GROUP NO. 02Aanand Bhavsar

(1536) Vaidehi

Thaker(1564)September 15,2015

JOB SATISFACTION

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ContentsWhat is Job Satisfaction?Models of Job SatisfactionMeasurement of Job SatisfactionWhat Determines Job Satisfaction?Job Satisfaction ModelExpressing DissatisfactionInfluence of Satisfaction and

DissatisfactionAdvice to Managers

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What is Job Satisfaction?Job satisfaction is an emotional response to a

job situation. As such it cannot be seen, it can only be inferred.

According to Feldman and Arnold “Job satisfaction is the amount of overall positive effect or feelings that individuals have towards their jobs”.

Vroom in his definition of Job satisfaction focuses on the role of the employees in the workplace.Thus he defines Job Satisfaction as affective orientations on the part of individuals towards work roles which they are currently occupying.3

Models of Job SatisfactionAbraham Maslow’s TheoryTwo Factor Theory of MotivationEquity TheoryAffect TheoryDispositional TheoryDiscrepancy TheoryJob Characteristics Model

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Abraham Maslow’s Hierarchy of Needs

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Abraham Maslow’s Hierarchy of Needs

When discussing human needs, growth, and self-actualization, one cannot look far before finding Abraham Maslow and his “hierarchy of needs”.

Maslow’s (1954) traditionalist views of job satisfaction were based on his five-tier model of human needs. At the lowest tier, basic life sustaining needs such as water, food, and shelter were identified.

The next level consisted of physical and financial security, while the third tier included needs of social acceptance, belonging, and love.

The fourth tier incorporated self-esteem needs and recognition by one’s peers, and at the top of the pyramid was reserved for self-actualization needs such as personal autonomy and self-direction.

According to Maslow, the needs of an individual exist in a logical order and that the basic lower level needs must be satisfied before those at higher levels.

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Herzberg’s Motivator-Hygiene Theory

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Herzberg’s Motivator-Hygiene Theory

Every worker has two sets of needs or requirements: motivator needs and hygiene needs.

Motivator needs refers to the achievement, recognition, responsibility etc., the presence of which causes satisfaction but their absence does not result in dissatisfaction.

Hygiene needs are associated with the salary , working conditions, job security etc., the absence of which causes dissatisfaction but their presence does not result in job satisfaction.

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Other Models Equity theory Equity Theory shows how a person views fairness in regard to social

relationships. Equity Theory suggests that if an individual thinks there is an inequality between two social groups or individuals, the person is likely to be distressed because the ratio between the input and the output are not equal.

Affect theory Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most

famous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job.

Dispositional theory It is a very general theory that suggests that people have innate

dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of one’s job. This approach became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and jobs.

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Other Models Discrepancy theory The concept of discrepancy theory explains the ultimate source of

anxiety and dejection. An individual, who has not fulfilled his responsibility feels the sense of anxiety and regret for not performing well, they will also feel dejection due to not being able to achieve their hopes and aspirations.

According to this theory, all individuals will learn what their obligations and responsibilities for a particular function, over a time period, and if they fail to fulfill those obligations then they are punished. 

Job characteristics model Hackman & Oldham proposed the Job Characteristics Model, which

is widely used as a framework to study how particular job characteristics impact on job outcomes, including job satisfaction.

The model states that there are five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.)

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Measurement of Job SatisfactionThe Brief Index of Affective Job Satisfaction (BIAJS) is a 4-

item, overtly affective as opposed to cognitive, measure of overall affective job satisfaction. The BIAJS differs from other job satisfaction measures in being comprehensively validated not just for internal consistency reliability, temporal stability, convergent and criterion-related validities, but also for cross-population invariance by nationality, job level, and job type. Reported internal consistency reliabilities range between 0.81 and 0.87.

The Job Descriptive Index (JDI), is a specifically cognitive job satisfaction measure. It measures one’s satisfaction in five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or can’t decide (indicated by ‘?’) in response to whether given statements accurately describe one’s job.

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Measurements of Job Satisfaction Minnesota Satisfaction Questionnaires (MSQ) :- Developed in

1967 by Weiss, Dawis, England, & Lofquist, the Minnesota Satisfaction Questionnaire (MSQ) has become a widely used instrument to evaluate job satisfaction.MSQ measures by means of Working Conditions,Chance of Advancement,Freedom to use one’s own Judgment & Praising for doing a good job.

The Job Satisfaction Survey was developed by Paul E.Spector to assess employee attitudes about the job and aspects of the job. The JSS is a 36 item questionnaire that targets nine separate facets of job satisfaction. Those facets include pay, promotion, benefits, supervision, contingent rewards,operating procedures, coworkers, nature of work, and communication. Each of these facets is assessed with four items, and a total score is computed from all 36 items.Responses to each question range from "strongly disagree" to "strongly agree", and questions are written in both directions.

The Faces Scale of job satisfaction, one of the first scales used widely, measured overall job satisfaction with just one item which participants respond to by choosing a face.

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What Determines Job Satisfaction?Mentally Challenging WorkIndependenceEquitable RewardsSupportive Working ConditionsSupportive ColleaguesPersonality - Job FitHeredity/Genes

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JOB SATISFACTION MODEL

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What Determines Job Satisfaction?Try to place newcomers in groups whose members are

satisfied with their jobs. Identify the facets of the job that are important to

workers and try to increase their satisfaction by providing these facets.

Assess subordinates’ levels of job satisfaction using scales to monitor their levels of job satisfaction.

Realize the workers’ job satisfaction levels depend on their perceptions of their jobs, not yours;

changing some facets of the job may boost job satisfaction longer than others.

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How satisfied are people in their jobs?

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Influence of Satisfaction and DissatisfactionJob satisfaction and OCB:

Satisfied employees would seem more likely to talk positively about the organization, helps others and go beyond the normal expectations in their job. Those who feel their co-workers support them are more likely to engage in helpful behaviors, whereas those who have antagonistic relationship with co-workers are less likely to do so.

Job satisfaction and customer satisfaction:Service organization manager must be concerned with pleasing customers. It is important to ask is employee satisfaction is related to positive customer outcome? For frontline employees who have regular customer contact the answer is “yes”. Satisfied employees increase customer satisfaction and loyalty.

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Expressing Dissatisfaction 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.

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Influence of Satisfaction and Dissatisfaction Job satisfaction and absenteeism:

There is negative relationship between satisfaction and absenteeism, but it is moderate to weak. While it certainly makes sense that dissatisfied employees are more likely to miss work other factors affect the relationship.

Job satisfaction and turnover:The relationship between the job satisfaction and turnover is stronger than between satisfaction and absenteeism. The satisfaction turnover relationship also is affected by alternative job prospects.

Job satisfaction and workplace deviance:Job dissatisfaction and antagonistic relationship with co-workers predict a variety of behaviors organizations fine undesirable including unionization attempts, substance abuse, stealing at work, undue socializing and tardiness.

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Advice to Managers Do not assume that poor performers are dissatisfied with their jobs or

that good performers are satisfied with their jobs. Do not assume that workers who are absent are dissatisfied or that they

were not motivated to come to work. Absence is also a function of ability to attend.

Manage absenteeism. Don’t try to eliminate it, and keep in mind that a certain level of absence is often functional for workers and organizations.

Realize that turnover has both costs and benefits for an organization and that you need to evaluate both. In particular, before becoming concerned about worker turnover, examine the performance levels of those who quit.

If workers do only what they are told and rarely, if ever, exhibit organizational citizenship behavior, measure their levels of job satisfaction, identify the job facets they are dissatisfied with, and make changes where possible.

Even if job satisfaction does not seem to have an effect on important behaviors in your organization, keep in mind that it is an important factor in worker well-being.

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WEBOGRAPHY

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WikipediaGoogleVarious Research Papers of Various

Universities

BIBLIOGRAPHYBOOK INTRODUCTION TO MANAGEMENT

BY STONER & FREEMAN

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