Job Satisfaction [Thread 1302] - CiteHR
Leolingham2000
Management Consultant
Umalme
Business Consultancy
Mamtakapoor
Psychologist/outbound Trainer
Monikagarg
Human Resources
Kanishka
Consultant

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I am prepearing a dessertationon "Measurement of Job Satisfaction"
I am looking forwrd to get some ideas pooled on the same...
so share your views and let me know what do you have to say about the Job Satisfaction--
Its concept
Its Measurement
Its merits and merits
Relevance in the present era.
waiting for your replies..
Regards and cheers
Monika
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MONIKA,

SOMETHING USEFUL TO THINK ABOUT.

MANAGING JOB SATISFACTION.

Increasing job satisfaction is important for its humanitarian value and for its financial benefit (due to its effect on employee behavior.) As early as 1918, studies explored the relationship between work and satisfaction .

Various Researches have included measures of job satisfaction in all our employee surveys. Clear patterns have emerged.

Employees with higher job satisfaction:

believe that the organization will be satisfying in the long run

care about the quality of their work

are more committed to the organization

have higher retention rates, and

are more productive.

Define Your Terms

Be precise. Vague terms like "morale" often include elements of satisfaction, commitment, desire to quit, communication, etc. A major business magazine quoted a CEO who consistently confused job satisfaction with complacency. A lack of conceptual clarity makes it difficult to learn anything useful or precise.

A single construct or multiple dimensions. One area of disagreement is whether job satisfaction has multiple dimensions. Researchers like Porter and Lawlerą define job satisfaction as a unidimensional construct; that is, you are generally satisfied or dissatisfied with your job. In contrast, Smith, Kendall, and Hulin˛ argue that job satisfaction is multidimensional; that is, you may be more or less satisfied with your job, your supervisor, your pay, your workplace, etc.

For the purposes of our work, we follow Porter & Lawler and define job satisfaction as people's affective (emotional) response to their current job conditions. We also carefully distinguish job satisfaction from its consequents. Desire to stay with an organization is not a symptom of job satisfaction, it is a consequence of job satisfaction. As an independent factor, desire to stay is also affected by other factors such as employees' job security, expectations about their future success in the organization, etc.

Sources of Confusion

Negative is stronger than positive. Dissatisfaction seems to be more motivating than satisfaction. In a similar way, people often react more immediately and visibly to pain than to a pleasant stimulus.

Diminishing returns. Frequently, there is not a simple relationship between satisfaction and its consequents. For example: the greater the dissatisfaction, the greater the motivation to quit. Once people are basically satisfied, they are no longer motivated to quit. How will their behavior be different if they are wildly satisfied with their jobs? They will still not be motivated to quit. Thus, once employees are satisfied with their jobs, being wildly satisfied may not produce significantly different behavior. This effect can cause managers to under-estimate just how motivating job satisfaction really is.

What are the statistically significant factors that affect job satisfaction?

Research identified six factors that influenced job satisfaction. When these six factors were high, job satisfaction was high. When the six factors were low, job satisfaction was low. These factors are similar to what we have found in other organizations.



Opportunity.

Employees are more satisfied when they have challenging opportunities at work. This includes chances to participate in interesting projects, jobs with a satisfying degree of challenge and opportunities for increased responsibility. Important: this is not simply "promotional opportunity." As organizations have become flatter, promotions can be rare. People have found challenge through projects, team leadership, special assignments-as well as promotions.

Actions:

Promote from within when possible.

Reward promising employees with roles on interesting projects.

Divide jobs into levels of increasing leadership and responsibility.

It may be possible to create job titles that demonstrate increasing levels of expertise which are not limited by availability of positions. They simply demonstrate achievement.

Stress.

When negative stress is continuously high, job satisfaction is low. Jobs are more stressful if they interfere with employees' personal lives or are a continuing source of worry or concern.

Actions:

Promote a balance of work and personal lives. Make sure that senior managers model this behavior.

Distribute work evenly (fairly) within workteams.

Review work procedures to remove unnecessary "red tape" or bureaucracy.

Manage the number of interruptions employees have to endure while trying to do their jobs.

Some organizations utilize exercise or "fun" breaks at work.

Leadership.

Employees are more satisfied when their managers are good leaders. This includes motivating employees to do a good job, striving for excellence or just taking action.

Actions:

Make sure your managers are well trained. Leadership combines attitudes and behavior. It can be learned.

People respond to managers that they can trust and who inspire them to achieve meaningful goals.

Work Standards.

Employees are more satisfied when their entire workgroup takes pride in the quality of its work.

Actions:

Encourage communication between employees and customers. Quality gains importance when employees see its impact on customers.

Develop meaningful measures of quality. Celebrate achievements in quality.

Trap:

be cautious of slick, "packaged" campaigns that are perceived as superficial and patronizing.

Fair Rewards.

Employees are more satisfied when they feel they are rewarded fairly for the work they do. Consider employee responsibilities, the effort they have put forth, the work they have done well and the demands of their jobs.

Actions:

Make sure rewards are for genuine contributions to the organization.

Be consistent in your reward policies.

If your wages are competitive, make sure employees know this.

Rewards can include a variety of benefits and perks other than money.

As an added benefit, employees who are rewarded fairly, experience less stress.

Adequate Authority.

Employees are more satisfied when they have adequate freedom and authority to do their jobs.

Actions:

When reasonable:

Let employees make decisions.

Allow employees to have input on decisions that will affect them.

Establish work goals but let employees determine how they will achieve those goals. Later reviews may identify innovative "best practices."

Ask, "If there were just one or two decisions that you could make, which ones would make the biggest difference in your job?"

The secret:

One thing that makes humans unique is our ability to focus energy. Whether to heat a home or to cut steel with a laser, focusing energy where it's needed produces significant results. As a manager, you need to know what is important and where it is a problem. Focusing time and resources on a specific problem is more likely to produce measurable benefits to the organization.

REGARDS

LEO LINGHAM
Dear Leo,

Thanks for you ideas. I want to put forward one point that really needs a ponder over.

Job Profile, when you talk of opporunities, we understand the provision of multitasking would add value to one's job, but at the same time , it should be taken into consideration that the moment any individual joins an organizational set up, he oes so with a profile , that may have and mostly it does not have this option.

In that case we may also take it in a way that the person who joins an organization, does so with a clear and job profile in mind that helps him in organizing his skills and work style. In the process he gains perfection and interest in his job ad gradually derives satisfaction out of his work.

Now suddenly one fine morning he gets to know that he is required to do something which is of no interest to him and also entirely differst from what he has been doing so far.

now, in such a situation , just try to think from a layman mind , how would he face this situation, where does his jo satisfaction stand.

He would not quit looking at the dispropotion between manpower and job availability in the market.

now how o we rate job satisfaction.. And believe me this is the sitaution that many of us face everyday and not everyone is brave enough to take up newer challenges everyday and the percentage of such go-getter is really small.

Monika

HR Professional
THANKS. for you ideas. I want to put forward one point that really needs a ponder over.

Job Profile, when you talk of opporunities, we understand the provision of multitasking would add value to one's job, but at the same time , it should be taken into consideration that the moment any individual joins an organizational set up, he oes so with a profile , that may have and mostly it does not have this option.

In that case we may also take it in a way that the person who joins an organization, does so with a clear and job profile in mind that helps him in organizing his skills and work style. In the process he gains perfection and interest in his job ad gradually derives satisfaction out of his work.

--------------------------------------------------------------------------------------------------------------------------------- --------------------

When a person is selected , the person is selected on the basis of

-current job analysis / job descriptions/ key performance indicators.

-the person's fitness with the job specifications.

BUT THIS IS NOT STILL THE FINAL, AS THE NEW EMPLOYEE HAS NO CLEAR FEELINGS

FOR THE CULTURE. THIS TAKES TIME AND HENCE MORE TIME TO GAIN SATISFACTION

ON THE JOB.

-------------------------------------------------------------------------------------------------------------------------------------------------

Now suddenly one fine morning he gets to know that he is required to do something which is of no interest to him and also entirely differst from what he has been doing so far.

now, in such a situation , just try to think from a layman mind , how would he face this situation, where does his jo satisfaction stand.

He would not quit looking at the dispropotion between manpower and job availability in the market.



now how o we rate job satisfaction.. And believe me this is the sitaution that many of us face everyday and not everyone is brave enough to take up newer challenges everyday and the percentage of such go-getter is really small.

------------------------------------------------------------------------------------------------------------------------------------------------------------

MONIKA.

All the best job descriptions/ job profiles are mere guidelines for the conduct of activities.

They are not constitutional laws, which cannot be changed.

Job activities change everyday , according to market forces / economic conditions.

People will be asked to perform duties , which is not in the job description.

It is the responsibility of the line manager to manage the job profile/ employees.

This is happening very frequently these days due to changing circumstances.

The line managers must upgrade the job profile as the change

takes place and also leave room for flexibility.

These can be managed, provided the line managers are trained

-TO MANAGE THEIR PEOPLE.[ PEOPLE MANAGEMENT SKILLS]



regards

LEO LINGHAM
Role of Subordinates in Job Satisfaction
The subordinates and associates play a major role in job satisfaction , they are the ones who push you and pull you . In the era of Team Work and multitasking the employee can not and should not work in ones own module without any interaction wiht the peers.
Peer sooperation can effect the performance in the following ways:
Information sharing
Conrtibuting to the common goals
Sequencing of work
sharing vision and mission achievements.
If peer supporyt is missing, then the employee is liable to fall short of his goal achievement and hence lead to job dissatisfaction.
MONIKA
Hi!!!

I have recently completed a Project on Job Satisfaction, about which I talked about in this forum also.

Following are some of the Recommendations I have made to increase Job Satisfaction among the employees in various organization.

1. Conducive Environment

If the environment is conducive and prompts employees to take initiatives, then the employee would definitely be involoved in his job and work harder to complete it. More keenly he works for it, more satisfied he is with the job.

2. Training Programs

They would impart more skills to the employees , hence making them more effeicient at work and thue they are able to derive more satisfaction out of their job.

3. Better Communication among the team

This would help in maintainace of good relations and clarity between them, so help the employee concentrate on his job and perform to his satisfaction.

4. Provision of Better Infrastructure

The employees should be provided with good infrastruture that can facilitate his work. In this way they can focus on their work and hence derive job Satisfaction.

5. standardize Pay Packets

The organization should try to meet up the standards of the Industry while designinng compensation for the employees. this would give them a monetary preservance.

Can u think of some more..

Send them to me.. now.

Bye

Monika
You have covered it well...To top it all..Personality/job fit could help in getting maximum out of what you mentioned... Take Care, Mamta
Hello mamta,
As you said basis points are covered. some more points.
1. HR technically should get the hired for work if do so and chances for 270 degree growth.
2. Challenges, Innovation, Non stagnation, In first three state-of-the-art technology or subject are key words.
3. partnership in work - this is a scenario in which a company even charges rent for the cubicle from company and share p&l with employee.
UMALME
Hi All,

I think when we are talking abt Employee Satisfaction, among Compensation and better physical and environmental factors, i feel there is a growing need for:

Career Opportunities: No one wants to leave a job. Its only when one sees a dead end and a saturation in thier professional life that people start looking out.

Delegation of Authority: People with the passage of time tend to het used to doing the same kind of work and need the RECOGNITION of not just work but of being alive at work! Delegation of authority not only gives people more powers in terms of enhanced responsiblity but also a sense of being noticed and recognised

Empowerment and Enhancement: Its not just empowerment in terms of a higher job always, but anhancement of job in terms of the bandwidth of the job that makes an employee delighted! look for better avenues to make that happen...

I think its a dynamic and changing world... people need to be delighted and not just satisfied... more and more companies are doing just that!!

Cheers

Kanishka
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