satisfaction at work Flashcards
Hertzberg’s 2 Factor Theory of job satisfaction
satisfaction + dissatisfaction work INDEPENDENTLY
factors PRODUCING satisfaction and those PREVENTING dissatisfaction are different
hygiene factors(lower level needs)
e.g. physiological+safety needs
stop you from being unhappy, but don’t make you happy
examples of hygiene factors
salary, work environment
motivators(higher level)
e.g. relatedness, self esteem contribute to job satisfaction
make you happy, but won’t stop you from being unhappy (can live w/o)
examples of motivational factors
praise, recognition, respect
Herzberg’s study sample
200 engineers+accountants
Pittsburg, USA interviewed
Herzberg’s procedure
give detailed description of periods of exceeding happiness+unhappiness w/ jobs
data collection - Herzberg
qualitative data collected to find out what workers found good and bad abt their job
levels of hygiene+ motivating factors
high+high-> perfect job
high+low->few complaints but not highly motivated- pay packet job
low+high->motivated w/ lots complaints. exciting job BUT poor conds.
low+low-> worst job
Hackman+Oldman: Job characteristics
framework analysing how job CHARACTERISTICS affect job satisfaction + other work outcomes to create appealing + motivating jobs
5 key factors of job characteristics
Skill VARIETY: utilise worker’s pre-existing skills
Task Identity: job completion of entire work+involve workers holistically
Task significance: job impact others
Autonomy: flexibility in planning, scheduling, working
Feedback
3 critical psychological states
Meaningfulness: extent to which employees experience work as having purpose- demonstrate value to others
Experienced responsibility: employee feels accountable for work performances+outcomes
Knowledge of results: employee aware of performance levels(how good/bad)
Outcomes
high internal work motivation
growth/general satisfaction
work effectiveness (low rate of absenteeism+turnover)
Techniques of job design
producing successful product+ have content employees
job design
specification of job contents, methods, relationships to meet both organisational+personal needs
begin with task requirements -> motivators
Belias+Skikas
literature review found that effective job design can stimulate employee interest at work
Job rotation
allows employees to rotate from one job to another (task+department change)
factors affecting: gender, physical job demands, skill capacity of employee, demands+time needed to perform task
benefits of job rotation
- introduces variety + prevents worker boredom
- workers gain increased skills->more versatile+adaptable to org needs
job enlargement
expanding job to include more tasks
horizontal: workers more tasks at same level, increased variety in job
vertical: adding decision making responsibilities/higher level tasks, increase variety+empowerment+worker competence
job enrichment
providing workers w/ greater variety of tasks
benefits of job enrichment
- increased skill set + responsibilities (redesigning tasks)
- greater sense of job control > job interest for workers responsible for employees in task completion
- enhances motivation + job satisfaction
HOWEVER implementation may vary based on organisation’s structure+task nature
measuring job satisfaction
through SELF REPORT measures including questionnaires+rating scales
Job Descriptive Index(Smith): 5 aspects
- work experience
- salary
- promotion prospects
- experience of supervision
- experience of co-workers
positives of JDI
- simple language ans: yes, no, can’t decide
- results compared w/ STANDARDISED NORMS based on large sample data (age, gender, education, community)
- allows comparison of INDIVIDUAL SATISFACTION w/ similar individuals in same demographic (baseline scores establishing satsifaction)
- measures specific, objective areas
