Job Characteristics and Job Satisfaction

On the other hand, others posit that using an aggregated measure can cloud the actual causes of satisfaction, leading to unsound generalisation of employee satisfaction (Rose, 2003). The author further argues that proper aggregation of job satisfaction measures should ideally be done through the use of a composite index that includes a wide range of indicators of job satisfaction. However, in a later study, Rose (2005) also points to the significance of performing a detailed analysis of job satisfaction. The former approach is preferred for this study as it is follows closely on the work done by Brown et al. (2008). Job satisfaction is linked to the sense of achievement with work; the level of a influence work; and with pay. These key facets of satisfaction are discussed in our analysis and examined empirically. Also, achieving a fulfilling employment and providing workers with adequate control and influence on their work are significant for improving job satisfaction (Layard, 2005).

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

When a person comes to work each day, they are required to perform their job duties to the best of their ability. However, how a person performs these duties each day depends on how much they like or dislike their occupation. Job satisfaction affects job performance and turnover rates. “Job satisfaction essentially reflects the extent to which an individual likes his or her job. Formally defined, job satisfaction is an effective or emotional response toward various facets on one’s job (Kinicki & Fugate, 2016, pg. 57).” It is possible a person only likes part of his or her job though. Job satisfaction has five predominant models. These models are: was need fulfillment met, are expectations met, values, equity (fairness), and dispositional/ genetic components. Job satisfaction also affects attitudes and

Intrinsic factors, such as achievement, recognition, the work itself, responsibility, advancement, and growth seem to be related to job satisfaction. When respondents questioned felt good about their work, they tended to attribute those factors to themselves. On the other hand, when they were dissatisfied, they tended to cite extrinsic factors such as company policy, administration and supervision. Herzberg deduced from these experiments that the opposite of satisfaction is not dissatisfaction, as was believed. He found that removing dissatisfying characteristics from a job does not necessarily make the job satisfying. He thus proposed a dual continuum, where the opposite of satisfaction would be no satisfaction and the opposite of dissatisfaction would be no dissatisfaction (Robbins,1993) According to Herzberg’s two-factor theory of motivation, organizations cannot begin to motivate employees until that which dissatisfies them has been removed. Hygiene Factors such as salary, working conditions and supervision are not motivators even when they are being met. Other types of hygiene factors include, company policy, poor interpersonal relations and job security. The meeting of lower-level needs of employees is not motivating, but can have a de motivating impact if not met. True motivation only kicks in when an employee’s higher-level needs are met (La Motta,

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.

The job characteristics model, deliberate by Hackman and Oldham, is in perspective of the prospect that the job itself is essential to employee motivation. Specifically, a depleting and dull occupation covers motivation to perform well, however a testing livelihood enhances motivation. The JCM is recognized as one of the key employee motivation theories for an organization (Ramlall, 2004). The principles of this methodology are that the qualities of a vocation lead to discriminating mental states which prompt individual and work results with every stride being directed by one 's requirement for development.

The job characteristics model is one of the most influential attempts to design jobs with increased motivational properties. Proposed by Hackman and Oldham, the model describes five core job dimensions leading to three critical psychological states, resulting in work-related outcomes.

Job characteristics model is one of a job design models. It refers to the relation of motivational mechanism to the job characteristics and organisation outcomes. Hackman and Oldham (1976) developed job characteristics model. The model leads to high motivation, high job satisfaction and low employee turnover, under the right circumstances of five dimensions. These are skill variety, task identify, task significance, autonomy and job feedback (McShane, Olekalns, & Travaglione, 2013, p. 185). The five dimensions impacts employee motivation and satisfaction through three critical psychological states: experienced meaningfulness, experienced responsibility and knowledge of results. Moreover, individual differences also influence job motivation, thus job design does not increase work motivation for employee in every condition (McShane, Olekalns, & Travaglione, 2013, p. 185). Additionally, job characteristics model may encourage positive attitudes and increase work productivity by enhancing jobs and the five dimensions (Bacha, 2014, p. 412).

Kapur (2016) wrote that job satisfaction depends on job attributes and work conditions and that five influencers are the job itself (occupation), the manager’s behavior (supervision), affiliation (colleagues), compensation (earnings), and career prospect (advancement). Moreover, career management and employee development programs increase organizational commitment and job satisfaction and help in retaining talent (Kaliannan, Abraham, & Ponnusamy, 2016).

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.

The job characteristics model was projected in the 1970s by Richard Hackman and Greg Oldham to present a comprehensive and precise description of the consequences of job design involving motivation, job satisfaction, performance, and other vital features of organizational behavior. The job characteristics model concentrates on the aspect that makes jobs intrinsically motivating. Hackman and Oldham rationalize that when employees are intrinsically motivated, good performance makes them feel good. This feeling motivates them to persist to execute at a high level, so good presentation becomes self-reinforcing.

Hackman and Oldham’s Job Characteristics Model (JCM) outlines jobs based on five core dimensions such as skill variety, task identity, task significance, autonomy and feedback. Employees will comprehend their work to be meaningful if the work requires different skills and they are involved in it thoroughly. They prefer jobs which improve their physical and mental health, gives them freedom to perform tasks and where they are appreciated through appropriate feedback. All these factors result in a mark on their psychological states of work worthiness, responsibility, work outcomes and awareness of results. This in turn leads to high motivation, improved service quality, job satisfaction, low absenteeism and high turnover.

The relationship between job satisfaction, motivation, and efficiency or productivity is very important in the business industry as well as in personal life. Long term research has found that the single greatest predictor of longevity is work satisfaction. Work is one third to one half of a persons' lifetime, and if frustrated the mental and physical effects are very costly. Job characteristics including skill variety, task identity, and task significance lead to psychological conditions in which in turn leads to increased motivation, performance and job satisfaction. It is important to investigate this area in order to determine how much of an effect does

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

When companies plan to reengineer or redesign the job, they could use the Job Characteristic Model (JCM), which was developed by Richard Hackman and Greg Oldham. The basic idea of the model is that task itself can drive the motivation and performance of employees (Saavedra & Kwun, 2000, p. 132). There are five core job characteristics, including skill variety, task identity, task significance, autonomy and feedback, which influence psychological states of meaningfulness of job, responsibility for outcomes and knowledge of the actual results (Slack, Brandon-Jones & Johnston, 2013, p. 264). Eventually, the above-mentioned psychological states will result in four aspects of personal outcomes, including motivation, quality performance, satisfaction as well as absenteeism and turnover (Slack et al., 2013, p. 264). However, the theory does not