JOB SATISFACTION AND HUMAN BEHAVIOR

Job satisfaction describes how contented an individual is with his or her job.

It has been defined as a pleasurable emotional state resulting from the appraisal of one’s job; an affective reaction to one’s job; and an attitude towards one’s job. This definition suggests that we form attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviors.

Models of Job Satisfaction

Affect Theory

The main premise of this theory is that satisfaction is determined by a discrepancy that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/aren’t met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesn’t value that facet.

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.

A significant model that narrowed the scope of the Dispositional Theory was the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core Self-evaluations that determine one’s disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his/her self) and general self-efficacy (the belief in one’s own competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over her\his own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction.

Two-Factor Theory

This theory states that satisfaction and dissatisfaction are driven by different factors – motivation and hygiene.

Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction, for example achievement in work, recognition, promotion opportunities. These motivating factors are considered to be intrinsic to the job, or the work carried out.

Hygiene factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions.

JOB SATISFACTION & MORALE

Job satisfaction is a set of favorable and or unfavorable feelings, thoughts, emotion and intentions with which workers view their work. Job satisfaction is an effective attitude – a feeling of relative like or dislike toward the overall job-related factors regarding the working conditions.

On the other hand, morale is the level of satisfaction within a group. This is a mental condition of a person or group with respect to cheerfulness, confidence and the willingness to cooperate and the overall job satisfaction of the workers in the organization.

Morale is defined as the end result of many factors present in the workplace environment. Some of these factors are the work setting itself, worker satisfaction and action, salary, supervisory input, working conditions, status, and more.

Some of the signs of decreased morale are: tardiness, absenteeism, apathy, moping, backstabbing, decreased quality, decreased productivity, increased errors, accidents or injuries. It's important to note that contrary to popular belief, morale is not a cause, but rather the effect or result of many factors going awry.

The key to unraveling the mystery of a morale slump is to determine the cause or source of the decreased morale.

Some of the usual suspects are:

• a negative event, such as a firing, • a promotion of an employee when others are overlooked, or • arguments between staff and/or management.

Other reasons may be:

• lack of the company's financial help; • too much or too heavy of a workload; • unappreciated or underappreciated work; • working conditions; • supervision that's too rigid, demanding, direct or involved in the work process; or • supervision that's not supportive or strong enough, and doesn't provide needed guidance or input.

Steps to Improving Morale

The easiest and fastest way to determine at least some of the sources of the issue is to simply ask the employee. Ask what the cause of poor morale is and what the employee believes can be done to turn it around. Obtaining information directly from the person who's experiencing the poor morale can often be an important key to solving this mystery. Additionally, these people will receive a sense of pride and worth that their boss asked them for their input.

Other ways to reach your demotivated employees are:

1.Show concern. If the employee believes the boss doesn't care about the task at hand or doesn't care about the employee, then the employee probably won't care about the task, the employer or the company.

2.Provide appropriate feedback. The employee needs to know two crucial variables in this morale equation: what's expected of them and how well they're doing.

3. Create goals--especially mutually acceptable goals. As they say, if you don't know where you're going, you'll probably end up someplace else! An employee without a clear understanding of the goals or without a sense of how their work fits into the overall goal of the unit, department or section, can easily waste time on tasks that aren't consistent with the boss's objectives.

4. Offer recognition of the employee's efforts. It takes but a few seconds to say, "Nice job," "Well done," "Marked improvement," "You're on the right road," or any number of other phrases that communicate to the employee that you care about the job and about them, and that you recognize an improvement in productivity.

LEVEL OF JOB SATISFACTION

Factors that affect level of job satisfaction:

1. Age. As workers grow older, they initially tend to be slightly more satisfied with their jobs. They lower their expectations to more realistic levels and adjust themselves better to their work situations. They are usually better paid; have better working conditions; and hold jobs that make fuller use of their abilities.

2. Occupational level. Holding meaningful jobs and performing them well are important inputs to their self-worth and images. Job-involved workers are likely to believe in their work ethics and to exhibit high growth needs, and to enjoy participation in decision making. These workers are willing to work long hours and strive harder to achieve a higher productivity level.

3. Organizational size. There are evidences to suggest that levels of job satisfaction are quite higher in small organizational units than those of larger organizations. Bigger organization tends to overwhelm people, disrupt supportive processes, and limit the amount of personal closeness, friendship, and small-group team work that are important factors of job satisfaction for many people.

4. Organizational commitment. Commitment to the ideals of the organization is the degree to which a worker identifies himself and to continue actively to participate in the desired objectives of the organization. Organizationally committed workers will normally have good attendance records, demonstrate a willing adherence to organization policies, and usually have lower turnover rates.

WORKERS’ ATTITUDE AND THEIR EFFECTS

Dissatisfied workers may resort to tardiness, absences, extended break hours and work slow- downs. On the other hand, satisfied workers may normally provide acts of customer service beyond the call of duty, have good work records, and actively participate in development activities and pursue excellence in all areas of their jobs.

WORKERS’ PERFORMANCE

The performance level of a worker is measured by the quality of output considering time and cost. A more accurate statement of the relationship is that high performance contributes to high job satisfaction.

This result leads to higher economic and psychological rewards. If these rewards and other benefits are seen as fair and equitable, then improved satisfaction develops because workers feel that they are receiving rewards in proportion to their performance.

On the other hand, if the rewards are seen as inadequate for the level of satisfaction leads to either greater or lesser commitment and in effect, affects the productivity level.

TURNOVER

It is assumed that high job satisfaction means lower worker turnover. The more satisfied the workers are, the less likely they leave the organization. They feel important, self-fulfilled and receive the appropriate recognition on the job.

Workers’ turnover is usually expensive and most often, it is difficult to replace workers who left. The remaining workers may be demoralized from the loss of valued workers. The organization’s reputation before the public may also have some negative perception.

In some cases, however, some benefits may arise from turnover, such as more opportunities for internal promotion and the infusion of expertise of newly hired workers.

ABSENCES AND TARDINESS

Studies reveal that workers who have low job satisfaction tend to be absent more often. Workers often resort to a variety of reasons such as medical reasons, use of vacation time, sick leave and holidays to offset their absences.

Another way in which workers may exhibit their dissatisfaction with job condition is through tardiness. Tardiness is a type of short period of absenteeism ranging from a few minutes to several hours for the day.

While there may be valid reasons for an occasional tardy arrival, like a sudden traffic jam, a pattern of tardiness is often a symptom of negative attitudes requiring attention and concern.