Job yeatesh


Published on

Published in: Marketing
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Job yeatesh

  1. 1.  By:
  2. 2. Improving job satisfaction may lead to better human relations and organizational performance by creating a win-win situation.
  3. 3. Determinants of Job Satisfaction 1. The work itself 2. Pay 4. Supervision 3. Growth and upward mobility 5. Coworkers 6. Attitude toward work
  4. 4. Theories(Nature) of Job Satisfaction  Each theory of job satisfaction takes into account one or more of the four main determinants of job satisfaction and specifies, in more detail, what causes one worker to be satisfied with a job and another to be dissatisfied.  Influential theories of job satisfaction include     The Facet Model Herzberg’s Motivator-Hygiene Theory The Discrepancy Model The Steady-State Theory  These different theoretical approaches should be viewed as complementary.
  5. 5. The Facet Model  Focuses primarily on work situation factors by breaking a job into its component elements, or job facets, and looking at how satisfied workers are with each.  A worker’s overall job satisfaction is determined by summing his or her satisfaction with each facet of the job.  Sample job facets  Ability utilization: the extent to which the job allows one to use one’s abilities.  Activity: being able to keep busy on the job.  Human relations supervision: the interpersonal skills of one’s boss.
  6. 6. Herzberg’s Motivator-Hygiene Theory  Every worker has two sets of needs or requirements: motivator needs and hygiene needs.  Motivator needs are associated with the actual work itself and how challenging it is.  Facets: interesting work, responsibility  Hygiene needs are associated with the physical and psychological context in which the work is performed.  Facets: physical working conditions, pay, security
  7. 7. Herzberg’s Motivator-Hygiene Theory  Hypothesized relationships between motivator needs, hygiene needs, and job satisfaction:  When motivator needs are met, workers will be satisfied; when these needs are not met, workers will not be satisfied.  When hygiene needs are met, workers will not be dissatisfied; when these needs are not met, workers will be dissatisfied.
  8. 8. The Discrepancy Model  To determine how satisfied they are with their jobs, workers compare their job to some “ideal job.” This “ideal job” could be  What one thinks the job should be like  What one expected the job to be like  What one wants from a job  What one’s former job was like  Can be used in combination with the Facet Model.
  9. 9. The Steady-State Theory  Each worker has a typical or characteristic level of job satisfaction, called the steady state or equilibrium level.  Different situational factors or events at work may move a worker temporarily from this steady state, but the worker will eventually return to his or her equilibrium level.
  10. 10. Potential Consequences(Significance) of Job Satisfaction  Performance: Satisfied workers are only slightly more likely to perform at a higher level than dissatisfied workers.  Satisfaction is most likely to affect work behaviors when workers are free to vary their behaviors and when a worker’s attitude is relevant to the behavior in question.  Absenteeism: Satisfied workers are only slightly less likely to be absent than dissatisfied workers.  Turnover: Satisfied workers are less likely to leave the organization than dissatisfied workers.
  11. 11. Determinants of Absence from Work Motivation to Attend Work is Affected by  Job satisfaction  Organization’s absence policy  Other factors Ability to Attend Work is Affected by  Illness and accidents  Transportation problems  Family responsibilities
  12. 12. Potential Consequences(Significance) of Job Satisfaction  Organizational citizenship behavior (OCB): Satisfied workers are more likely to engage in this behavior than dissatisfied workers.  OCB: Behavior that is above and beyond the call of duty but is nonetheless necessary for organizational survival and effectiveness  Helping coworkers, spreading goodwill  Worker well-being: Satisfied workers are more likely to have strong well-being than dissatisfied workers.  Worker well-being: How happy, healthy, and prosperous workers are
  13. 13. Thank you