Job Satisfaction Outcomes

11 Key excerpts on "Job Satisfaction Outcomes"

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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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  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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  Industrial and Organizational Psychology

  Research and Practice

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

    (Publisher)

  I‐O researchers have extensively studied the causes and conse- quences 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 employee misbehavior, leadership, and stress. Job satisfaction has been posited as a cause of important employee and organizational outcomes ranging from job performance to health. Job satisfaction, however, is not the only variable that reflects how people feel about work. Organizational commitment reflects people’s attachment to their jobs and organizations. Feelings also include both negative and posi- tive 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 satisfac- tion, 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 Feelings About Work: Job Attitudes and Emotions 204 Chapter 9 Feelings About Work: Job Attitudes and Emotions 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 satis- faction: the global approach and the facet approach. The global approach treats job satisfaction as a single, overall feel- ing toward the job.

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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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  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 Handbook of Industrial Relations

  • Paul Blyton, Edmund Heery, Nicolas Bacon, Jack Fiorito, Paul Blyton, Edmund Heery, Nicolas Bacon, Jack Fiorito, Author(Authors)
  • 2008(Publication Date)
  • SAGE Publications Ltd

    (Publisher)

  With this in mind, we return to the more specific focus on well-being at work. Warr, (2002) identifies ten antecedents of work-related well-being. They include several features of job design and in addition he cites ‘availability of money’, ‘physical security’, ‘environmental clarity’, ‘supportive supervision’ and ‘valued social position’ (p. 6). As we have indicated, work-related well-being can cover a wide range of issues. To explore the topic in more depth, we will select three for particular attention. First, we will consider the nature and antecedents of job satisfaction, since this comes closest to the general measure of work-related well-being. Secondly, we will explore job insecurity since, as we have noted above, this appears to be a key element affecting wider well-being. Thirdly, we will explore the nature and antecedents of workrelated stress since this has become a major source of absence and shows some relation to health which, as we have seen, is a core component of general well-being. In each case, we will explore the evidence, using comparative research where possible, and consider the role that employment relations, broadly defined, plays in shaping the level of job satisfaction, job insecurity and work-related stress.

  JOB SATISFACTION AND THE ROLE OF EMPLOYMENT RELATIONS

  Job satisfaction is typically defined as ‘an emotional state resulting from one’s appraisal of the job’ (Arvey, 2004, p.200). It is recognized as having a number of facets which are often divided into intrinsic and extrinsic categories. The intrinsic elements are concerned with the content of the job while the extrinsic are concerned with the context including the social context, the working conditions and the rewards. There are many well-validated scales that measure these various facets and also single more global measures of job satisfaction based on either a single item or a small number of items asking about general job satisfaction. Reviews of the evidence (see, for example, Wanous et al., 1997) suggest that a global measure, and even a single item, serves almost as well as a more sophisticated and more lengthy scale. However Wanous et al. also conclude that where feasible, it is preferable to use a scale rather than a single item.

  The theory of job satisfaction is potentially important in this context. There are four perspectives that are worth highlighting. Person-environment fit theory suggests that if you can find a job that matches what you want, then you will be satisfied. Need fulfillment theory suggests that if you have a job that fulfils a set of pre-determined needs or requirements, then you will be satisfied. Expectations theories suggest that if a job meets your expectations, then you will be satisfied. Finally, effort-reward models suggest that when your outputs or gains are greater than your inputs, then satisfaction will occur and the greater the advantage of outputs over inputs, the greater the satisfaction. Concepts such as expectations, inputs and outputs can be socially determined and are potentially dynamic. Therefore social comparisons need to be taken into account, resulting in a form of dynamic discrepancy model whereby the gap between what you have and what you expect to have is constantly changing, usually in the light of rising expectations. This can help to account for the failure to show an association between rising affluence and higher job satisfaction.

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  An Introduction to Contemporary Work Psychology

  • Maria C.W. Peeters, Jan de Jonge, Toon Taris, Maria C.W. Peeters, Jan de Jonge, Toon W. Taris, Toon Taris, Maria C.W. Peeters, Jan de Jonge, Toon W. Taris(Authors)
  • 2013(Publication Date)
  • Wiley-Blackwell

    (Publisher)

  Because job satisfaction and job performance are both complex variables, it is important to provide clear definitions of each and to describe their various dimensions. The satisfaction and performance dimensions described in the following sub-sections will guide much of the discussion of the current chapter.

  Job satisfaction

  Job satisfaction is an attitude that represents the extent to which a person likes or dislikes his or her job (Brief, 1998). Like other attitudes, job satisfaction includes both an affective and a cognitive component (Schleicher, Watt, & Greguras, 2004). The affective component of job satisfaction reflects the emotions or feelings one has in response to one’s job (e.g. feelings of excitement, contentment or joy), whereas the cognitive component refers to one’s thoughts or beliefs about the job (e.g. beliefs that one’s job offers autonomy, challenge or variety). As discussed below, the global satisfaction approach and the facet satisfaction approach represent the two primary ways of conceptualizing job satisfaction.

  Global job satisfaction

  Global job satisfaction focuses on workers’ overall attitude toward their jobs and is illustrated by the following self-report items from the Michigan Organizational Assessment Questionnaire (Cammann, Fichman, Jenkins, & Klesh, 1979):

  ‘All in all I am satisfied with my job.’ ‘In general, I like working here.’ ‘In general, I don’t like my job.’ (Note that this third item is reverse-scored.)

  Facet job satisfaction

  Facet job satisfaction, on the other hand, focuses on workers’ attitudes toward specific aspects of their job. For example, the Job Descriptive Index (JDI; Smith, Kendall, & Hulin, 1969), the most commonly used measure of facet satisfaction, assesses satisfaction with five specific aspects of work: (i) work tasks, (ii) supervision, (iii) co-workers, (iv) pay and (v) promotional opportunities. The JDI, like other facet satisfaction measures, yields separate satisfaction scores for each job satisfaction sub-dimension. Thus, the facet approach recognizes that a given worker can be satisfied with some aspects of work, but dissatisfied with others. The following example items from Beehr et al. (2006) are representative of the type of content typically assessed by facet satisfaction measures:

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  The Emerald Review of Industrial and Organizational Psychology

  • Robert L. Dipboye(Author)
  • 2018(Publication Date)
  • Emerald Publishing Limited

    (Publisher)

  r = 0.56) (Colquitt, Conlon, Wesson, Porter, & Ng, 2001). In other words, job satisfaction is associated with situations in which people feel they are allowed to have some input to decisions and the procedures used in the decisions are consistent, objective, justified, and open to appeal. In addition, job satisfaction increases to the extent people perceive outcomes to be equitably allocated.

  Supervisory Behavior

  People are more satisfied with their jobs to the extent they perceive their supervisors as task oriented (i.e., they are organized and emphasize high productivity) and considerate (i.e., they are concerned about subordinate well-being and needs). Supervisors who are seen as having a laissez-faire orientation (i.e., exert little leadership and are disorganized) are likely to have dissatisfied employees.

  Cohesiveness of the Group

  People are more satisfied to the extent they work in cohesive work groups and like their coworkers. The authors of one meta-analysis of the relation of group cohesion to satisfaction outcomes identified group cohesion as the strongest predictor of job/military satisfaction (Oliver, Harman, Hoover, Hayes, & Pandhi, 1999). Similarly, the authors of a meta-analysis examining the interrelations of work-related attitudes in virtual teams found that the strongest correlation was between group cohesion and satisfaction (weighted correlation = 0.57) (Lin, Standing, & Liu, 2008).

  Participation in Decision Making

  People are more satisfied to the extent they perceive they are allowed to participate and have input into important decisions. The correlation of participation and job satisfaction is larger in studies in which both satisfaction and participation are measured with employee self-reports (Wagner, Leana, Locke, & Schweiger, 1997). This suggests a method bias at work that is inflating the correlation between these variables. Even with common method bias, participation is only modestly related to satisfaction and the benefits are most apparent when the participation involves the generation, processing, and use of information not already available to the supervisor.

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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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  The SAGE Handbook of Industrial, Work & Organizational Psychology

  V2: Organizational Psychology

  • Deniz S Ones, Neil Anderson, Chockalingam Viswesvaran, Handan Kepir Sinangil, Deniz S Ones, Neil Anderson, Chockalingam Viswesvaran, Handan Kepir Sinangil, Author(Authors)
  • 2017(Publication Date)
  • SAGE Publications Ltd

    (Publisher)

  Rather than attempt to discuss the vast literatures related to each of these constructs this chapter focuses instead on the three constructs that are most widely agreed to be attitudinal in nature: job satisfaction, organizational commitment, and job involvement. Five broad issues are discussed. First, the theoretical nature of these constructs is discussed with a focus on how the understanding of each construct has evolved over time. Second, theories and models of how attitudes are formed and how they are related to workplace outcomes are discussed. Third, the measurement of the three constructs is described. Fourth, this chapter discusses two challenges for job attitude research; one regarding the validity of the most widely studied model of organizational commitment, the other relating to the manner in which these attitude constructs are related to each other. The chapter concludes with a discussion of research on these three attitude constructs from an international perspective with suggestions as to how variability across countries and cultures might be further explored and how past findings might be synthesized.

  JOB SATISFACTION

  Modern conceptualizations of job satisfaction share two features. First, job satisfaction is multidimensional and organized hierarchically such that overall job satisfaction is determined by an aggregation of satisfaction with specific facets of the job (e.g., pay, coworkers). As such overall job satisfaction is a formative (or aggregate) construct and not a reflective higher-order construct (Law, Wong, & Mobley, 1998) like most other higher-order constructs (e.g., core self-evaluations; Judge, Locke, & Durham, 1997). Second, job satisfaction has both affective and cognitive components. Earlier definitions disagreed on whether job satisfaction was primarily cognitive (e.g., Motowidlo, 1996; Weiss, 2002), or affective (e.g., Locke, 1976) in nature. Motowidlo (1996, p. 176) described job satisfaction as a ‘judgment about the favorability of the work environment', while Weiss (2002, p. 175), seeking to distinguish job satisfaction from affect and aligning it more closely with how job satisfaction is typically measured, defines it as ‘a positive or negative evaluative judgment one makes about one's job or job situation'. In contrast, Smith, Kendall, and Hulin (1969, p. 7) view job satisfaction as ‘feelings or affective responses to facets of the situation’ and Locke (1976, p. 1304) defined job satisfaction as a ‘a pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences

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  Work Motivation in Organizational Behavior

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

    (Publisher)

  Fields (2002) lists many scales of proven validity. Indeed, even some of the scales that brag the best early psychometric properties continue to undergo scrutiny (e.g., Kinicki, McKee-Ryan, Schriesheim, & Carson, 2002). There is no longer any excuse for researchers to construct home-made measures of job satisfaction.

  Conclusions on Job Satisfaction and a Glance Ahead

  In the foregoing sections of this chapter (as well as in parts of Chapter 4 ), we have seen that job satisfaction (and dissatisfaction) are complex motivation-related phenomena, containing both attitudinal and affective elements. We have seen that both are influenced by a range of individual and organizational variables and they, in turn, can have significant effects on a range of other individual as well as organizational variables. The history of the study of job attitudes is as old as the history of the organizational sciences and history has seen a cyclical pattern of attention being paid to people’s feelings about their jobs. The frustrated attempts through the 1980s to find the widely anticipated causal connections between job attitudes and individual performance portended a decline in scientific interest, even though practitioners seemed to believe that “a satisfied employee is a productive employee.” The connections between job attitudes and nonperformance variables, especially withdrawal behaviors, never lost their value in the eyes of either researchers or practitioners. Then, with the introduction of more appropriate conceptualizations of job attitudes (as within-individual phenomena) in the 1990s, research on job attitudes and all of its antecedents and consequences enjoyed a renaissance and the topic is now again “popular” in the academic literature.

  Aside from the historical significance of the phenomena, the more important issue, for this author, is the tremendous significance they have as experienced by working people. Those who have experienced the joys of working know what this means, as do those who have suffered the frustrations of job and career dissatisfaction: They really hurt, and they deliver significant impacts on our daily lives, both while we are actually at work as well as when we are not.

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