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Job Satisfaction

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Job Satisfaction

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Job Satisfaction

  1. 1. Job Satisfaction
  2. 2. Measuring Job Satisfaction <ul><li>Job is more than just the obvious activities </li></ul><ul><li>It requires interacting with coworkers and bosses, following organizational rules and policies, meeting performance standards, living with working conditions and the like </li></ul><ul><li>Determinants of job- nature of the work, supervision, present pay, promotion opportunities and relations with coworkers. </li></ul><ul><li>Happy workers are productive workers </li></ul>
  3. 3. How satisfied Are People in their jobs? <ul><li>People are, on average satisfied with their jobs overall, with the workitself, and with their supervisors and coworkers. </li></ul><ul><li>They tend to be less satisfied with their pay and with promotion opportunities </li></ul>
  4. 4. US JOB SATISFACTION LEVELS <ul><li>1987 61% </li></ul><ul><li>1995 59% </li></ul><ul><li>2000 51% </li></ul><ul><li>2005 52% </li></ul><ul><li>2006 47% </li></ul>
  5. 5. What causes Job Satisfaction? <ul><li>Interesting jobs-training, variety, independence and control </li></ul><ul><li>Benefits more than pay </li></ul><ul><li>Core self evaluations-people who believe in their inner worth and basic competence are more satisfied as well grow more </li></ul>
  6. 6. The effect of job satisfaction on Employee Performance <ul><li>Satisfaction and Productivity – </li></ul><ul><li>Individual level- productivity is likely to lead to satisfaction </li></ul><ul><li>Organizational level-more satisfied people tend to be more effective </li></ul><ul><li>Happy organizations are more productive </li></ul>
  7. 7. The effect of job satisfaction on Employee Performance <ul><li>Satisfaction and Absenteeism – </li></ul><ul><li>“… ..positive attitudes can at times serve to “pull” the individual towards the organisation and the reverse can be expected when attitudes are more negative ” (George & Jones, 2002, p. 94). </li></ul><ul><li>An employees’ ability to attend is influenced on the other hand by factors such as family responsibilities, transportation problems, accidents and the like . </li></ul><ul><li>Absenteeism seems to be a behaviour that organisations can never eliminate, but they can rather control and manage it. George and Jones (2002, p. 94) note that “organisations should not have absence policies that are so restrictive that they literally force workers to come to work even if they are ill. Organisations may want to recognise that a certain level of absence is indeed functional.” </li></ul>
  8. 8. The effect of job satisfaction on Employee Performance <ul><li>Satisfaction and Turnover </li></ul><ul><li>Satisfaction is also negatively related to turnover, but the correlation is stronger than what we found for absenteeism </li></ul><ul><li>Level of satisfaction is less important in predicting turnover for superior performers </li></ul><ul><li>They get pay raises, praise, recognition, increased promotional opportunities, and so forth. </li></ul><ul><li>Just the opposite tends to apply to poor performers. There may even be subtle pressures to encourage them to quit. </li></ul>
  9. 9. HOW EMPLOYEES CAN EXPRESS DISSATISFACTION <ul><li>Exit-Dissatisfaction expressed through behavior directed towards leaving the organization </li></ul><ul><li>Voice-active and constructive attempts to improve conditions </li></ul><ul><li>Loyalty-passively but optimistically waiting for conditions to improve, including speaking up for the organization, trusting the orgn and its mgmt to “do the right thing” </li></ul><ul><li>Neglect- allowing conditions to worsen, including chronic absenteeism or lateness, reduced effort, and increased error rate. </li></ul>
  10. 10. RESPONSES TO JOB DISSATISFACTION <ul><ul><ul><ul><ul><li>ACTIVE </li></ul></ul></ul></ul></ul>VOICE CONSTRUCTIVE DESTRUCTIVE EXIT NEGLECT LOYALTY <ul><li>PASSIVE </li></ul>

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