Job Satisfaction

This section provides an overview of the existing literature on Needs and Needs hierarchy “job satisfaction”, “Employee Turnover” and “Employee retention”. It highlights various theoretical frameworks relevant to the investigation. It presents the definition of employee turnover, discusses the impact of employee turnover on organization, and identifies the antecedents of turnover, including job related factors. These literatures will assist in constructing frameworks for further research. Furthermore, author tried to explain the pertinence of the theories which going to be discussed. As author decided to focus on Employer turn over, factors influencing Job satisfaction, the theories are based on them. The chapter starts with exploring the literature on the Need hierarchy, different models of customer satisfaction, Jo satisfaction, Employee retention and Employee turnover intention and then it has been looked at the relationship between Employee satisfaction and Employee retention. Author looked in

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.

The discussion of job satisfaction and dissatisfaction is largely generated from the theories proposed by Maslow which is known with the so call “the needs theory” and Herzberg’s theory that is called “two-factor theory” or “hygiene theory”. Both job satisfaction and dissatisfaction are assumed critical for the organizations to manage since they absolutely affect the productivity as well as the effectiveness of either the employees or the organization performance. This is proved by Herzberg, Mausner & Snyderman (1959) who argue that in order to boost the productivity of employees in particular and organization in general, it is important

Job Satisfaction: whether or not being satisfied with one’s current position, status, wage, companies, etc.

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.

Tillman, A. (2013). Improving Worker Satisfaction Yields Improved Worker-Retention Rates. Employment Relations Today (Wiley), 39(4), 27-31. doi:10.1002/ert.21386

This theory argues that job satisfaction hinge on if the employee perceives that their job conveys the extent that he/she values. Value-percept theory also suggests that people evaluate job satisfaction according to specific “facets” (Locke, 1964) of the job relating to pay, promotion, colleague and managers, and work itself, described as follows: Pay Satisfaction, refers to employees’ feelings about their pay; Promotion Satisfaction, refers to employees’ feelings about the company’s promotion policies and their execution, including fairness, occurrence, etc.; Supervision Satisfaction, reflects employees’ feelings and overall and professional evaluation about their boss; Coworker Satisfaction, refers to employees’ feelings and professional/relational evaluation about their fellow employees, Satisfaction with the Work Itself, reflects employees’ feelings about the nature and the characteristics of their actual work tasks (Smith, Kendall, and Hulin, 1969) The value percept theory could be explained by this following equation (Colquitt et al, 2009): Dissatisfaction = (Vwant –

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.

From a five-year research program by The Buhl Foundation on job attitudes, resulting the two-factor theory of job satisfaction. After Herzberg and his colleagues conducted a comprehensive literature review,

McCann, Graves, Cox (2014:28) posits that the expression "job satisfaction" mirrors a person's state of mind towards their work and the association and can be characterized as an employe's enthusiastic response towards their workplace in view of the assessment of the real outcomes against their desires. Chen as cited by Sougui, Bon, Hassan (2016:5) stated employment fulfillment has been considered essentially in hierarchical and mechanical sciences since the 1930s.

What do Employees want from their jobs? Do they just want a higher salary? Or do they want security, good relationships with co-workers, opportunities for growth and advancement? Overall job satisfaction is actually a combination of extrinsic and intrinsic satisfaction; extrinsic job satisfaction is when Employees consider work conditions, such as their pay, coworkers, and supervisor. It is how Employees feel about their work situations that are external to the job tasks or the work itself. In general, extrinsic job satisfaction refers to relationship between the employers and their employees, salaries, promotions, and their job environment (Hirschfield, 2000).

As organisations have developed to suit and cater for an increasingly competitive marketplace, so too have the ideas and notions of job satisfaction. In fact, these ideas and notions have developed to such an extent through both theoretical and empirical means that it has now become the most important application of human resource management within the workplace. In its simplest form, job satisfaction is an attitudinal variable with which to judge an employee’s inclination towards their work. However, these attitudinal variables are so diverse and wide-ranging that it is fundamentally

Personal characteristics of workers also has an impact on job satisfaction. Job satisfaction increases age. Whites have greater job satisfaction than non-whites. The level of education is slightly negatively related to job satisfaction. If personal skills and abilities are not required by a job, job satisfaction decreases. When a person is more adjusted personally, they will be more satisfied with work. Most of all having a job with decent and fair wage may be the most important variable to job satisfaction. High job satisfaction is associated with low turnover and low absenteeism and with high commitment. Although the evidence is not conclusive, high job satisfaction is associated with high performance and prosocial behaviors.

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

The definition of career success differs for each person, but can be generally defined as when one fulfils or transcends his job requirements. It is imperative to build up job satisfaction in order to achieve career success as it facilitates us to seamlessly get into our job with a positive mindset. Nevertheless, there is always a dispute about which motivational demand, either intrinsically or extrinsically, can aptly raise our job satisfaction. This essay delves into the nexus between job characteristics and motivational demand in creating job satisfaction. Intrinsic motivation can build up our satisfaction to the job, but only effective for a certain level, in which only efficacious for those from the professional field. It is comparatively anticlimactic for manual and unskilled workers.