This document discusses job dissatisfaction among employees. It identifies key factors that can lead to dissatisfaction, such as low pay, lack of career growth, and poor management. Dissatisfied employees may respond in one of four ways: exit the organization, use their voice to try and enact change, display loyalty through passive waiting, or neglect their duties. Higher job dissatisfaction is linked to lower job performance and productivity. Dissatisfied employees also exhibit less organizational citizenship behaviors like helping others and teamwork. They have poorer customer satisfaction and higher absenteeism. Managers can help by regularly measuring employee attitudes and focusing on making jobs more interesting and challenging.

5. job dissatisfaction
refers to the negative
attitude of employees
towards their jobs

6. Factors of Dissatisfaction
 Under paid
 Limited career growth
 Lack of interest
 Poor management
 Lack of appreciations
 Change of mind

7. Responses of dissatisfied
employees
 Four types of responses are shown by
employees
 These four responses are differ along two
dimensions
 Constructive/destructive
 Active/passive

8. constructive Destructive
Active Voice Exit
Passive Loyalty Neglect

9. EXIT
 Dissatisfaction
expressed through
behavior directed
toward leaving the
organization
 Due to looking for
new position
 Resigning is another
cause
NEGLECT
 Dissatisfaction
expressed through
allowing conditions
to worsen
 Shown by chronic
absenteeism or
lateness , reduced
effort and increased
error rate

10. VOICE
 Dissatisfaction
expressed through
active and
constructive attempts
to improve the
conditions
 Shown through
discussing problems
with superiors ,
including suggesting
improvements
LOYALTY
 Dissatisfaction
expressed by
passively waiting for
conditions to
improve
 Shown by speaking
up for organization
against external
criticism

11. Job dissatisfaction
and job
Performance

12.  Job dissatisfaction and job
performance are inversely
related with each other.
 Higher the job
dissatisfaction lower will be
productivity.

16.  OCB includes :
 Helping others
 Reciprocation of positive experiences
 Shows good mo0od
 Go beyond the normal expectations of
their job
 Good teamwork
 Engage with OCB

17. OCB And Dissatisfied
Employees
 OCB and job dissatisfaction are moderately
correlated with each other
 Dissatisfied employees shows behavior
antagonist to OCB
 Less helping with others
 Less likely to do teamwork
 Shows bad mood
 Less likely to engage in OCB

19.  Employees who have regular customer
contact is related to positive customers
outcome
 Dissatisfied employees are less likely to
increase customers satisfaction
 Don’t work on customers loyalty with the
organization
 Low morale of employees also a major
factor

21.  Job dissatisfaction and absenteeism have
positive correlation with each other
 Dissatisfied employees are more likely to
miss work
 Shows high absence rate when alternative
jobs are available
 Absenteeism affect relationships among
employees as well as among customers

23.  Relationship between Job dissatisfaction and
turnover rate is less predictive
 Higher the job dissatisfaction turnover rate will
not higher
 Because dissatisfied employees shows “pull”
response (the lure of other job) than “push”
(unattractiveness of current job)
 Employees having high “human capital” (high
education , high ability) also shows turnover
 Satisfied employees also shows turnover

25.  Job dissatisfaction and antagonist
relationships with co-workers predict
variety of behaviors which include
 Unionization attempt
 Substance abuse
 Stealing at work
 Undue socializing etc
 All of these behaviors are indicator of
broader syndrome called “deviant
behavior”

26.  Responses of employees are not easy to
forecast exactly how
 One worker might quite
 Other may use work time in socializing on
internet
 Or use work time into online shopping

28.  Managers are mostly unconcerned about
employees job satisfaction
 Which produces a large gape between manager
and employees
 Which leads employees towards dissatisfaction
 Regular surveys can fill the gaps
 Regular surveys are not a solution but
employees feel good about giving their opinions
 They feel that they are heard
 Organizations need to find where they can be
improved

30.  Managers can improve employee attitudes by
following implications
 Managers must have to keep resignation and
absenteeism rate low especially among their
most productive employees
 Managers will also try to measure employees
attitudes regularly so they can tell how
employees are reacting to their works
 The most interesting thing managers can do
to raise employees satisfaction is focus on
the intrinsic parts of job , such as making the
challenging and interesting

31.  Although paying employees poorly not
attract high quality employees
 Managers should realize that high pay
alone is unlikely to create satisfying
work environment

32. Stephen p. Robbins , Timoty A. Judge ,
NeharikaVohra, “Organizational behaviours
15th edition pp.86-91