Concepts of job satisfaction

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Concepts of job satisfaction

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Abstract

Job satisfaction refers to an individual's general attitude towards his or her job. A person with a high level of job satisfaction holds a positive attitude towards his job. While a person is who is dissatisfied with his assignments hold a negative attitude. Job satisfaction is linked to productivity, motivation, absenteeism, waste accidents, mental health, physical health and general life satisfaction.

Locke defines job satisfaction as "a pleasurable or positive emotional state resulting from the appraisal of one's job or job experience." Job satisfaction is a result of employee's perception of how well their job provides those things that are viewed as important. It is generally recognized in the organizational behavior field that job satisfaction is the most important and frequently studied attitude.

Introduction
Definitions
Motivational factors
Extrinsic factors
1. Job expectation
2. Salary
3. Comparison of outputs
4. Job security
5. Performance appraisal
Intrinsic factors
1. Recognition and praise
2. Autonomy or freedom
3. Participative management
4. Belongingness
5. Career advancement
6. Achievement
7. Job significance
Nature of work and job design
1. Job variety
2. Job monotony
3. Challenging
4. Liaison
5. Contribution to groups
6. Feedback
7. Contribution to society
Models of job satisfaction
1. Subtractive models
2. Multiplicative models
Theories of job satisfaction
1. Need satisfaction model job attitude
2. Level of job satisfaction
3. Stability of job satisfaction
Determinants of job satisfaction
1. Occupational level
2. Job content
3. Considerate leadership
4. Pay and promotion opportunities
Interaction in the work group
1. Personal variables
2. Predictions
Process
Effort
1. Performance
2. Aim of job satisfaction
3. Economical aim
4. Humanistic aim
5. Theoretical aim
6. Rewards
7. Perceived equitable rewards
Bibliography

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[...] THEORIES OF JOB SATISFACTION Need satisfaction model job attitude G.R.Slancik and Pfeiffer (1977) analyzed the nature of need satisfaction model and their usefulness for understanding the individual's reaction to their job. The model posits that person have basic, stable relatively unchanging and identifiable attitudes, including needs. The model also assumes that jobs have a stable, identifiable set of characteristics that are relevant to those needs of individuals. Job attitudes are presumed to result from the correspondence between the needs of the individual, and the characteristics of the job are compatible with the person's needs, assumption is made that the persons is satisfied and, on occasion, further argument is made that the persons will be made more motivated to perform the job. [...]

[...] MODELS OF JOB SATISFACTION Subtractive models Ross and Zander (1957) and Morse (1953) have proposed subtractive model. This model assumes that need satisfaction is a function of the difference between the extent to which a need is met in work situation and the strength of the need. Accordingly, in determining the amount of need satisfaction they subtract an individual report concerning conditions in his work role from his report concerning the strength of a parallel motivation. Morse (1953) reported a positive association between an individual's report on changes of being promoted and satisfaction with promotional opportunities. [...]

[...] The key variables revolve around age, occupational level and organizational size; the important aspects of job satisfaction for many people are the amount of personnel closeness, friendship and small group teamwork. Dissatisfied employees may engage in psychological withdrawal, physical withdrawal or even acts of aggression and relation for presumed wrong. Whereas satisfied employees may provide acts of customer service beyond the call of duties, have sparking work records, and actively show excellence in all areas of their jobs. Satisfied workers will tend to continue the level of performance that previously brought them satisfaction. [...]

[...] This will increase their job satisfaction and make them more active. Autonomy or Freedom Employees desire certain amount of freedom to work; the autonomy to tale decisions and influences others. If this freedom is absent, it will have its effect on the job satisfaction. The person who has the maximum of autonomy will have high job satisfaction, otherwise it will be low. Participative management Participative management has a positive impact on the employee. Openness of the higher–ups towards the employee's ideas will keep the employee morale high and keep him satisfied with the job. [...]

[...] Gradually, it was realized that like any other attitude, job satisfaction represents a complex assemblage of cognitions, emotions and behavioral tendencies. Some investigations have gone further attempting to state mathematically the manner in which the various and individual variables combine in determining job satisfaction. MOTIVATIONAL FACTORS Motivation of employees is the most important aspect of managing an enterprise. The success or failure of an enterprise depends mostly on how best the employees working in it are the involved and motivated. [...]

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