Job Satisfaction as a Criterion for Establishing the Strength of an Organization

According to Maslow’s Needs theory, based on the fact that a person is justified as long as he still has not reached a certain level of satisfaction, has a better understanding of the fact that human motivation leads to a broad spectrum of their needs we could say that in order to motivate people, the manager has to give employees the opportunity to meet the needs in a way that together lead to the organization's objectives.

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 success of any business depends on the productivity and satisfaction of its employees. Employees need to be motivated to work. Motivation can be defined as the inner force that drives individuals to accomplish personal and organizational goals. Motivation can be either intrinsic or extrinsic. For an individual to be motivated in a work situation there must be a need, which the individual would have to perceive a possibility of satisfying through some reward. Intrinsic motivation stems from motivations that are inherent and arise from performing the task of the job itself, which the individual gets a feeling of either positive or negative motivation as a result of

Motivation is the force that makes us do things, whether accomplishing personal goals or completing tasks at work. Most people are motivated as a result of their individual needs being satisfied, which gives them the inspiration to perform specific behaviors for which they receive rewards (Kinicki & Williams, 2011). These needs vary from person to person, as everybody has specific needs to be satisfied. When we consider factors that determine the motivation of employees, many of us think of a high salary. This answer is correct for the reason that some employees will be motivated by money, but mostly wrong for the reason that it does not satisfy other needs to a lasting degree (Bizhelp24, 2010). This supports the idea that human

According to Herzberg, individuals are not satisfied with lower-order needs at work, for example, those associated with minimum salary levels or safe and pleasant working conditions. Theses individuals look for the gratification of higher-level psychological needs such as achievement, recognition, responsibility, advancement, and the nature of the work itself. Motivation-hygiene theory, based on the presence of one set of job characteristics or incentives lead to worker satisfaction at work, while another and separate set of job characteristics lead to dissatisfaction at work. Moreover he found that job characteristics related to what an individual does is the nature of the work he performs, having the capacity to gratify such needs such as achievement, competency, status, personal worth, and self-realization, leading to satisfaction. However, the absence of such gratifying job characteristics does not lead to dissatisfaction. Instead, dissatisfaction results from unfavorable assessments of such job-related factors as company

The relationship between job satisfaction and job performance needs to be analyzed before a decision can be made to increase job satisfaction to positively affect job performance. Conventional opinion holds that increased levels of job satisfaction leads to increased job performance. Empirical evidence does not validate such a strong correlation. Alternative models exist that describe job satisfaction and job performance having mutual influence on one another as well as no influence at all. Job performance may also be enhanced through organizational and personal factors like reward systems and self-esteem. Job performance itself has multiple aspects and each aspect can be affected through different means. A simplistic correlation between job satisfaction and job performance should be avoided. Job performance can be improved by providing training and development opportunities to employees.

A field of interest in human resources and psychology is job satisfaction. Not surprisingly, people have noted that higher levels of job satisfaction are linked to improved job performance. Hackman and Oldham were some of the first researchers to really highlight the relationship between job characteristics and job satisfaction. "Their Job Characteristics Model (JCM) argued that, essentially, enriched or complex jobs are associated with increased job satisfaction, motivation, and work performance. More specifically, they assumed that five core job characteristics"¦influence three critical psychological states"¦which in turn affect work outcomes (Fried & Ferris, 1987). The five core job characteristics include skill variety, task identity, task significance, autonomy, and feedback from job (Fried & Ferris, 1987). The three critical psychological states include the experienced meaningfulness of the work, the experienced responsibility for outcomes of the work, and knowledge of the actual results of the work activities (Fried &Ferris, 1987). The work outcomes that are impacted by the job characteristics and psychological states include internal work motivation, growth satisfaction, overall job satisfaction, work effectiveness, and absenteeism (Fried &Ferris, 1987). While other researchers have developed models to measure job satisfaction and motivation, there has been surprisingly little research in the area.

Most of the time employers complain about the motivation their employees or lack thereof. These issues can affect the performance of the employer, employee and the profitability of the business. This can work both positive and negative. Overcoming this, employers have to come up with a method of ways to address the issues.

An employee, or worker, is an individual who works under a contract of employment and knows his or her rights and duties (BusinessDictionary, 2015). Motivation can be defined as the “the set of states of the individual’s needs that require to be satisfied and therefore pushes, incites and causes the individual to perform a series of actions in order to satisfy them” (Achim, Dragolea & Balan, 2013, p. 685). Thus, the need of a person to be satisfied inspires and drives the person to perform the activities he or she is passionate about. Dwight D. Eisenhower states that “motivation is the art of getting people to do what you want them to do because they want to do it” (Achim, Dragolea & Balan, 2013, p.

While Motivation factors are related to the ability to achieve and experience psychological growth such as achievement, recognition, participation, involvement, delegation, autonomy and other intrinsic aspects when fulfilled generate motivation in the employees.

According to Herzberg, the factors leading to job satisfaction are distinctly different from those that lead to job-dissatisfaction. Therefore, the managers who seek to eliminate factors that create job-dissatisfaction can bring about peace at the workplace but cannot motivate the employees. These factors are termed as hygiene factors comprising administration, supervision, working conditions, salary and wages etc. While absence of hygiene factors will lead to dissatisfaction, mere presence of these factors will not satisfy (i.e. motivate) the employees. In order to motivate the employees, managers must resort to ‘motivators’ (those factors that motivate the employees towards better performance) such as recognition, challenging assignment, responsibility, opportunities for growth and self-fulfillment etc.

That is, if a higher-order need is frustrated, an individual then seeks to increase the satisfaction of a lower-order need. Content Theories of Motivation

Job satisfaction can be defined as an attitude or feeling one can have toward ones job. Job satisfaction is "the extent to which people like (satisfaction) or dislike (dissatisfaction) in their jobs. (Spector 1997) One of the biggest studies in job satisfaction was the Hawthorne studies which were credited to Elton Mayo in the year's nineteen twenty-four to nineteen fifty-three. Elton

Motivation at work stimulates the interest of a person in an activity. Motivation at works is very complex because there are multiple motives operating at the same time. Goals motivate and guide workers' behaviors. Specific goals are better than general goals and little difficulty is better than easy goals. The degree of expectancy determines how much effort is put forth, people will work hard if they expect the effort will pay off. Increased job enrichment which includes more control at work and a high number of tasks to perform leads to high motivation. Stress on the job reduces motivation and productivity. The specific needs to achieve and

Today’s business environment is highly competitive and rapidly changing. Many organizations are competing to survive in this environment. Motivation and the employee job satisfaction are essential for the long-term success of the organization team. Evaluation of the employees’ job satisfaction is a major problem of the Organization, until it affects the achieving of goals.