identified two aspects of it, they are, the facets satisfaction and overall satisfaction (Cherrington,1994; Fields, 2002). Individuals can be satisfied or dissatisfied with their overall job (Ironson, Smith, Brannick, Gibson, & Paul, 1989) and with specific job facets, such as the level of pay, promotion opportunities, co-workers, working conditions and supervision, contingent rewards, benefits, nature of work, or communication (Spector, 1997; Locke, 1976; Smith, Kendall & Hulin, 1969). The evidence shows that distinctive job facets such as pay satisfaction, opportunities for promotion, relationships with co-workers and supervisors have significant effects on job satisfaction (Ting, 1997; Ellickson & Logsdon, 2002; Pohlmann; 1999). The overall satisfaction is considered in terms of good salary, compassionate supervisors and co-operative co-workers. Conversely, the job dissatisfaction derives for instance form low pay or incompetent supervisors. Therefore, the feeling of overall satisfaction or dissatisfaction depends on the intensity and frequency of positive and negative experiences with job (Cherrington, 1994; Ironson, Smith, Brannick, Gibson, & Paul,

To give context, Job satisfaction can be defined as “positive feeling about one’s job, resulting from an evaluation of its characteristics” (Robbins, Judge et al. 2013). Firstly, Saari and Judge (2004) conferred the idea that good management can improve job satisfaction and stated that an individual has higher levels of job satisfaction when if a manager can create four key positive job oriented roles; mentally challenging work, equitable rewards, supportive work environment, and supportive work colleagues. Conversely, it was then proposed by Ilies, R. and Judge, T.A., 2003 that job satisfaction is only partially determined by the degree of management, whereas predetermined genetic attributes have a higher level of importance on job satisfaction.

In management areas there are many definition of employee job satisfaction in different approaches; and there are many studies varied in the defining the term job satisfaction. The people who work in the organizations and people who study in this area both are interested to study of Job satisfaction. The terms Job Satisfaction refers “an individual’s general attitude toward one job’s” [Stephenson P. Robbins, 2005] Job satisfaction is psychological aspects that deals with individual feelings about to his or her jobs [Spector 1997]. That means how an individual feels their job’s and how they express their feelings about their jobs either it’s positive or negative.

Job satisfaction is simply how people feel about their jobs and different aspects of their jobs. It is the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs. As it is generally assessed, job satisfaction is an attitudinal variable. In the past, job satisfaction was approached by some researchers from the perspective of need fulfilment – that is, whether or not the job met the employee’s physical and psychological needs for the things provided by work (Cote S., and Morgan LM, 2002).

Job analysis can provide a realistic job preview about what the job will be and therefore reduces early employee dissatisfaction and turnover (Fisher et al., 2003). Job analysis is also important for the assessment of job performance in for example 360 degree feedback since a job analysis can set performance criteria. In this feedback subjective measures are used which are vulnerable to measurement rating errors like halo-effects (Viswesvaran, Schmidt & Ones, 2005). Nevertheless, subjective measures might be very useful to assess organizational effectiveness, especially in relation to HR practices since subjective measures are mainly used to assess HR or organizational outcomes which are more directly related to HR practices (Dyer & Reeves, 1995). Objective measures involve actual percentage figures for sales growth or profitability which measure financial and capital market outcomes and these are more distal and indirectly related outcomes (Dyer & Reeves, 1995).