Job Satisfaction Causes

11 Key excerpts on "Job Satisfaction Causes"

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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)

  1980 ).

  Job satisfaction is how people feel about their jobs and different aspects of their jobs (Spector 1997 ).

  Job satisfaction is one’s emotional response to a job that results from the person’s expectations of the job and the reality of the job situation (Hsiao and Kohnke 1998 ).

  Job satisfaction as a general attitude towards one’s job; the difference between the amount workers receive and the amount they believe they should receive (Robbins 1998 ).

  Job satisfaction represents the workplace and employees’ perceptions of their job. Job satisfaction can be envisaged by levels of support an employee gets from his organization, the employment situation and employees’ evaluation of the work climate in the organization (Susskind et al. 2000 ).

  Employees will be motivated to perform their jobs, when they consider their jobs as meaningful and enjoyable. The nature of job satisfaction is such that an employee would tend to stay with a job which is satisfying him and quit a job which is dissatisfying him.

  4.1.2 Models and Theories of Job Satisfaction

  Herzberg et al. (1959 ) clearly explain a two-dimensional paradigm of factors affecting work attitudes that can be regarded as a theory base for job satisfaction . They emphasize the factors characterizing events on the job that lead to extreme job satisfaction (intrinsic factors) and those that lead to extreme dissatisfaction (extrinsic factors). Motivating or intrinsic factors refer to factors that stem from performing the work and from experiencing feeling of accomplishment like achievement, recognition, responsibility, and advancement. These factors are considered as strong determinants of job satisfaction

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  Career Development and Job Satisfaction

  • Josiane Fahed-Sreih(Author)
  • 2020(Publication Date)
  • IntechOpen

    (Publisher)

  In other words, job satisfaction is a pleasurable or positive emotional state emerging as the result of appraising one’s job or job experiences and as the fulfillment or gratification of certain needs that are associated with one’s work [3, 67, 68]. Simply put, job satisfaction is the combination of feelings, beliefs, and behavioral intentions that workers hold a relation to their current jobs [3, 69]. The employees’ job satisfaction is measurable and can be changed [3]. A popular way to explain job satisfaction has been the person-environment fit paradigm, which suggests that the more a person’s work environment is fulfilling one’s needs, personality, values, or personal charac-teristics, the greater the degree of job satisfaction is [70]. 3.2 Factors to influence job satisfaction While tackling the issue of job satisfaction, some typical questions were raised by researchers. For example, why are some employees more satisfied than oth-ers? What kinds of work tasks are especially satisfying? How to design a task to make employees feel satisfied? Colquitt et al. claimed that values play a key role in explaining job satisfaction [2]. What is value? Values are “the things that people consciously or unconsciously want to seek or attain” ([2], p. 94). Thus, value-per-cept theory argues that “job satisfaction depends on whether the employee perceives Career Development and Job Satisfaction 34 that his or her job supplies the things that he or she values” ([2], p. 94). Based on the value-percept theory, the dissatisfaction of employees can be expressed as follows: 𝖽𝖽𝖽𝖽𝖽𝖽𝖽𝖽𝖽𝖽𝖽𝖽𝖽𝖽𝖽𝖽𝖽𝖽𝖽𝖽𝖽𝖽𝖽𝖽𝖽𝖽𝖽𝖽𝖽𝖽 = ( 𝖵𝖵 𝗐𝗐𝖽𝖽𝖽𝖽𝖽𝖽 − 𝖵𝖵 𝗁𝗁𝖽𝖽𝗁𝗁𝗁𝗁 ) × ( 𝖵𝖵 𝖽𝖽𝗂𝗂𝗂𝗂𝖽𝖽𝗂𝗂𝖽𝖽𝖽𝖽𝖽𝖽𝖽𝖽𝗁𝗁 ) (1) where V want refers to how much of a value an employee wants, V have is the value the job supplies, and V importance reflects the importance of the value to the employee.

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  Gender and Sexuality in the Workplace

  • Christine Williams, Kirsten Dellinger, Lisa Keister(Authors)
  • 2010(Publication Date)
  • Emerald Group Publishing Limited

    (Publisher)

  Research on job quality is often based on measures of general job satisfaction, an ‘‘overall affective orientation on the part of individuals toward work roles which they are presently occupying’’ ( Kalleberg, 1977, p. 126 ). Job satisfaction can be explained not only by characteristics of individuals (e.g., years of education) but also by characteristics of jobs and work settings. The latter influences on job satisfaction have roots in research by Turner and Lawrence (1965) and Hackman and Lawler (1971) who provide evidence that employees who work on jobs high on ‘‘core dimensions’’ (i.e., variety, task identity, autonomy, and feedback) show high work satisfaction ( Hackman & Oldham, 1976 ; Kalleberg, 1977 ; Loher, Noe, Moeller, & Fitzgerald, 1985 ). More recently, research focuses on the nature of work relationships ( Wharton, Rotolo, & Bird, 2000 ). Ducharme and Martin (2000) , using data from the 1997 National Employee Survey, find that job satisfaction is related to both instrumental and affective social support from coworkers. Ganster, Fulicier, and Mayes (1986) , using data DINA BANERJEE AND CAROLYN C. PERRUCCI 40 from a contracting firm, find job satisfaction related to affective social support from the immediate supervisor as well as from ‘‘other people at work.’’ Handel (2005) finds that workers’ job satisfaction is associated most strongly with interesting work, followed by positive management– employee relations and promotion opportunities, and then by subjective pay evaluation, job security, independent work, and positive coworker relations. The present study examines the consequences of an expanded set of individual human capital and work context characteristics on a recent national sample of employees’ evaluations of their general job satisfaction. It first compares men and women employees, and white and nonwhite employees on their reported levels of job satisfaction.

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  The SAGE Encyclopedia of Industrial and Organizational Psychology

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

    (Publisher)

  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.

  Sharon K. Parker

  See also Attitudes and Beliefs ; Job Design ; Job Performance Models ; Withdrawal Behaviors, Absenteeism ; Withdrawal Behaviors, Lateness ; Withdrawal Behaviors, Turnover

  Further Readings

  Braun, S., Peus, C., Weisweiler, S., & Frey, D. (2013). Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust. Leadership Quarterly, 24(1), 270–283.

  Chen, G., Ployhart, R. E., Thomas, H. C., Anderson, N., & Bliese, P. D. (2011). The power of momentum: A new model of dynamic relationships between job satisfaction change and turnover intentions. Academy of Management Journal, 54

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  Job Quality and Employer Behaviour

  • S. Bazen, C. Lucifora, W. Salverda, S. Bazen, C. Lucifora, W. Salverda(Authors)
  • 2005(Publication Date)
  • Palgrave Macmillan

    (Publisher)

  Individual perceptions of the industrial relations environment are positively associated with satis- faction, indicating that a good environment in the workplace is very important for individual welfare. Finally, employer behaviour is significantly associated with some of the dimensions of job dissatisfaction, but only three behavioural factors are clear determinants of all four dimensions of job (dis)satisfaction: the presence of guaranteed job security, the presence of internal labour markets, and the presence of formal procedures for dealing with collective disputes. With regard to the second of the above dimensions, the results for the preference accorded to insiders in career development (through the internal labour market) clearly confirm that this significantly increases satisfaction. Conversely the other two employer practices are negatively associated with job satisfaction, and the association is not the result of reverse causation. While these results may at first seem counterintuitive, there are a number of possible explanations for them. For example there may be a trade-off between collective interests and individual welfare, these practices may benefit some workers at the expense of others, or employers may expect employee compliance in return. All three of these can result, ceteris paribus, in lower job satisfaction. Finally, the above findings suggest that particular care should be taken when interpreting empirical evidence if the different facets of job satisfaction are analyzed independently or when only an indicator for overall job satisfaction is considered. 82 Job Satisfaction and Employer Behaviour Notes 1. These dimensions are selectivity in recruiting, employment security, incentive pay, employee ownership, information sharing, participation and empowerment, self- managed teams, training and skill development, cross-utilization and cross-training, symbolic egalitarianism and promotion from within.

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  Industrial and Organizational Psychology

  Research and Practice

  • Paul E. Spector(Author)
  • 2021(Publication Date)
  • Wiley

    (Publisher)

  Koen, U.-C. Klehe, and A. E. M. Van Vianen (2012), Journal of Vocational Behavior, 81, 395–408. Potential Effects of Job Satisfaction 213 Potential Effects of Job Satisfaction Many organizationally relevant variables are thought to be the result of job satisfaction or dissatisfaction. Some are behaviors that have an important impact on the well-being of organizations. Three of these are job performance, turnover, and employee absence. Job satisfaction is also linked to variables that are of direct relevance to the health and well-being of employees. These include physical health, psychological well-being, and life satisfaction. Blog 9-1 provides an overview of why we should be concerned about job satisfaction, and some of the things organizations can do to improve it. Job Satisfaction and Job Performance The idea that job satisfaction and job performance are related seems intuitively obvious. After all, shouldn’t satisfied employees be productive employees? Judge, Thoresen, Bono, and Patton (2001) conducted a thorough meta-analysis of 312 studies and found that there is a modest relationship—the average correlation is .20 between job performance and global satisfaction. At least part of the reason for the relatively small mean correlation found in this meta-analysis may have to do with the measures of job performance avail- able in many studies. Most studies rely on supervisor ratings of performance, which suf- fer from several limitations, as discussed in Chapter 4. Supervisors frequently exhibit rating errors, especially when ratings are for organizational purposes. This can produce inaccuracy in performance ratings, which introduces extra error into the statistics. Rela- tions of satisfaction with performance would likely be stronger if more accurate measures of performance were used. Although it is clear that performance and satisfaction are related (Schleicher, Watt, & Greguras, 2004), there are two opposite explanations.

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  Industrial and Organizational Psychology

  Research and Practice

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

    (Publisher)

  A 2002 poll suggests that Canadians are even more satisfied than Americans, with 92% of respondents saying they like their jobs (Shields, 2006). One of the major tasks I/O psychologists perform is assessing employee attitudes about their jobs, especially their job satisfaction, and determining ways to improve it. I/O researchers have extensively studied the causes and consequences of job satisfaction since the beginning of the I/O field itself. It is one of the two most studied variables in I/O psychology (the other one is job performance). Much of this popularity, as we will see, derives from the relative ease with which it can be assessed. Another reason for the popularity of the study of job satisfaction is that it is a central variable in many theories that deal with organizational phenomena, such as the nature of work, supervision, and the job environment. Job satisfaction has been posited as a cause of important employee and organizational outcomes ranging from job performance to health and longevity. Job satisfaction, however, is not the only variable that reflects how people feel about work. Organizational commitment is another attitude that concerns people’s feelings of attachment to their jobs and organizations. Feelings also include both positive and negative emotions that are experienced at work, such as anger over unfair treatment and joy over receiving a promotion. In this chapter, we begin with a discussion of job satisfaction, including how it is measured, its potential causes, and its possible consequences. Job satisfaction is often included in studies of all sorts of organizational phenomena. 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.

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  Industrial/Organizational Psychology

  An Applied Approach

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

    (Publisher)

  For example, research indicates that in addition to genetics, such traits as consci-entiousness, emotional stability, and extraversion (Judge, Heller, & Mount, 2002); internal locus of control (Judge & Bono, 2001), Type A behavior, patience/tolerance (Bluen, Barling, & Burns, 1990), and social trust (Liou, Sylvia, & Brunk, 1990) are related to our tendency to be satisfied with work. Demographically, males and females are equally satisfied with work, Whites are more satisfied than African Americans, and older workers are slightly more satisfied and committed than younger workers (Ng & Feldman, 2010). Surrette and Harlow (1992) found that people will be most satisfied with a job if they had the option to choose that job from other alternatives rather than the job being their only choice. Once people are employed at a job, however, they are most satisfied when they don’t have other career alternatives (Pond & Geyer, 1987). During our years at work, certain events and conditions occur that can add to or decrease our initial level of satisfaction that was due to personal predispositions. According to discrepancy theories, we will remain satisfied with our job if it meets our various needs, wants, expectations, and values. As discussed previously in the chapter, individuals vary greatly in their needs for such things as achievement, sta-tus, safety, and social contact. Thus, not every job can satisfy the needs of every employee during every period of his life. By being aware of employee needs, however, we can select the employees whose needs are consistent with the requirements and characteristics of the job. The Career Workshop Box provides some strategies for those who may be unhappy with their jobs. According to the intrinsic satisfaction theory and job characteristics theory, we will be more satisfied with our jobs if the tasks themselves are enjoyable to perform. What makes a task enjoyable varies across individuals.

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  Skills of Management and Leadership

  Managing People in Organisations

  • W. David Rees, Christine Porter(Authors)
  • 2017(Publication Date)
  • Red Globe Press

    (Publisher)

  Herzberg grouped the responses into the factors that caused dissatisfaction. The factors that were found most likely to cause negative feelings (dissatisfiers) were generally claimed to be external to the job. These are: Company policy and administration Supervision Interpersonal relations Status Salary Security Impact of the job on personal life. MOTIVATION 129 In contrast, the factors most likely to cause positive feelings about the job (satisfiers) were intrinsic to the job. These are: Sense of achievement Recognition of achievement Responsibility Advancement Interesting work Possibility of growth. The absence of dissatisfiers is not enough to cause positive satisfaction. These tend only to operate in a negative way. For example, if office facilities are poor, that could cause strong negative feelings about the job. If the facilities were improved, that could remove a cause of irritation but would not nor-mally be enough to cause positive feelings about the job. Herzberg termed the potential dissatisfiers ‘hygiene factors’, related to the context in which a job was done. He argued that it is important to pay attention to these issues, but the opportunity for a measure of self-actualization generally needs to be built into the content of a job if positive feelings are to be created. These ‘moti-vators’ require people to have the opportunity to be stretched in their jobs, through overcoming challenges. However, if the challenges are too high, this could cause negative feelings because of failure. Also, there is the danger that challenges that are too demanding may interfere with domestic life. The opportunity for success or failure can arise out of the same set of cir-cumstances, and the dividing line between the two can be very thin.

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  Industrial and Organizational Psychology

  Research and Practice

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

    (Publisher)

  For example, people who like their jobs are likely to describe them in more favorable terms than people who dislike them, thereby reporting higher levels of job scope. Thus, job satisfaction might be the cause rather than the conse- quence of job characteristics as reported by employees on questionnaires. Although the Fried and Ferris (1987) results are consistent with the view that certain job char- acteristics can lead to job satisfaction, more evidence is needed to give confidence to this conclusion. Unfortunately studies that have used different methodologies have not always been supportive of the idea that these five job characteristics lead to job satisfaction. For example, Spector and Jex (1991) used both questionnaires and job analysis techniques to assess job characteristics in a sample of employees who represented a wide range of jobs. Whereas the questionnaire measure of job characteristics correlated with job satisfaction, the job analysis data did not. Source: From “The Validity of the Job Characteristics Model: A Review and Meta‐Analysis,” by Y. Fried and G. R. Ferris, 1987, Personnel Psychology, 40, 287–322. Dimensions of Job Characteristics and Their Mean Correlations With Job Satisfaction Characteristic Mean Correlation Description of Characteristic Skill variety .29 The number of different skills necessary to do a job Task identity .20 Whether or not an employee does an entire job or a piece of a job Task significance .26 The impact a job has on other people Autonomy .34 The freedom employees have to do their jobs as they see fit Job feedback .29 The extent to which it is obvious to employees that they are doing their jobs correctly Job scope .45 The overall complexity of a job, computed as a combination of all five individual characteristics TABLE 9-5

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  Work Motivation in Organizational Behavior

  • Craig C. Pinder(Author)
  • 2014(Publication Date)
  • Psychology Press

    (Publisher)

  In their study, Watson and Slack (1993) gathered data on both positive and negative affectivity at two points in time, spanning 2 years. They controlled for a number of other variables relating to their participants’ work and assessed job satisfaction at the end of the 2-year period. A total of 82 of the original 151 employees stayed with the project to provide complete sets of data. The results confirmed that both positive and negative trait measures of emotionality were related to at least some dimensions of job satisfaction. Thus, negative trait affect was associated with lower satisfaction with one’s work and one’s coworkers; positive trait affect was predictive of positive assessments of employees’ work, promotions, and overall job satisfaction. They also found that these traits/predispositions remained stable over the 2 years of the project. The authors concluded that job satisfaction can reasonably be understood “in the context of the broader emotional lives of employees.” It is not just a result of organizational policies, procedures, and job design; it is a reflection of the greater, more general degree of individual happiness or unhappiness of the person. To the extent that this is true, there is plenty of reason to study job satisfaction, aside from the relentless quest for its elusive link to productivity, performance, and other aspects of organizational effectiveness.

  Another study examined the notion that job and life satisfaction are related to one another using a large survey database from the early 1970s (Judge & Watanabe, 1993). These researchers found a strong cross-sectional link between the two variables but a much smaller connection between job satisfaction and life satisfaction when the latter was measured 5 years later than the former.

  In contrast to the argument that job satisfaction and life satisfaction are related to one another (Cranny et al., 1992) presumably in the sense that one is responsible for much of the other (i.e., that Job Satisfaction Causes some or much of life satisfaction), there is another possibility. A study of 631 people in their homes, combined with data analysis techniques appropriate for the purpose, suggested that any relationship that does exist between job and life satisfaction is due, at least in large measure, to the effects of one or more other variables (Frone, Russell, & Cooper, 1994). In other words, it may be that the oft-observed bivariate relationship between satisfaction at work and satisfaction with life in general (or, alternatively, dissatisfaction in both arenas) is spurious. This means that the correlation between them may be because some other variable(s) is driving both of them, although life and work satisfaction may not actually be causally related. Indeed, a more recent study by Hart (1999)

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