Job satisfaction
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The document discusses job satisfaction, highlighting its two main types: affective and cognitive job satisfaction, and various theories that explain it, such as Locke's range of affect theory and Herzberg's two-factor theory. It also addresses environmental and individual factors influencing job satisfaction and mentions measurement tools like the Brief Index of Affective Job Satisfaction and the Job Descriptive Index. Reasons for job dissatisfaction include workload, competitive remuneration, lack of performance recognition, and monotonous work.
Job satisfaction
- 2. JOB SATISFACTION Job satisfaction is how content an individual is with his or her job. Scholars and human resource professionals generally make a distinction between affective job satisfaction and cognitive job satisfaction. Affective job satisfaction is the extent of pleasurable emotional feelings individuals have about their jobs overall, and is different to cognitive job satisfaction which is the extent of individuals’ satisfaction with particular facets of their jobs, such as pay, pension arrangements, working hours, and numerous other aspects of their jobs.
- 4. MODELS OF JOB SATISFACTION 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.
- 6. Opponent process theory Events that seem negative in manner will give rise to the feelings of stress or anxiety. Events that are positive give rise to the feeling of content or relaxation. The other process is the opponent process, which induces feelings that contradict the feelings in the primary processes. Events that are negative give rise to feelings of relaxation while events that are positive give rise to feelings of anxiety. This theory shows that if you try to enhance the mood of individual it will more likely fail in doing so. 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.
- 8. 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. Two-factor theory (motivator-hygiene theory) Frederick Herzberg’s Two-factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively.
- 10. 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.) The five core job characteristics can be combined to form a motivating potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an employee's attitudes and behaviors. Motivating Potential Score MPS= Skill Variety+ Task Identity+ Task Significance 3 X Autonomy X Feedback
- 11. INFLUENCE JOB SATISFACTION Environmental factors -Communication overload and communication under load -Superior-subordinate communication -Strategic Employee Recognition Individual factors -Emotion -Genetics -Personality Psychological factors
- 12. WHAT EMPLOYEES LOOK FOR IN THEIR JOBS
- 13. SATISFACTION Job satisfaction measurement depends on whether affective or cognitive job satisfaction is of interest. The Brief Index of Affective Job Satisfaction 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. The Job Descriptive Index 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.
- 15. SOME REASONS OF JOB DISSATISFACTION Workload In competitive Remuneration Non Recognition of Performance Biased Opinion of Supervisors Monotonous Work