Job Satisfaction

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Job Satisfaction


Employee job satisfaction and retention happens to be an issue to be debated in terms of attaining an increased degree of productivity within the organization. Job satisfaction is best defined as a set of feelings and emotions employees associate with their work. Theoretically, an organization with employees that display actions of substantial absenteeism as well as turnover due to low levels of job satisfaction would generally suffer from greater recruitment and retraining cost that will hinder profitability. Unfortunately, the majority of businesses have failed to make job satisfaction a top management priority; this particular trend is attributed to the failure to recognize the significant advantages an
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Bassett-Jones & Lloyd (2005) believe this approach became a notable explanation of job satisfaction in light of evidence that job satisfaction is commonly stable over time and across careers and jobs.

The Core Self-Evaluations model is a significant model that narrowed the scope from the Depositional Theory. This theory is dependent on four evaluations that determine ones disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem and general self-efficacy lead to higher work satisfaction. Having an interior locus of control or believing one has control over one's life, as opposed to outside forces having control, results in higher job satisfaction. It is a type of generalized expectancy (Bassett-Jones & Lloyd, 2005).

The Two-Factor Theory states that satisfaction and dissatisfaction are driven by two different factors: motivation and hygiene. Motivating factors are the aspects of the job, which make people want to perform, and supply individuals with satisfaction; for instance achievement in work, recognition, and promotion opportunities. These motivating factors are regarded as intrinsic to the task, or even the work carried out. Hygiene factors include aspects from the working environment such as pay, company policies, supervisory practices, and other working conditions.

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