This document provides an overview of job satisfaction. It defines job satisfaction and discusses several models of job satisfaction, including Maslow's hierarchy of needs and Herzberg's two-factor theory. It also covers measurement of job satisfaction using tools like the Job Descriptive Index. Determinants of job satisfaction are discussed as well as how satisfaction influences outcomes like absenteeism and turnover. The document concludes with advice for managers on understanding and improving job satisfaction.

1. GROUP NO. 02
Aanand Bhavsar
(1536)
Vaidehi Thaker(1564)
JOB SATISFACTION
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2. Contents
 What is Job Satisfaction?
 Models of Job Satisfaction
 Measurement of Job Satisfaction
 What Determines Job Satisfaction?
 Job Satisfaction Model
 Expressing Dissatisfaction
 Influence of Satisfaction and Dissatisfaction
 Advice to Managers
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3. What is Job Satisfaction?
 Job satisfaction is an emotional response to a job
situation. As such it cannot be seen, it can only be
inferred.
 According to Feldman and Arnold “Job satisfaction
is the amount of overall positive effect or feelings
that individuals have towards their jobs”.
 Vroom in his definition of Job satisfaction focuses
on the role of the employees in the workplace.Thus
he defines Job Satisfaction as affective orientations
on the part of individuals towards work roles which
they are currently occupying.
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4. Models of Job Satisfaction
 Abraham Maslow’s Theory
 Two Factor Theory of Motivation
 Equity Theory
 Affect Theory
 Dispositional Theory
 Discrepancy Theory
 Job Characteristics Model
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5. Abraham Maslow’s Hierarchy of
Needs
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6. Abraham Maslow’s Hierarchy of
Needs
 When discussing human needs, growth, and self-actualization, one
cannot look far before finding Abraham Maslow and his “hierarchy of
needs”.
 Maslow’s (1954) traditionalist views of job satisfaction were based on
his five-tier model of human needs. At the lowest tier, basic life
sustaining needs such as water, food, and shelter were identified.
 The next level consisted of physical and financial security, while the
third tier included needs of social acceptance, belonging, and love.
 The fourth tier incorporated self-esteem needs and recognition by
one’s peers, and at the top of the pyramid was reserved for self-
actualization needs such as personal autonomy and self-direction.
 According to Maslow, the needs of an individual exist in a logical order
and that the basic lower level needs must be satisfied before those at
higher levels.
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7. Herzberg’s Motivator-Hygiene
Theory
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8. Herzberg’s Motivator-Hygiene
Theory
 Every worker has two sets of needs or requirements:
motivator needs and hygiene needs.
 Motivator needs refers to the achievement, recognition,
responsibility etc., the presence of which causes
satisfaction but their absence does not result in
dissatisfaction.
 Hygiene needs are associated with the salary , working
conditions, job security etc., the absence of which
causes dissatisfaction but their presence does not result
in job satisfaction.
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9. Other Models
 Equity theory
Equity Theory shows how a person views fairness in regard to social
relationships. Equity Theory suggests that if an individual thinks there is an
inequality between two social groups or individuals, the person is likely to be
distressed because the ratio between the input and the output are not equal.
 Affect theory
Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most
famous job satisfaction model. The main premise of this theory is that
satisfaction is determined by a discrepancy between what one wants in
a job and what one has in a job.
 Dispositional theory
It is a very general theory that suggests that people have innate
dispositions that cause them to have tendencies toward a certain level
of satisfaction, regardless of one’s job. This approach became a notable
explanation of job satisfaction in light of evidence that job satisfaction
tends to be stable over time and across careers and jobs.
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10. Other Models
 Discrepancy theory
 The concept of discrepancy theory explains the ultimate source of anxiety and
dejection. An individual, who has not fulfilled his responsibility feels the sense
of anxiety and regret for not performing well, they will also feel dejection due
to not being able to achieve their hopes and aspirations.
 According to this theory, all individuals will learn what their obligations and
responsibilities for a particular function, over a time period, and if they fail to
fulfill those obligations then they are punished.
 Job characteristics model
 Hackman & Oldham proposed the Job Characteristics Model, which is widely
used as a framework to study how particular job characteristics impact on job
outcomes, including job satisfaction.
 The model states that there are five core job characteristics (skill variety, task
identity, task significance, autonomy, and feedback) which impact three critical
psychological states (experienced meaningfulness, experienced responsibility
for outcomes, and knowledge of the actual results), in turn influencing work
outcomes (job satisfaction, absenteeism, work motivation, etc.)
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11. Measurement of Job Satisfaction
 The Brief Index of Affective Job Satisfaction (BIAJS) is
a 4-item, overtly affective as opposed to cognitive,
measure of overall affective job satisfaction. The BIAJS
differs from other job satisfaction measures in being
comprehensively validated not just for internal consistency
reliability, temporal stability, convergent and criterion-
related validities, but also for cross-population invariance
by nationality, job level, and job type. Reported internal
consistency reliabilities range between 0.81 and 0.87.
 The Job Descriptive Index (JDI), is a specifically
cognitive job satisfaction measure. It measures one’s
satisfaction in five facets: pay, promotions and promotion
opportunities, coworkers, supervision, and the work itself.
The scale is simple, participants answer either yes, no, or
can’t decide (indicated by ‘?’) in response to whether given
statements accurately describe one’s job.
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12. Measurements of Job
Satisfaction
 Minnesota Satisfaction Questionnaires (MSQ) :- Developed in 1967 by
Weiss, Dawis, England, & Lofquist, the Minnesota Satisfaction
Questionnaire (MSQ) has become a widely used instrument to evaluate
job satisfaction.MSQ measures by means of Working Conditions,Chance
of Advancement,Freedom to use one’s own Judgment & Praising for
doing a good job.
 The Job Satisfaction Survey was developed by Paul E.Spector to assess
employee attitudes about the job and aspects of the job. The JSS is a 36
item questionnaire that targets nine separate facets of job satisfaction.
Those facets include pay, promotion, benefits, supervision, contingent
rewards,operating procedures, coworkers, nature of work, and
communication. Each of these facets is assessed with four items, and a
total score is computed from all 36 items.Responses to each question
range from "strongly disagree" to "strongly agree", and questions are
written in both directions.
 The Faces Scale of job satisfaction, one of the first scales used widely,
measured overall job satisfaction with just one item which participants
respond to by choosing a face.
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13. What Determines Job
Satisfaction?
 Mentally Challenging Work
 Independence
 Equitable Rewards
 Supportive Working Conditions
 Supportive Colleagues
 Personality - Job Fit
 Heredity/Genes
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14. JOB SATISFACTION MODEL
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15. What Determines Job
Satisfaction?
 Try to place newcomers in groups whose members
are satisfied with their jobs.
 Identify the facets of the job that are important to
workers and try to increase their satisfaction by
providing these facets.
 Assess subordinates’ levels of job satisfaction using
scales to monitor their levels of job satisfaction.
 Realize the workers’ job satisfaction levels depend on
their perceptions of their jobs, not yours;
 changing some facets of the job may boost job
satisfaction longer than others.
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16. How satisfied are people in their
jobs?
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17. Influence of Satisfaction and
Dissatisfaction
 Job satisfaction and OCB:
Satisfied employees would seem more likely to talk
positively about the organization, helps others and go
beyond the normal expectations in their job. Those
who feel their co-workers support them are more
likely to engage in helpful behaviors, whereas those
who have antagonistic relationship with co-workers
are less likely to do so.
 Job satisfaction and customer satisfaction:
Service organization manager must be concerned
with pleasing customers. It is important to ask is
employee satisfaction is related to positive customer
outcome? For frontline employees who have regular
customer contact the answer is “yes”. Satisfied
employees increase customer satisfaction and loyalty.
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18. Expressing Dissatisfaction
 Exit:
Behavior directed toward leaving the organization, including
looking for a new position as well as resigning.
 Voice:
Actively and constructively attempting to improve conditions,
including suggesting improvements, discussing problems with
superiors, and some forms of union activity.
 Loyalty:
Passively but optimistically waiting for conditions to improve,
including speaking up for the organization in the face of external
criticism, and trusting the organization and its management to
“do the right thing.”
 Neglect:
Passively allowing conditions to worsen, including chronic
absenteeism or lateness, reduced effort, and increased error
rate.18

19. Influence of Satisfaction and
Dissatisfaction
 Job satisfaction and absenteeism:
There is negative relationship between satisfaction and
absenteeism, but it is moderate to weak. While it certainly
makes sense that dissatisfied employees are more likely to
miss work other factors affect the relationship.
 Job satisfaction and turnover:
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.
 Job satisfaction and workplace deviance:
Job dissatisfaction and antagonistic relationship with co-
workers predict a variety of behaviors organizations fine
undesirable including unionization attempts, substance
abuse, stealing at work, undue socializing and tardiness.
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20. 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 important20

21. WEBOGRAPHY
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 Wikipedia
 Google
 Various Research Papers of Various Universities
BIBLIOGRAPHY
BOOK INTRODUCTION TO MANAGEMENT
BY
STONER & FREEMAN

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