Job satisfaction (Attitudes Part II) Flashcards
define job satisfaction (Moorhead and Griffin, 2012)
job satisfaction is the extent to which a person is gratified or fulfilled by his or her work
Show how job satisfaction can be measured
SINGLE GLOBAL RATING METHOD: Is just a response to one question. [e.g. How satisfied are you with your job] The question is answered on a scale of 1 to 5 and ranges from ‘highly satisfied’ to ‘highly dissatisfied
A SUMMATION OF JOB FACETS: identifies key elements in a job (e.g. supervision, present pay, nature of the work itself etc…) and asks for the employees to rate them on a standardized scale. Researchers add up the ratings to create an overall job satisfaction score.
What causes job satisfaction
INTERESTING AND SATISFYING WORK: Jobs involving solving unforeseen problems, learning new things and performing complex tasks have been linked with higher levels of job satisfaction
PERSONALITY: People who have positive core self-evaluations are more satisfied with their jobs than those with negative core self-evaluations as they see the work as more fulfilling and challenging.
LEADERSHIP: Is the leadership style task orientated or relationship orientated? Is the style appropriate to the achievement of the goal.
PROMOTION: People are more likely to be satisfied working in an organisation where there are plenty of opportunities for further advancement within the organisation.
Working Conditions: Employees like to work in safe and comfortable environments.
According to Greenberg and Baron (2005) Job satisfaction can be promoted by:
PAYING PEOPLE FAIRLY: Its important that people believe the organisations pay system is fair.
IMPROVE THE QUALITY OF SUPERVISION: Employees are most satisfied when they believe that their supervisor is competent and respects them and when there is open communication
DECENTRALISE THE CONTROL OF ORGANISATIONAL POWER: When employee’s are involved in the decision making process they become satisfied as they feel that they have some sort of impact on the organisation.
MATCH PEOPLE TO JOBS THAT MATCH THEIR INTERESTS: To ensure job satisfaction its important that people are able to fulfill some of their interests at work
Identify four employee responses to dissatisfaction
The exit-voice-loyalty-neglect framework is helpful in understanding the consequences of dissatisfaction.
EXIT: Dissatisfaction expressed through behaviour directed towards leaving the organisation. Involves looking for a new position as well as resigning
VOICE: Dissatisfaction expressed through active and constructive attempts to improve conditions. Involves suggesting improvements, discussing problems with superiors and undertaking some form of union activity
LOYALTY: Dissatisfaction expressed by passively waiting for things to improve. Involves speaking up for the organization in the face of outside criticism and trusting management to ‘do the right thing’
NEGLECT: Dissatisfaction expressed through allowing things to get worse. Involves chronic absenteeism/lateness, reduced effort and increased error rate
Outcomes of Job Satisfaction
JOB PERFORMANCE: Satisfied workers are more productive and more productive workers are more satisfied! Organisations with more satisfied employees tend to be more effective than organisations with fewer satisfied employees
CUSTOMER SATISFACTION: Satisfied front line employees increase customer satisfaction and loyalty as satisfied employees are more likely to be friendly, upbeat and responsive- which customers appreciate.
ABSENTEEISM: Satisfied employees are less likely to miss work. When numerous alternative jobs are available, dissatisfied employees have high absence rates but when there are few they have the same low rate of absence as satisfied employees.
OGANISATIONAL CITIZENSHIP BEHAVIOUR: Satisfied employees are more likely to talk positively of the organisation, help others and go beyond the normal expectations in their job.
WORKPLACE DEVIANCE: According to US research Dissatisfied workers are more likely to abuse substances, steal, be late, and withdraw effort.
