This document discusses job satisfaction, including its definition, measurement, causes, and impacts. It provides the following key points: - Job satisfaction is defined as the level of contentment with one's job based on their perceptions. It can be measured through single questions or summation scores of various job facets. - On average, employees surveyed in Pakistan reported being satisfied with their work itself, supervisors, and coworkers, but less satisfied with pay and promotion opportunities. - Factors that influence job satisfaction include social relationships at work, feedback, and personality traits like self-evaluation. Dissatisfied employees may respond through exit, voice, loyalty, or neglect behaviors. - Higher job satisfaction is

1. Komal Awan
Muhammad Haneef
Asad Ali Tunio
Leela Dhar Khatri
Danyal Qazi

2. • Job satisfaction is the feeling of pleasure and
achievement which an employee experience at
their job, when the work is worth doing, or the
degree to which their works gives them
satisfaction.
• Job satisfaction is the collection of feelings and
beliefs people have about their current jobs.
WHAT IS JOB SATISFACTION?

3. DEFINITION
Job satisfaction is the level of
contentment a person feels regarding
his or her job. This feeling is mainly
based on an individual's perception of
satisfaction.

4. MEASURING JOB
SATISFACTION
• Single Global
• Rating
One question,
such as
“All things
considered,
how satisfied
are you with
your job? ”

5. • Summation score
Typical element here are the nature of
work, supervision, present pay,
promotion opportunities, and relations
with coworkers.
MEASURING JOB
SATISFACTION

6. HOW SATISFIED ARE PEOPLE IN THEIR
JOBS?
70
60
50
40
30
20
10
0
Overall Job
Satisfaction
Team work Compensation
and Benefits
Incentive pay
70 67
40 43
Average Job Satisfaction Levels by Facet

7. HOW SATISFIED ARE PEOPLE IN THEIR
JOBS?
• 60 % of the Pakistani employees surveyed are satisfied with their jobs.
• Where as 40% of the employees feel they are not satisfied.

8. People are on average-
satisfied with their jobs
with the work itself,
with their supervisors
and coworkers
However, they tend to be
less satisfied with their pay and with
promotion opportunities.
HOW SATISFIED ARE PEOPLE IN THEIR
JOBS?

9. WHAT CAUSES JOB SATISFACTION?
 There is strong correspondence between
how well people enjoy the social context of
their workplace and how satisfied they are
overall.
 Interdependence, feedback, social support
and interaction with co-workers are
strongly related to job satisfaction even
after accounting for characteristics of work
itself.

10. Money does motivate people.
But what motivates people is not
necessarily the same as what makes
them happy.
Job satisfaction is not just about job
conditions.
Personality also plays a role.
WHAT CAUSES JOB SATISFACTION?

11. Research shows that people who have
Positive core self-evaluation (who
believe in their inner worth and basic
competence) are more satisfied with
their jobs than those with negative core
self-evaluation.
WHAT CAUSES JOB SATISFACTION?

12. WHAT HAPPENS WHEN EMPLOYEES
LIKE THEIR JOBS?

13. WHEN THEY DISLIKE
THEIR JOBS?
One theoretical model – the exit-voice-
loyalty-neglect framework is helpful in
understanding dissatisfaction.
The four responses differ along two
dimensions :
Constructive/destructive
Active/ passive

14. IMPACT OF SATISFIED AND DISSATISFIED
EMPLOYEES ON THE WORK FORCE
EXIT VOICE
NEGLECT LOYALTY
Active
Constructive
Passive
Destructive

15. The exit response directs behavior
toward leaving the organization,
including looking for a new position as
well as resigning.
Dissatisfaction expressed through
behavior directed toward leaving the
organization.

16. VOICE
The voice response includes actively
and constructively attempting to improve
conditions, including suggesting
improvements, discussing problems with
superiors, and undertaking some forms
of union activity.
Dissatisfaction expressed through active
and constructive attempts to improve
conditions.

17. THE LOYALTY RESPONSE
MEANS
Passively but optimistically waiting for conditions to
improve
Speaking up for the organization in the face of
external criticism
Trusting the organization and its management to
“do the right thing”.
Dissatisfaction expressed by passively waiting for
conditions to improve.

18. NEGLECT
The neglect response passively allows
conditions to worsen and includes
chronic absenteeism or lateness,
reduced effort, and increased error rate.
Dissatisfaction expressed through
allowing conditions to worsen.

19. Exit and Neglect behaviors encompass our
performance variables such as productivity,
absenteeism, and turnover.
Voice and loyalty encompasses
constructive behavior that allow individuals
to tolerate unpleasant situations or revive
satisfactory working conditions.

20. JOB SATISFACTION AND JOB
PERFORMANCE
• “Happy Workers are Productive Workers”
– Developed in 1930’s & 1940’s
– Result from Hawthorne studies at Western
Electricals
– In 1980’s- relationship between satisfaction and
performance was not particularly high.
– Recently as per review found the correlation
between job satisfaction and performance
moderately strong.
– Satisfaction was a likely cause of better
performance, but higher performance was not a
cause of higher job satisfaction.

21. Satisfaction-Performance relationship is
present in both Individual and
organizations level.
Organizations with more satisfied
employees tend to be more effective
than organizations with fewer.

22. JOB SATIFACTION AND
OCB
• Job satisfaction is the major determinant of an employee’s OCB.
• Satisfied employees – Talkpositively, help others and go beyond the call of duty.

23. JOB SATISFACTION AND ABSENTEEISM
There is a consistent
negative relationship
between satisfaction
and absenteeism.
Dissatisfied employees
are more likely to miss work.

24. JOB SATISFACTION AND TURN OVER
• The relationship between the job satisfaction
and turnover is stronger than between
satisfaction and absenteeism. The
satisfaction turnover relationship also is
affected by alternative job prospects

25. JOB SATISFACTION AND WORKPLACE DEVIANCE
Deviant behavior in the workplace (counter
productive behavior or employee withdrawal).
If employees don’t like their work environment,
they’ll respond somehow.
Behavior is caused. There is always a cause
and effect relationship to a particular behavior.
Employers should attack the source problem –
the dissatisfaction- rather than try to control
the different responses.

26. MANAGERS OFTEN “DON’T
GET IT”
Job satisfaction can affect
the bottom line.
Many managers are unconcerned about
employee job satisfaction.
Others overestimate how satisfied employees
are with their jobs.
Regular surveys reduce gaps between what
managers think employees feel and what they
really feel.
Some company (survey every 3 months)
Employees feel good about giving their
opinions.