Job Satisfaction And Strategic Outcomes

Today, most people look to grow economically. With work days lasting anywhere from eight to twelve hours, we dedicate our time to making money. Time not doing a job is time without money. We recognize the importance in giving up our time so much that we came up with a standard social belief. Time is money.

Americans work more than anyone in the industrialized world. More than the English, more than the French, way more than the Germans or Norwegians. Even, recently, more than the Japanese. And Americans take less vacation, work longer days, and retire later, too. But for many of us, more work leads to more stress and a lower quality of life. Without time to unwind, take care of your home, spend time with loved ones, enjoy our hobbies, connect with friends, and generally live a more balanced life. Stress is the #1 cause of health problems – mentally and physically. And there are few things that stress us out on a consistent basis like work does, especially when it takes away from all of the other things that life has to offer.

Those individuals with high job satisfaction tend to have positive feelings towards their job, their colleagues and the company that hired him or her. On the other hand, those who are not satisfied have strong negative notions towards their organization (Robbins and Judge, 2015). Employee involvement has a direct correlation with job satisfaction. Companies that allow their employees to be involved in the decision-making process and give them the freedom to show their talent through their work, has become the forefront of employee engagement. For many years, businesses have been following archaic traditions in the sense of people would go to work, complete their hours under supervision and go home. Today, employees look forward to going to work for a company where the workplace is more friendly and connected (Suma and Lesha,

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.

There are several factors and influences that relate to job satisfaction. Every factor and influence plays a very important role and should not be ignored.

Job satisfaction or employee satisfaction has been defined in many different ways. Some believe it is simply how content an individual is with his or her job, in other words, whether or not they like the job or individual aspects or facets of jobs, such as nature of work or supervision.

On top of work not meeting the expectations of many employees, America as a whole is known to work significantly more than other developed countries. Jordan Weissmann, author of “Americans, Ever Hateful of Leisure, Are More Likely to Work Nights and Weekends” has compiled data incorporating the amount of work performed by Americans each week. Americans not only

Job satisfaction is one of the most frequently measured organization variables. Organizations use these measurements to determine how satisfied their employees are and researchers use this information to determine if the job satisfaction or the lack of job satisfaction is a situational perspective or interactional perspective.

Thus, for instance, research, dedicated to job characteristics and carried out in correlation with working place projecting, testify that the very content of work and autonomy by its implementation represent two most important motivation factors correlated with labor. As research indicated, other main components of job satisfaction are interesting and difficult job without time for tedium and job giving a man one certain status.4

Hello, my name is Dan Inness and today I will be talking to you about the relationship between job satisfaction and job performance. The two studies I will use to talk about this relationship are “relationships between facets of job satisfaction and task and contextual Performance” by Bryan Edwards, Suzanne Bell, Winfred Arthur, and Arlette Decuir and “Job satisfaction, organizational stress and employee performance: A study of NAPIMS” by Ajayi Mofoluwake and Abimbola Oluremi.

The physical work environment, whichincludes factors like light, temperature,noise, ventilation and rest periods (Lussier,2000). A work environment characterized by poor lighting, extreme temperatures,high noise levels, poor ventilation andinadequate rest periods results in increasedjob dissatisfaction and lack of motivation.

Management plays a key role in employee job satisfaction. A manger’s leadership style and interpersonal communication skills can have a huge impact on employee job satisfaction. Excellent interpersonal communication skills are a characteristic that a good manager must possess. Employees become dissatisfied with their jobs when they feel that their voices are not heard, they are not being treated fairly, and the specifics of the job itself are not being communicated properly.

Many theorists have discussed the work climate and its effect on how employees’ attitude, satisfaction. Work climate is the “weather of the workplace.” Just as the weather can affect daily activities, the work climate influences employee behavior. Every organization has a work climate (Kristyn Stem, 2006). This is an understandable concept. Talking about work climate, we also refer to the concept workgroup climate. Workgroup climate is the prevailing workplace atmosphere as experienced by employees. It is what it feels like to work together in a group. Every organization and every workgroup has a climate. Climate is the environment in which people work that affects how people behave at work. The climate of an individual workgroup may be similar to or different from the overall organizational

Climate is important as it is seen as influencing day-to-day job experiences (Schneider and Hall, 1972). Numerous studies have investigated the relationship between organizational climate and effort and organizational climate and job satisfaction (e.g., Andrews and Kacmar, 2001; Ashkanasy, Wilderom, Peterson, 2000; Carr, Schmidt, Ford, and DeShon, 2003; Porter & Lawler, 1965). All have reported data indicating that climate and effort and climate and job satisfaction are related, and, thus, they are supportive of the Schneider and Hall model. In other words, employees who perceived a supportive climate in their organization felt that their work situation facilitated their giving their best effort to their work, while those employees who perceived their organizational climate as unsupportive perceived their work situation as not conducive to their putting forth their best effort at work.

], pointed out that organizational climate is related to job satisfaction leading to highlight the quality of employees of work life. It is important to mention here that job satisfaction is an indication of positive QWL.