Job Satisfaction
Q1: Define job satisfaction.
Q2: How many ways/ approach /methods/ it can calculate?
Which approach is better
employee?
Q3: What determines job satisfaction?
Q4: How employees can express their job dissatisfaction?
Job satisfaction
The term job satisfaction refers to an individual’s
general attitude towards his/her job. A person with high level of job
satisfaction holds positives attitudes towards the job, while a parson who is
dissatisfied with his or her job holds negatives attitudes about the job.
Ways/ approach
/methods/ it can calculate
The two most widely used approaches are a single global
and summation score made up a number of job facets.
The single global rating: The single global rating
method is nothing more than asking individuals to respond to one question, such
as “All things considered, how satisfied are you with your job?” respondents
then reply by circling a number between one and five that corresponds two
answers from “highly satisfied” to “highly dissatisfied”
A summation score: a summation of job facets—is more
sophisticated. It identifies key element of a job and ask for the employee’s
feeling about each. Typical factors that would be included are the nature of
the work, supervision, present pay, promotion opportunities, and relations with
co-workers. These factors are rated on a standardized scale and the added up to
create an overall job satisfaction score.
It would seem that summing up
responses to a number of job factors would achieve a more accurate evaluation
of job satisfaction. The research, however, doesn’t support this intuition.
This is one of those rare instances in which simplicity wins out over
complexity. Comparisons of one question global rating with the more lengthy
summation-of-job-factors method indicate that the farmer is more valid. The
best explanation for this outcome is that the concept of job satisfaction is
inherently so board that the single question actually becomes a more inclusive
measure.
Determines job
satisfaction
We now turn to the
question: what are related variables determine job satisfaction? An extensive
review of the literature indicates that the more important factors conductive
to job satisfaction are mentally challenging work, equitable rewards, supportive
working conditions, and supportive colleagues. To this list, we’d also add the
importance of a good personality- job fit and an individual’s genetic
disposition (some people are just inherently upbeat and positive about all
things, including their job).
Mentally Challenging work:
Employees tend to prefer jobs that give them opportunities
to use their skills and abilities and offer a variety of tasks, freedom and
feedback on how well they are doing. These characteristics make are mentally
challenging.
Equitable rewards: Employees want pay systems and
promotion policies that they perceive as being just, unambiguous, and in line
with their expectations. When pay is seen as fair based on job demands,
individual skill level, and community pay standards, satisfaction is likely to
result. Of course, not everyone seeks money.
Supportive working conditions: Employees are
concerned with their work environment for both personal comport and
facilitating doing a good job. Studies demonstrate that employees prefer physical
surrounding that are not dangerous or uncomfortable. Temperature, light, noise,
and other environmental factors should not be at either extreme—for example
having too much heat or too little light.
Supportive colleagues: People get more out of work than
merely money or tangible achievements. For most employees, work also fills the
need for social interaction. Not surprisingly, therefore, having friendly and
supportive co-workers leads to increased job satisfaction. The behavior of
one’s boss also is a major determent of satisfaction.
Employees can express
their job dissatisfaction
One final point before we leave the issue of job
satisfaction: Employee dissatisfaction can be expressed in a number of ways.
For example, rather than quit, employees can complain, be insubordinate, steal
organizational property, or shirk a part of there responsibilities. They are
defined as follows.
Exit: Behavior directed toward leaving the
organization, including looking for a new position as well as resigning.
Voice: Actively and constructively attempting to
improve conditions, including suggesting improvements, discussing problems with
superiors, and some forms of union activity.
Loyalty: Passively but optimistically waiting for
conditions to improve, including speaking up for the organization in the face
of external criticism and trusting the organization and its management to “do
the right thing.”
Neglect: Passively allowing conditions to worsen,
including chronic absenteeism or lateness, reduced effort, and increased error
rate.
Union members often express
dissatisfaction through the grievance procedure or through formal contract
negotiations.
The End