Job Motivation And Salary 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

Employee compensation is critical for the satisfaction, motivation, and preservation of the workforce within an organization. HR managers plan, direct, and coordinate salaries, retirement plans, health insurance, and other employee benefits that an organization offers its employees. An organization should spend a great deal of time and resources to plan, create, and implement effective employee compensation strategies. Accordingly, in my opinion HR managers need to carefully examine these strategies that will ultimately effect and meet the organization’s targets and objectives. According to Gerade (2003), the implementation of reward and compensation within an organization will alter an employee’s thought toward organizations view of

A recent survey conducted by Mercer Consulting Firm found that salary is the reward component most profoundly appreciated by employees; however, just 55 percent are happy with what they earn. When employees believe, they are being paid short of what

There are many issues that need attention in the field of early childhood, for instance, role of early educator in our society, benefits of quality care, staff wages. Particularly, early childcare staff wage is an inequity issue for me and numerous other stakeholders. Yet, those efforts are not enough to have made any real changes to bridge the equity. My dissertation research topic was, “The impact of wages on childcare staff job satisfaction, program quality, and job commitment.” I would like to continue a policy regarding the same topic. I made contribution of my topic to the current pool of research in Olivet Nazarene University library.

The term compensation refers to all forms of financial returns and tangible benefits that employees receive in exchange for their time, talents, efforts, performance, and results (Bernardin & Russell, 2013) Presumably, employees are motivated by the compensation they receive in all combinations to include their benefits packages. Naturally, employees want to be able to take care of their family to include having good medical coverage and other related benefits. Equity is said to occur when a person perceives that the ratio of his outcomes to his inputs is equal to other’s outcome/input ratio (Salvendy, 1976). Of course, employees want more money, and companies want more work out of each employee. With the cost of benefits like health insurance continuing to rise, companies have to take the higher cost of benefits into consideration when implementing pay

Several studies have been conducted on the job satisfaction of employees. The study of Society of Human and Resource Management (SHRM) in 2012 showed that 81% employees of the United State reported that they were satisfied with their job, out of which 38% of employees reported that they were very satisfied and 43% of employees were somewhat satisfied and about 79% employees reported that they were satisfied with the relationship of their co-workers. Compare to the study of Human and Resource Management (SHRM) 2012 and 2007 both showed that the majority of employees were satisfied with their salaries. Their satisfaction level was approximately same in different years. Likewise the study of Human and Resource Management (SHRM) 2007and the study of Australian Journal of Business and Management Research in 2011 conducted a survey

Kossek, E. E., & Nichol, V. (1992), argue that on-site childcare service is now routinely provided by 12% of US companies having a staff of approximately 100. Based on their extensive research of two hospitals, like Children they concluded that the more workers using onsite childcare the less problem there was with childcare needs and that these workers were more positive. This is also supported by (Schandl, K, 1992) who reported that employees with on-site childcare have less absentees, less tardiness and that the service was positively influenced the workers’ decision to remain with the organization.

There are five major components of job satisfaction, one being monetary benefits (Ghillyer 2010). According to Ghillyer (2012) an employee’s behavior towards their pay may affect their work performance. The issue that arises with employee motivation is that management is unable to satisfy all (Ghillyer 2010). This becomes an even larger problem when employees being joining unions, resigning and being frequently absent (Ghillyer 2010).

The challenges of an organization can influence the performance of an organization from a satisfaction with pay (Gomez-Mejia, Balkin, & Cardy, 2016, p. 296). The employee salary within an organization is a huge cause for turnover of employees (p. 296). First, the topic of employee salary is of great importance for the current and potential workforce (Lee & Lin, 2014, p. 1577). In addition, employees that have the perception on receiving lower compensation that others within their market will lack in performance and have a desire to leave the organization (p. 1577). In retrospect, the regular evaluation of compensation within the organization is vital to the reduction of employee turnover (p. 1577).

Other affecting factors include things such as labor laws, labor unions, internal equity, and organizational culture and structure. Furthermore, job evaluation is the process of assessing the value of each job in relation to other jobs in the organization. Therefore, the use of job evaluation creates internal equity among jobs. Thus, internal equity ensures that individual employees perceive that their position is treated fairly within a pay program in relation to other jobs in the organization. External factors exist and influence an organization's compensation strategy in the manner in which, when your organization's pay practices are similar to the practices of other organization competing for the same talent is known to be competitive or externally equitable. Equally important, when looking at external equity our focus moves from an administrative value system to an economic one (Bernardin & Russell, 2013). The primary instrument utilized for evaluating external equity is salary surveys. In most cases, many organizations survey benchmark positions. Likewise, benchmarks are well known jobs with many officeholders that are strategically important and are structured in such a way that one would expect to find them in the general

The article, “Better Pay and Benefits Loom Large in Job Satisfaction”, by Stephen Miller seeks to address how recognition and benefits affects the way employees determine their job satisfaction. The research problem being addressed is whether companies are able to retain the top talent employee and how the “compensation package” affects their decision to work at the company.

“Year after year, as executive pay continues its inexorable climb, it's amusing to watch corporate directors try to justify the piles of shareholder money they throw at the hired help (Morgenson 1)”. There are many employees that go the extra mile and produce more for their company, but they often never receive anything extra in return. Due to this, they are less motivated to go the extra mile in the future. In contrast, incentive pay is beneficial to an organization’s overall production efficiency and effectiveness.

Both underpayment inequity and over payment inequity are dysfunctional for organisations, managers and workers, because motivation is highest when equity exists and outcomes are distributed to workers on the basis of their inputs to the organisation. Workers who contribute a high level of inputs and receive in turn a high level of outcomes are motivated to continue to contribute a high level of inputs. Workers who contribute a low level of inputs and receive a low level of outcomes know that if they want to increase their outcomes, they must increase their inputs. (George, 2002)

Pay structures, regardless of the size of the organization, must have two things going for them, which are external and internal equities. In order to give employees purpose to continue to give their loyalty and retention, there must be incentives as paying for education, experience and training, job tenure, demonstrated skills, or a combination of these attributes consistently. Organizations should develop a well written compensation program which includes incentives, and addresses both external and internal equities.

Employees always want to be paid well for the job they do, both for their self-esteem and as a practical means to living. The importance of compensation in employee retention depends on the type of job they do and field of employment they are in. Compensation does not only include the basic salary, but also some benefits and other remunerations.