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Job satisfaction September 2015
This document discusses factors that influence job satisfaction. It explores definitions of job satisfaction and causes of dissatisfaction such as stress. Intrinsic rewards like meaningful work and extrinsic rewards like pay are examined. A survey to measure satisfaction is presented covering aspects like work complexity, supervision, and promotions. Relationships between satisfaction and absenteeism, leadership styles, decision making processes, and trust are investigated. The impact of rewards, work environment, career development and management relationships are also reviewed. The document concludes with considerations for activities to improve employee satisfaction and engagement.
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Job satisfaction September 2015
- 1. All you wantedto know about job satisfaction by Toronto Training and HR September 2015
- 2. CONTENTS 3-4 Introduction 5-6 Definition 7-8Causes of job dissatisfaction 9-10 Intrinsic and extrinsic job quality factors 11-14 A survey for the scale of job satisfaction 15-16 Work unit absenteeism and job satisfaction 17-18 Forces driving labour market transformations and job satisfaction 19-20 Dimensions of job satisfaction in call centres 21-24 Numbers and job satisfaction 25-26 Participatory decision making and job satisfaction 27-28 Trust and job satisfaction 29-30 Organizational citizenship behaviour and job satisfaction 31-32 Employee voluntary partnership and job satisfaction 33-34 Transformational leadership and job satisfaction 35-37 Career development and job satisfaction 38-39 Employee-management relationships and job satisfaction 40-41 Reward and job satisfaction 42-44 Work environment and job satisfaction 45-48 Areas to consider when arranging fun activities 49-50 Conclusion, summary and questions Page 2
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- 4. Page 4 Introduction toToronto Training and HR Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking 15 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: Training event design Training event delivery HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale Services for job seekers
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- 6. Definition • Jobsatisfaction Page 6
- 7. Page 7 Causes ofjob dissatisfaction
- 8. Causes of job dissatisfaction •Booming stress • Flight cognition • The continuous job hunt Page 8
- 9. Page 9 Intrinsic andextrinsic job quality factors
- 10. Intrinsic and extrinsic job qualityfactors • Intrinsic rewards • Extrinsic rewards • Individual control variables • Country specific contextual variables Page 10
- 11. Page 11 A surveyfor the scale of job satisfaction
- 12. A survey forthe scale of job satisfaction 1 of 3 • Work is complex/simple • Work is creative/routine • Work is satisfying/ not satisfied • Work is respected/ not respected • Sense of accomplishment/not fulfilling • Supervisor is professional/not professional Page 12
- 13. A survey forthe scale of job satisfaction 2 of 3 • Supervisor is flexible/not flexible • Supervisor gives feedback/no feedback • Co-workers are responsible/irresponsible • Co-workers are friendly/hard to get on with Page 13
- 14. A survey forthe scale of job satisfaction 3 of 3 • Promotions are fair/unfair • Promotions are frequent/infrequent • Promotions are on ability/arbitrary • Good future advancement/poor future advancement • Pay is good/underpaid Page 14
- 15. Page 15 Work unitabsenteeism and job satisfaction
- 16. Work unit absenteeism and job satisfaction Lowerdispersion levels of work unit absenteeism Higher dispersion levels of work unit absenteeism Strong context Higher mean levels of work unit absenteeism Weak context Higher mean levels of work unit absenteeism Strong context Lower mean levels of work unit absenteeism Weak context Lower mean levels of work unit absenteeism Page 16
- 17. Page 17 Forces drivinglabour market transformations linked to job satisfaction
- 18. Forces driving labour market transformations linkedto job satisfaction • Globalization and offshoring • Mergers, acquisitions and restructuring • Transition from industrialization to a knowledge-based and service economy • De-unionization Page 18
- 19. Page 19 Dimensions ofjob satisfaction in call centres
- 20. Dimensions of job satisfaction in callcentres • Working conditions • Procedures and regulations • Hierarchical relationships at work • Autonomy Page 20
- 21. Page 21 Numbers andjob satisfaction
- 22. Numbers and job satisfaction 1 of3 Percentage of people who… • Like their jobs • Like the type of work they are doing better than any their aspect of their job • Like their co-workers better than any other aspect of their job • Like their pay better than any other aspect of their job • Say they are paid fairly Page 22
- 23. Numbers and job satisfaction 2 of3 True or false… • White-collar workers are more satisfied with their jobs than blue-collar workers are with their jobs • Younger workers and more satisfied with their jobs than older workers are satisfied with their jobs Page 23
- 24. Numbers and job satisfaction 3 of3 True or false (cont.)… • Managers and professionals are less satisfied than non-managers and non-professionals • Employees working with friendly co-workers are more satisfied than employees working alone Page 24
- 25. Page 25 Participatory decision makingand job satisfaction
- 26. Participatory decision making and job satisfaction Dimensionsof participatory decision making • Rationale • Structure • Form • Issues • Degree of involvement • Decision process Page 26
- 27. Page 27 Trust andjob satisfaction
- 28. Trust and job satisfaction •Dyadic trust • Institution trust Page 28
- 29. Page 29 Organizational citizenship behaviourand job satisfaction
- 30. Organizational citizenship behaviour and job satisfaction •Definition • The Big Five dimensions Page 30
- 31. Page 31 Employee voluntary performanceand job satisfaction
- 32. Employee voluntary performance and job satisfaction • Loyalty •Cooperation • Participation Page 32
- 33. Page 33 Transformational leadership andjob satisfaction
- 34. Transformational leadership and job satisfaction •Definition • What does it involve? • The importance of follower trust • Leadership factors involved Page 34
- 35. Page 35 Career developmentand job satisfaction
- 36. Career development and job satisfaction 1of 2 • Opportunities to use skills and abilities • Career advancement opportunities within the organization • The organization’s commitment to professional development • Job-specific training Page 36
- 37. Career development and job satisfaction 2of 2 • Career development opportunities • Paid training and tuition reimbursement programs • Networking Page 37
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- 39. Employee- management relationships and job satisfaction • Communication betweenemployees and senior management • Relationship with immediate supervisor • Management’s recognition of employee job performance • Autonomy and independence Page 39
- 40. Page 40 Reward andjob satisfaction
- 41. Reward and job satisfaction •Pay • Benefits • Flexibility to work-life balance issues Page 41
- 42. Page 42 Work environmentand job satisfaction
- 43. Work environment and job satisfaction 1 of2 • Job security • Organization’s financial stability • The work itself • Feeling safe in the work environment • Overall corporate culture • Relationships with co-workers • Meaningfulness of job Page 43
- 44. Work environment and job satisfaction 2 of2 • Contribution of work to organization’s business goals • Variety of work • Organization’s commitment to CSR • Organization’s commitment to diversity and inclusion • Organization’s commitment to a green workplace Page 44
- 45. Page 45 Areas toconsider when arranging fun activities
- 46. Areas to consider whenarranging fun activities 1 of 3 • Make people smile and ideally laugh • Positively and publicly remind people of their value to the organization and to each other • Be inexpensive to develop, easily prepared and able to be implemented within time and space limitationsPage 46
- 47. Areas to consider whenarranging fun activities 2 of 3 • Uplift people’s spirits in ways that make them feel good about being part of this organization • Be as inclusive as possible, yet respect the right of others to opt out • Not detract from anyone’s ability to perform his or her job responsibilitiesPage 47
- 48. Areas to consider whenarranging fun activities 3 of 3 • Contribute to and support the organization’s culture and core values • Be done on a frequent basis • Be planned and implemented largely by employees • Produce results that are desirable, identifiable and measurablePage 48
- 49. Page 49 Conclusion, summaryand questions
- 50. Page 50 Conclusion, summaryand questions Conclusion Summary Videos Questions