The document discusses the topic of job satisfaction. It defines job satisfaction as a pleasurable emotional state resulting from one's job or job experiences. It identifies six main determinants of job satisfaction: the work itself, pay, growth and upward mobility, supervision, co-workers, and attitudes toward work. The document outlines several theories of job satisfaction, including the facet model, Herzberg's motivator-hygiene theory, the discrepancy model, and the steady-state theory. It discusses potential consequences of job satisfaction such as performance, absenteeism, turnover, organizational citizenship behavior, and worker well-being. The document provides advice for managers on understanding and improving job satisfaction.

1. Job Satisfaction
Yeganeh Majidi
NOV. 2015

2. Take a second…
 Think of a time when you felt
especially good about your job. Why
did you feel that way?
 Think of a time when you felt
especially bad about your job. Why
did you feel that way?

3. Determinants of Job Satisfaction
4. Supervision 5. Co-workers
6. Attitude
toward work
2. Pay
3. Growth and
upward
mobility
1. The work
itself

4. Topics
 What is Job Satisfaction?
 Work Values.
 Work Attitudes.
 Theories of Job satisfaction.
 Potential Consequences of Job satisfaction.
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5. What is Job satisfaction?
 Job satisfaction has been defined as a pleasurable
emotional state resulting from the appraisal of one’s job or
job experiences.
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6. Work Values
 A worker’s personal conviction about what outcomes
one should expect from his works and how one
should behave at work.
 The most general and long-lasting feelings and
beliefs people have that contribute to how they
experience work.
 Values can be intrinsic (i.e., related to the nature of
work itself) or extrinsic (i.e., related to the
consequences of work).
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7. Intrinsic vs. Extrinsic Work Values
Intrinsic Values
 Interesting work
 Challenging work
 Learning new things
 Making important contributions
 Responsibility and autonomy
 Being creative
Extrinsic Values
 High pay
 Job security
 Job benefits
 Status in wider community
 Social contacts
 Time with family
 Time for hobbies
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8. Work Attitudes
Collections of feelings, beliefs, and
thoughts about how to behave that people
currently hold about their jobs and
organizations.
Compared to values, attitudes are
More specific
Not as long lasting
Specific work attitudes:
Job satisfaction is the collection of feelings and
beliefs that people have about their current jobs.
Organizational commitment is the collection of
feelings and beliefs that people have about their
organizations as a whole.
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11. Theories 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.
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12. 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.
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13. 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.
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14. 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, autonomy, responsibility
Hygiene needs are associated with the physical
and psychological context in which the work is
performed.
Facets: physical working conditions, pay, security
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15. 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.
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16. 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.
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18. Potential Consequences
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.
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19. 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
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20. Potential Consequences
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 11
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21. Advice to Managers
 Do not assume that poor performers are dissatisfied with their jobs or
that good performers are satisfied with their jobs.
 Do not assume that workers who are absent are dissatisfied or that
they were not motivated to come to work. Absence is also a function
of ability to attend.
 Manage absenteeism. Don’t try to eliminate it, and keep in mind that a
certain level of absence is often functional for workers and
organizations.
 Realize that turnover has both costs and benefits for an organization
and that you need to evaluate both. In particular, before becoming
concerned about worker turnover, examine the performance levels of
those who quit.
 If workers do only what they are told and rarely, if ever, exhibit
organizational citizenship behavior, measure their levels of job
satisfaction, identify the job facets they are dissatisfied with, and make
changes where possible.
 Even if job satisfaction does not seem to have an effect on important
behaviors in your organization, keep in mind that it is an important
factor in worker well-being. 11
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22. Job Satisfaction Video
 What is the difference between Job satisfaction and
Motivation?
http://www.youtube.com/watch?v=PsSjN3nxibs

23. Test your Job Satisfaction
 http://www.testcafe.com/car/

24. 24
FEM3104 JPMPK/FEM/MAT-RK-MH/2010-2011

25. References
 Rain, J.S., Lane, I.M. & Steiner, D.D. (1991) A current look at
the job satisfaction/life satisfaction relationship: Review and
future considerations. Human Relations, 44, 287–307.
 Rice, R., & McFarlin, D. (1991). Determinants of satisfaction
with specific job facets: A test of Locke's model. Journal of
Business and Psychology, 6, 1, 25-38.
 Weiss, H. M. (2002). Deconstructing job satisfaction:
separating evaluations, beliefs and affective experiences.
Human Resource Management Review, 12, 173-194.
 The Motivation to Work. F. Herzberg, B. Mausner, B.B.
Snyderman. Somerset, NJ: Transaction Publishers; 1993.
 Create own job satisfaction. (2007, September 15). Winnipeg
Free Press,G.1. Retrieved October 21, 2007, from Canadian
Newsstand Major Dailies database. (Document
ID: 1336921681).
 http://www.aafp.org/fpm/991000fm/26.html
 http://www.jobquality.ca/indicator_e/rew002.stm
 http://www.testcafe.com/car/

26. Thank you!