Job Dissatisfaction

9 Key excerpts on "Job Dissatisfaction"

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  Psychological Empowerment and Job Satisfaction in the Banking Sector

  • Elizabeth George, Zakkariya K.A.(Authors)
  • 2018(Publication Date)
  • Palgrave Macmillan

    (Publisher)

  Job satisfaction is especially important for service industry employees because it is assumed that if only employees are satisfied with their jobs can they provide good quality service to their customers. It is not the customers alone who should be satisfied but the employees of the organization should also be satisfied in order to achieve customer satisfaction.

  4.1.1 Definitions of Job Satisfaction

  The pleasurable emotional state arising from the appraisal of one’s job or job experiences is called job satisfaction (Locke 1976 ). That is, when a person values a particular facet of a job, his or her satisfaction is greatly impacted positively when expectations are met and is negatively impacted when expectations are not met compared to an employee who doesn’t value that facet. Below are several definitions of job satisfaction .

  Job satisfaction or dissatisfaction is a function of perceived relationship between what one expects and obtains from one’s job and how much importance or value he attributes to it (Kemelgor 1982 ).

  Job satisfaction refers to people’s feelings about the rewards they have received on the job (Lawler 1990 ).

  Job satisfaction is defined as an attitude that individuals have about their jobs which results from their perception of the jobs and the degree to which there is a good fit between the individual and the organization. Employees in flat organization are more satisfied than employees in narrow span of organization as they have more control of their work and decision-making power (Ivancevich et al. 1997 ; Ivancevich and Matteson 1980

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  Industrial and Organizational Psychology

  Research and Practice

  • Paul E. Spector(Author)
  • 2020(Publication Date)
  • Wiley

    (Publisher)

  In simple terms, job satisfaction is the extent to which people like their jobs; Job Dissatisfaction is the extent to which they dislike them. There have been two approaches to the study of job satis- faction: the global approach and the facet approach. The global approach treats job satisfaction as a single, overall feel- ing toward the job. Many studies assess people’s overall satis- faction, and many of the findings discussed in this chapter reflect that variable. The alternative approach is to focus on job facets or differ- ent aspects of the job, such as rewards (pay or fringe bene- fits), other people on the job (coworkers or supervisors), job conditions, and the nature of the work itself. A list of often‐ studied facets appears in Table 9-1. The facet approach per- mits a more complete picture of job satisfaction. An individual typically has different levels of satisfaction with the various facets. He or she might be very dissatisfied with pay and fringe benefits but at the same time be very satisfied with the nature of the work and supervisors. This is a typical pattern for Americans, as we will see in the next section. How People Feel About Their Jobs As noted earlier, surveys show that the majority of Americans like their jobs (Society for Human Resource Management, 2009), but this doesn’t mean they like all aspects of their jobs equally. The typical American pattern of facet satisfaction is shown in Figure 9-1, with data from the norms (Spector, 2008) of the Job Satisfaction Survey OBJECTIVES The student who studies this chapter should be able to: 1. Define job satisfaction and organiza- tional commitment. 2. Characterize the differences between job satisfaction and organizational commitment. 3. Explain how job satisfaction and organizational commitment are measured. 4. Summarize the findings on possible causes and effects of job satisfaction and organizational commitment.

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  Encyclopedia of Industrial and Organizational Psychology

  • Steven G. Rogelberg(Author)
  • 2006(Publication Date)
  • SAGE Publications, Inc

    (Publisher)

  In addition to job satisfaction promoting positive work behaviors, there is evidence that Job Dissatisfaction promotes negative behaviors within organizations. Thus, dissatisfied employees are more likely than satisfied employees to engage in counterproductive acts in organizations (e.g., theft, aggression, sabotage), particularly if they believe they have low control at work. Dissatisfied employees are also more likely to engage in withdrawal—that is, job avoidance behaviors such as quitting, coming in late, or being absent. It appears individuals will seek to escape a dissatisfying job and that if they can’t escape permanently by leaving the job entirely, then they will escape temporarily by being late or being absent. The evidence is particularly strong that dissatisfied individuals are more likely to leave their job altogether, especially if there are alternatives (e.g., if unemployment is low, individuals are more likely to leave their job if they are dissatisfied than they are when unemployment is high).

  The relationship between job satisfaction and absence is smaller and more inconsistent, despite the fact that job satisfaction features prominently in theories of absence. In part, this weaker relationship reflects the fact that people are absent for many reasons (e.g., illness, sick children), and it also reflects methodological challenges (e.g., often there are a few employees with very high absence rates, which affects the statistical distribution of absence). Recent evidence shows that job satisfaction is most likely to predict withdrawal when the various behaviors are considered together as part of a pattern, rather than when focusing on any single indicator of withdrawal.

  SUMMARY

  How much we like our jobs—our job satisfaction—is a critical concept in the study of work. Job satisfaction is likely to result in a number of positive benefits, both for individuals (their well-being, mental health, and life satisfaction) and for organizations (better performance, more citizenship, less counterproductive behavior, and less withdrawal). Importantly, job satisfaction can be changed. Even though our job satisfaction is in part a product of who we are, regardless of our job or work situation, our job satisfaction is also significantly affected by the work situation. In many instances, the work environment can and should be changed, such as by reducing excess workload, increasing levels of job autonomy, or introducing practices to reduce home–work conflict. Such change initiatives are especially likely to be successful in raising job satisfaction if one takes into account individual values and personality in this process.

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  Disenchantment

  Managing Motivation and Demotivation at Work

  • Adrian Furnham, Luke Treglown(Authors)
  • 2017(Publication Date)
  • Bloomsbury Business

    (Publisher)

  13. Most days I am enthusiastic about my work. 14. Eac h d ay o f wor k seems l i k e it wi ll never en d . (R) 15. I like my job better than the average worker does. 16. My jo b is pretty uninteresting. (R) 17. I fi n d rea l enjoyment in my wor k . 18. I am d isappointe d t h at I ever too k t h is jo b . (R) DISENCHANTMENT 42 Twin studies have also shown that job satisfaction seems fairly strongly heritable. Thus people are ‘carriers’ of satisfaction or dissatisfaction. It is not simply a response to a job but a stable disposition. Unhappy, moody, unstable people rarely like any job, whereas those with a sunny disposition like all jobs. People who are satisfied at work tend to be satisfied with other aspects of their life, and vice versa. The result is that managers and organizations have little insight into what is driving their employee satisfaction, just how much of it there is. Are they fostering a working culture that is making their employees satisfied? Or are employees satisfied simply because they are ‘satisfied people’? With the latter, it is unclear how much organizations need to do to maintain their employees satisfaction. For the intrinsically satisfied, it might not take much (or conversely, take a particularly awful) working environment for their happiness to be affected. Job commitment Organizational commitment may be differentiated into different types. First, there is investment commitment. Over time people invest in organizations not only through buying shares and through compulsory pension plans, but also through their hard work and knowledge. People talk of ‘having given their best years’ to an organization knowing that beyond a certain age their chances of employment or progression elsewhere become reduced. They make a cost- benefit type judgement and conclude that leaving the organization is more costly than staying in it. Employees leave when the cost of leaving is outweighed by their lack of investment in the organization.

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  Organizational Psychology in Cross Cultural Perspective

  • Colin P. Silverthorne(Author)
  • 2005(Publication Date)
  • NYU Press

    (Publisher)

  10Job Satisfaction and Organizational Commitment Motivation and performance are influenced by the emotions we experience both at work and in our personal lives. How our attitudes and emotions affect our behavior is explored in this chapter.

  Job Satisfaction

  The very extensive literature concerning job satisfaction indicates that, across a variety of work settings, job satisfaction is an important workplace construct that is of concern for effective management. Job satisfaction is defined as “a pleasurable or positive emotional state resulting from the appraisal of one’s job” (including various facets of that job). Job satisfaction can be broken down into three general areas: the values that an individual has or wants, the perception of how the organization meets these values, and their relative importance to the individual (Locke, 1976). Job satisfaction has been linked to positive workplace outcomes such as increased organizational commitment, with workers having high levels of job satisfaction being more likely to be committed to the organization (Brown and Peterson, 1994). Furthermore, individuals with higher levels of job satisfaction are less likely to seek out a different job (Sager, 1994) or to leave the organization (Boles, Johnson, and Hair, 1997). Employee job satisfaction is also a function of intrinsic and extrinsic rewards offered by a job (Tuch and Martin, 1991), status associated with job level (Cox and Nkomo, 1991), and work values (Drummond and Stoddard, 1991). Furthermore, task, status, monetary reward, and social relationships (or a team dimension) are four essential aspects of job satisfaction (Neil and Snizek, 1987) and are also important dimensions of work values (Shuka, Sarna, and Nigam, 1989). They are the basis of the reward thesis, which explains higher job satisfaction by the intrinsic and extrinsic rewards obtained from a promotion (Wright, Bengtsson, and Frankenberg, 1994). As mentioned earlier, turnover is a major issue for many organizations and is very important to control because of the costs associated with hiring and training new personnel, as well as the costs associated with not having that individual contributing his or her work efforts toward organizational goals. Creating and maintaining a high level of job satisfaction is one of the most important attitudinal issues faced by managers in the workplace.

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  The SAGE Encyclopedia of Industrial and Organizational Psychology

  • Steven G. Rogelberg(Author)
  • 2016(Publication Date)
  • SAGE Publications, Inc

    (Publisher)

  Organizational citizenship behaviors are voluntary acts to help coworkers and employers. It makes sense that individuals who are happy and satisfied at work are more likely to engage in such voluntary behaviors. Second, a more recent and rigorous meta-analysis of correlations between job satisfaction and individual performance showed a moderate-sized correlation between these variables (.30), which was even higher for complex jobs. It is likely that more complex jobs allow individuals more autonomy and latitude to act on their satisfaction. Third, studies conducted at the organizational level of analysis (which, for example, compare the average satisfaction of a company and its performance with the average satisfaction and performance of other companies) also suggest a positive and nontrivial relationship between job satisfaction and organizational performance indicators such as market share and profit.

  In addition to job satisfaction promoting positive work behaviors, there is evidence that Job Dissatisfaction promotes negative behaviors within organizations. Thus, dissatisfied employees are more likely than satisfied employees to engage in counterproductive acts in organizations (e.g., theft, aggression, sabotage), particularly if they believe they have low control at work. Dissatisfied employees are also more likely to engage in withdrawal—that is, job avoidance behaviors such as quitting (or turnover), coming in late, or being absent. It appears individuals will seek to escape a dissatisfying job and that if they can’t escape permanently by leaving the job entirely, then they will escape temporarily by being late or being absent. The evidence is particularly strong that dissatisfied individuals are more likely to leave their job altogether, especially if there are alternatives (e.g., when unemployment is low, individuals are more likely to leave their job if they are dissatisfied than they are when unemployment is high).

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  Industrial and Organizational Psychology

  Research and Practice

  • Paul E. Spector(Author)
  • 2014(Publication Date)
  • Wiley

    (Publisher)

  You will see it frequently mentioned throughout most of the remaining chapters of this book. We will also include a discussion of organizational commitment, which relates to many of the same variables as job satisfaction. Finally, we will discuss emotions in the workplace, both their causes and their consequences. Objectives: The student who studies this chapter should be able to:  Define job satisfaction and organizational commitment.  Characterize the differences between job satisfaction and organizational commit- ment.  Explain how job satisfaction and organizational commitment are measured.  Summarize the findings on possible causes and effects of job satisfaction and organizational commitment.  Discuss how emotions are experienced by employees at work and how they impact organizations.  THE NATURE OF JOB SATISFACTION Job satisfaction is an attitudinal variable that reflects how people feel about their jobs overall, as well as various aspects of the jobs. In simple terms, job satisfaction is the extent to which people like their jobs; Job Dissatisfaction is the extent to which they dislike them. There have been two approaches to the study of job satisfaction—the global approach and the facet approach. The global approach treats job satisfaction as a single, overall How People Feel About Their Jobs  211 TABLE 9.1 Common Job Satisfaction Facets Pay Job conditions Promotion opportunities Nature of the work itself Fringe benefits Communication Supervision Security Coworkers feeling toward the job. Many studies assess people’s overall satisfaction, and many of the findings discussed in this chapter reflect that variable. The alternative approach is to focus on job facets or different aspects of the job, such as rewards (pay or fringe benefits), other people on the job (supervisors or coworkers), job conditions, and the nature of the work itself. A list of the most often studied facets appears in Table 9.1.

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  Organizational Psychology

  A Scientist-Practitioner Approach

  • Steve M. Jex, Thomas W. Britt(Authors)
  • 2014(Publication Date)
  • Wiley

    (Publisher)

  One important recent trend on job satisfaction as a predictor of job performance is to assess whether job satisfaction is related to contextual performance. Recall from Chapter 4 that contextual performance refers to the behaviors employees perform that are not part of their formal job description, but nevertheless help accomplish organizational objectives. For example, employees may help other employees, work harder when needed, or speak positively about the organization. Credé et al. (2009) examined the relationship between job satisfaction and contextual performance, but argued that job satisfaction and Job Dissatisfaction actually represented two different constructs. These authors drew on the broader attitude literature to argue employees may have separate positive and negative evaluations of their jobs, and that these may independently predict contextual performance. The authors found that both job satisfaction and Job Dissatisfaction were predictive of Organizational Citizenship Behaviors, and that each accounted for unique variance in the measure of contextual performance. These results indicate that researchers may improve the prediction of job performance by incorporating independent assessments of the positive and negative evaluations of work.

  Edwards, Bell, Arthur, and Decuir (2008) also examined job satisfaction as a predictor of task and contextual performance (as rated by the supervisor), but also assessed the relationships as a function of the particular facet of job satisfaction. The authors found that an overall job satisfaction score predicted task and contextual performance equally well. However, satisfaction with work was a stronger predictor of task performance than contextual performance, whereas satisfaction with supervision was a stronger predictor of contextual performance than task performance. These results indicate the relationship between job satisfaction and job performance may be strengthened by considering particular facets of job satisfaction.

  Organizational Commitment

  In addition to feelings of satisfaction or dissatisfaction for one's job, employees may develop feelings of attachment or commitment toward the organizations in which they are employed. As with satisfaction or dissatisfaction, a strong case can be made that the tendency to develop attachment or commitment ties extends far beyond the workplace. For example, people commit to each other through marriage and other forms of kinship. Many people also faithfully commit themselves to activities such as exercising, institutions such as churches, and political ideologies such as democracy. Given these vast numbers of commitments, it is not surprising that employees also develop feelings of commitment and attachment toward the organizations in which they work.

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  Industrial/Organizational Psychology

  An Applied Approach

  • Michael Aamodt(Author)
  • 2015(Publication Date)
  • Cengage Learning EMEA

    (Publisher)

  Although Career Workshop What to Do If You Are Unhappy with Your Job I n this chapter you learned the reasons why employees are dissatisfied with their jobs and interventions that organi-zations can engage in to increase employee satisfaction. Unfortunately, many organizations will not be proactive in their approach to job satisfaction. That means that you must take responsibility for your own level of happiness and satisfaction. What can you do? During the initial employment interview, ask questions about the job and the organization. Ask to meet other employees and perhaps watch how the job is done. Remember that two causes of Job Dissatisfaction are expectations not being met and a poor person/job fit. The more you know prior to accepting the job offer, the greater opportunity you will have to communicate your expectations to the organization, find out what they expect from you, and assess how well the job and organization fit with your needs, values, and personality. Just because your coworkers are constantly complaining about the job or the organization doesn’t mean that you have to as well. Change the topic or remain silent. Try to socialize with employees who have a better attitude. The longer you hang around the whiners, the worse your attitude will become. If you don’t think you are being treated fairly or are not being appreciated, say something. Rationally explain to your supervisor why you think you are being treated unfairly, provide examples, and discuss what you need. A fact of life at work is that supervisors are rarely in touch with their employees’ feelings, and if you don’t speak up, they will never know. If the behavior continues after your discussion, you may need to think about options such as talking to a higher-level manager, ignoring your feelings (easier said than done), or changing jobs.

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