Basheer Jobpsatsfaction

8/3/2019 Basheer Jobpsatsfaction

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JOB SATISFACTION AND JOB PERFORMANCE

Present ByMR.MHM.Basheer


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JOB SATISFACTION

y Job satisfaction has been defined as a pleasurableemotional state resulting from the appraisal of onesjob, an affective reaction to ones job, and an attitude

towards ones job. Weiss (2002) has argued that jobsatisfaction is an attitude but points out thatresearchers should clearly distinguish the objects ofcognitive evaluation which are affect (emotion), beliefs

and behaviors.


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y Job satisfaction describes how content an individual iswith his or her job. Job satisfaction is in regard to one's

feelings or state-of-mind regarding the nature of theirwork. Job satisfaction can be influenced by a variety offactors, e.g., the quality of one's relationship with theirsupervisor, the quality of the physical environment inwhich they work, degree of fulfillment in their work, etc.

y The happier people are within their job, the more satisfiedthey are said to be. Job satisfaction is not the same asmotivation, although it is clearly linked. Job design aims toenhance job satisfaction and performance; methods

includey Job rotation,

y Job enlargement and

y Job enrichment.


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Other influences on satisfaction include

y

The management style and culture,y Employee involvement,

y Empowerment and

y Autonomous work groups.

Job satisfaction is a very important attribute which isfrequently measured by organizations. The most common way of measurement is the use of rating scales whereemployees report their reactions to their jobs. Questionsrelate to

y Rate of pay,

y Work responsibilities,

y Variety of tasks,


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MODELS OF JOB SATISFACTIONyAffect Theory

Edwin A. Lockes Range of Affect Theory (1976) isarguably the most famous job satisfaction model. The

main premise of this theory is that satisfaction isdetermined by a discrepancy between what one wants ina job and what one has in a job. Further, the theorystates that how much one values a given facet of work(e.g. the degree of autonomy in a position) moderateshow satisfied/dissatisfied one becomes whenexpectations are/arent met.


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y Dispositional Theory

Another well-known job satisfaction theory is theDispositional Theory. It is a very general theory thatsuggests that people have innate dispositions that causethem to have tendencies toward a certain level of

satisfaction, regardless of ones job. This approachbecame a notable explanation of job satisfaction in lightof evidence that job satisfaction tends to be stable overtime and across careers and jobs. Research also indicates

that identical twins have similar levels of jobsatisfaction.


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A significant model that narrowed the scope of the DispositionalTheory was the Core Self-evaluations Model, proposed by Timothy

A. Judge in 1998. Judge argued that there are four Core Self-evaluations that determine ones disposition towards jobsatisfaction:

y Self-esteem,

y General self-efficacy,

y Locus of control, and

y Neuroticism.

This model states that higher levels of self-esteem (the value oneplaces on his/her self) and general self-efficacy (the belief in ones

own competence) lead to higher work satisfaction. Having aninternal locus of control (believing one has control over her\hisown life, as opposed to outside forces having control) leads tohigher job satisfaction. Finally, lower levels of neuroticism lead tohigher job satisfaction.


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y Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzbergs two factor theory (also known asMotivator Hygiene Theory) attempts to explainsatisfaction and motivation in the workplace. Thistheory states that satisfaction and dissatisfaction are

driven by different factors motivation and hygienefactors, respectively. Motivating factors are those aspectsof the job that make people want to perform, andprovide people with satisfaction,


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JOB CHARACTERISTICSMODELy Hackman & Oldham proposed the Job Characteristics Model,

which is widely used as a framework to study how particular jobcharacteristics impact on job outcomes, including jobsatisfaction. The model states that there are five core jobcharacteristics (skill variety, task identity, task significance,

autonomy, and feedback) which impact three criticalpsychological states (experienced meaningfulness, experiencedresponsibility for outcomes, and knowledge of the actualresults), in turn influencing work outcomes (job satisfaction,absenteeism, work motivation, etc.). The five core job

characteristics can be combined to form a motivating potentialscore (MPS) for a job, which can be used as an index of howlikely a job is to affect an employee's attitudes and behaviors. Ameta-analysis of studies that assess the framework of the modelprovides some support for the validity of the JCM.


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MEASURING JOB SATISFACTION

There are many methods for measuring job satisfaction.By far, the most common method for collecting dataregarding job satisfaction is the Likert scale (named afterRensis Likert). Other less common methods of for

gauging job satisfaction include: Yes/No questions,y True/False questions,

y Point systems,

y Checklists, and

y Forced choice answers.

This data is typically collected using an EnterpriseFeedback Management (EFM) system.


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y The Job Descriptive Index (JDI), created by Smith,

Kendall, & Hulin (1969), is a specific questionnaire ofjob satisfaction that has been widely used. It measuresones satisfaction in five facets: pay, promotions andpromotion opportunities, coworkers, supervision, and

the work itself. The scale is simple, participants answereither yes, no, or cant decide (indicated by ?) inresponse to whether given statements accuratelydescribe ones job.


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The Job in General Index is an overall measurement of job

satisfaction. It is an improvement to the Job Descriptive Indexbecause the JDI focuses too much on individual facets and notenough on work satisfaction in general.

y Other job satisfaction questionnaires include:

y The Minnesota Satisfaction Questionnaire (MSQ),

y The Job Satisfaction Survey (JSS), andy The Faces Scale.

The MSQ measures job satisfaction in 20 facets and has a longform with 100 questions (five items from each facet) and a short

form with 20 questions (one item from each facet). The JSS is a 36item questionnaire that measures nine facets of job satisfaction.Finally, the Faces Scale of job satisfaction, one of the first scalesused widely, measured overall job satisfaction with just one item

which participants respond to by choosing a face.


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y Emotion regulation and emotion labor are also related

to job satisfaction. Emotion work (or emotionmanagement) refers to various efforts to manageemotional states and displays. Emotion regulationincludes all of the conscious and unconscious efforts to

increase, maintain, or decrease one or morecomponents of an emotion.


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How emotion regulation relates to job satisfaction concerns

two models?

y Emotional dissonance. Emotional dissonance is a state ofdiscrepancy between public displays of emotions andinternal experiences of emotions, that often follows theprocess of emotion regulation. Emotional dissonance is

associated with high emotional exhaustion, loworganizational commitment, and low job satisfaction.

y Social interaction model. Taking the social interactionperspective, workers emotion regulation might beget

responses from others during interpersonal encountersthat subsequently impact their own job satisfaction. Forexample: The accumulation of favorable responses todisplays of pleasant emotions might positively affect jobsatisfaction. Performance of emotional labor that produces

desired outcomes could increase job satisfaction.


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EMPLOYEE PERFORMANCE

y Your ability to perform effectively in your job requiresthat you have and understand a complete and up-to-date job description for your position, and that youunderstand the job performance requirements and

standards that you are expected to meet. Yoursupervisor should review your job description andperformance requirements with you.


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PERFORMANCE THAT DOES NOTMEET

REQUIREM

ENTSSometimes an employees performance will not beconsistent with the requirements of the position. If thishappens, and normal coaching, counseling and/or

training do not bring performance to an acceptable level,a supervisor may use the corrective action process tohelp constructively bring an employees performance toan acceptable level. The Universitys corrective action

process implements progressively morey Formal counseling,

y Feedback, and

y Goal setting.


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y Job performance is a commonly used, yet poorly

defined concept in industrial and organizationalpsychology, the branch of psychology that deals withthe workplace. It most commonly refers to whether aperson performs their job well. Despite the confusion

over how it should be exactly defined, performance isan extremely important criterion that relates toorganizational outcomes and success


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PERFORMANCE VERSUS OUTCOMES

y First, Campbell defines performance as behavior. It issomething done by the employee. This conceptdifferentiates performance from outcomes. Outcomesare the result of an individuals performance, but they

are also the result of other influences. In other words,there are more factors that determine outcomes thanjust an employees behaviors and actions.


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Organizational Goal Relevance

y Another key feature of job performance is that is has tobe goal relevant. Performance must be directed towardorganizational goals that are relevant to the job or role.Therefore, performance does not include activities

where effort is expended toward achieving peripheralgoals.


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Multidimensionality

y Despite the emphasis on defining and predicting jobperformance, it is not a single unified construct. Thereare a vastly many jobs each with different performancestandards. Therefore, job performance is

conceptualized as a multidimensional constructconsisting of more than one kind of behavior.


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y The first factor is task specific behaviors which includethose behaviors that an individual undertakes as part of ajob.

y On the other hand, non-task specific behaviors, the secondfactor, are those behaviors which an individual is requiredto undertake which do not pertain only to a particular job.

y Written and oral communication tasks refer to activitieswhere the incumbent is evaluated, not on the content of amessage necessarily

y An individuals performance can also be assessed in terms

of effort, either day to day, or when there are extraordinarycircumstances.

y The performance domain might also include an aspect ofpersonal discipline.


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y In jobs where people work closely or are highlyinterdependent, performance may include the degree

to which a person helps out the groups and his or hercolleagues. This might include acting as a good rolemodel, coaching, giving advice or helping maintaingroup goals.

y Many jobs also have a supervisory or leadershipcomponent.

y Managerial and administrative performance entailsthose aspects of a job which serve the group or

organization but do not involve direct supervision


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DIFFERENT TYPES OF PERFORMANCE

y Another way to divide up performance is in terms oftask and contextual (citizenship andcounterproductive) behaviors. Whereas taskperformance describes obligatory behaviors,

contextual behaviors are behaviors that do not fulfillspecific aspects of the jobs required role. Citizenshipbehaviors are defined as behaviors which contribute tothe goals of the organization through their effect on

the social and psychological condition.


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DETERMINANTS OF PERFORMANCE

Campbell (1990) also suggested determinants ofperformance components. Individual differences onperformance are a function of three main determinants:

y Declarative knowledge,y Procedural knowledge and

y Skill, and motivation.


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y Declarative knowledge refers to knowledge about

facts and things. It represents the knowledge of a giventasks requirements. For instance, declarativeknowledge includes knowledge of principles, facts, etc.

y If declarative knowledge knows what to do, procedural

knowledge and skill knows how to do it. For example,procedural knowledge and skill includes cognitiveskill, perceptual skill, interpersonal skill, etc.

y The third predictor of performance is motivation,

which refers to a combined effect from three choicebehaviors-choice to expend effort, choice of level ofeffort to expend, and choice to persist in theexpenditure of that level of effort, (Campbell, 1990).


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RELATIONSHIPS AND PRACTICAL

IMPLICATIONS

y Job Satisfaction can be an important indicator of howemployees feel about their jobs and a predictor of workbehaviors such as organizational citizenship,absenteeism, and turnover. Further, job satisfaction

can partially mediate the relationship of personalityvariables and deviant work behaviors.


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JOB SATISFACTION AND JOB PERFORMANCE

y The discussion of job satisfaction focuses on employeesattitudes toward their job and the discussion of organizationalcommitment focuses on their attitudes toward the overallorganization. The most recently recognized attitude oforganizational commitment follows.

y Definition of job satisfaction as a pleasurable or positiveemotional state resulting from the appraisal of ones job or jobexperience. Job satisfaction is a result of employees perceptionof how well their job provides those things which are viewed asimportant. These are three important dimensions to job

satisfaction.1. Job satisfaction is an emotional response to a job satisfaction.

2. Job satisfaction is often determined by how well outcomesmeet or exceed expectation.

3. Job satisfaction represents several related attitude.


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Influences on job satisfactiony The work itself the content of the work itself is a major

source of satisfaction.

y Pay wages & salaries are recognized to be a significant,but complex, multidimensional factor in job satisfaction.

y Promotions promotional opportunities seem to have a varying effect on job satisfaction. This is becausepromotions take a number of different forms and have avariety of accompanying rewards performance basis.

y Supervision supervision is another moderatelyimportant source of job satisfaction. Well supervision will be giving the motivation to increase workerperformance.


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y Work group the nature of the work group will have aneffect on job satisfaction. Friendly cooperative co workersare modest source of job satisfaction to individualemployees.

y Working conditions working conditions are another

factor that has a modest effect on job satisfaction. If the working conditions are good (clean, attractive,surroundings for instance). The personnel will find it easierto carry out their jobs. If the working conditions are poor(hot, noisy, surroundings) personnel will find it moredifficult to get things done. In other words, the different ofworking conditions on job satisfaction is similar to that ofthe work group. If things are good, there will hotbed a jobsatisfaction problem, if things are poor, there will be,


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OUT COMES OF JOB SATISFACTION

y

Satisfaction & Productivity satisfied workers more productivethan their less satisfied counter parts. Satisfaction may notnecessarily lead to individual performance important, but does leadto organizational level improvement. Finally most research says

whether satisfaction leads to performance or performance lead tosatisfaction.

y Satisfaction & Turnover Research has uncovered a moderaterelationship between satisfaction & turnover. High job satisfaction

will not, in end of itself, keep turnover low, but it does seem to help.However, it is accurate to say that job satisfaction is important inemployee turnover.

y Satisfaction & Absenteeism when satisfaction is high,absenteeism tends to be low, when satisfaction is low, absenteeismtends to be high. The research says while high job satisfaction willnot necessarily result in low absenteeism, low satisfaction is likelyto bring about high absenteeism. ( fred Luthans(1995)

organizational Behavior 7th edition)


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JOB SATISFACTION: PUTTING THEORY INTO PRACTICE

y

Employee satisfaction and retention have always beenimportant issues for physicians. After all, high levels ofabsenteeism and staff turnover can affect your bottomline, as temps, recruitment and retraining take their

toll. But few practices (in fact, few organizations) havemade job satisfaction a top priority, perhaps becausethey have failed to understand the significantopportunity that lies in front of them. Satisfiedemployees tend to be more productive, creative and

committed to their employers, and recent studies haveshown a direct correlation between staff satisfactionand patient satisfaction.


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y Company and administrative policies.

y Supervision.y Salary.

y Interpersonal relations.

y Working conditions.

y Work itself.

y Achievement.

y Recognition.

y Responsibility.y Advancement.


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fred Luthans (1995) Organizational Behavior 7th editionCampbell, J. P. (1990). Modeling the performance predictionproblem in industrial and organizational psychology.

Campbell, J.P., & Campbell, R.J. (1988). Productivity in

Organizations: New perspectives from industrial andorganizational psychology.

Weiss, H. M. (2002). Deconstructing job satisfaction:separating evaluations, beliefs and affective experiences.

Human Resource Management Review.Rode, J. C. (2004). Job satisfaction and life satisfactionrevisited: A longitudinal test of an integrated model. HumanRelations, Vol 57(9), 1205-1230.


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THANKS A LOT FOR

JOINING WITH ME.

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