Job Satisfaction on Employees Updated Version

8/12/2019 Job Satisfaction on Employees Updated Version

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INTRODUCTION TO THE STUDY

Human resources are one of the most important assets of theorganization & assessing it current va ue is !oth important an" "ifficu t# !utit must !e "one if this resources uti it$ is to !e optimize"# the performanceof their resource %i "etermine the overa effectiveness of the organization

On metho" of eva uating their va ue is through the assessment ofthe c imate of the organization The$ are %or'ing in the research "ata sho%sthat the (o! satisfaction "oes have an e)uates on the overa organizationeffectiveness

Organization is ma"e up of peop e therefore if peop e "o notchange then the organization can not change for o!taining the fu co*operation & enthusiastic support of the mem!ers in achieving theorganizationa o!(ectives# the organization must satisf$ their nee"s an"ensure their fee ings

Ever$ organization is "ifferent an" has a ess uni)ue fee ingsan" !e$on" its structures characters these each organization "ea s %ith its

mem!ers in a "istinct %a$ through its po icies on a ocation of resources#communication pattern re%ar" an" pena t$ ea"er ship an" "ecision ma'ingst$ e etc The organization po ic$ an" connection %ith regar" to a these an"a c uster of other re ate" activities inf uence the fee ings attitu"es an"

!ehavior of its mem!ers an" resu ts in the creation of a uni)ueorganizationa c imate

Hence (o! satisfaction is a pro"uct of ea"ership practicescommunication further# en"uring the s$stematic characteristics of the%or'ing re ationship among person an" "ivisions of the organization

+,eop e "on-t eave their (o!s# the$ eave their managers .

/ though committe" an" o$a emp o$ees are the most inf uentia factor to !ecoming an emp o$er of choice# it-s no surprise that companies an"organization face significant cha enges in "eve oping energize" an"

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engage" %or'forces Ho%ever1 there is p ent$ of research to sho% thatincrease" emp o$ee commitment an" trust in ea"ership can positive $impact the compan$-s !ottom ine In fact the true potentia of anorganization can on $ !e rea ize" %hen the pro"uctivit$ eve of ain"ivi"ua s an" teams are fu $ a igne"# committe" an" energize" tosuccessfu $ accomp ish the goa s of the organization

/s a resu t# the goa of ever$ compan$ shou " improve the "esire ofemp o$ees to sta$ in the re ationship the$ have %ith the compan$ 2hencompanies un"erstan" an" manage emp o$ee o$a t$ rather than retentionspecifica $ the$ can reap !enefits on !oth si"es of the !a ance sheet that isrevenues an" costs

The fo o%ing e ements of effective strategies "esigne" to !ui " satisfaction

an" retain 'e$ emp o$ees3

0 Inc u"e opportunities for persona gro%th an" invest heavi $ in the

professiona "eve opment of the !est peop e in the organization

4 ,rovi"e emp o$ees %ith %e *"efine" career paths 5inc u"ing a succession

p an6# mentors an" tuition reim!ursement for (o! re ate" e"ucation

7 Train emp o$ees# even if it ma'es them more attractive to the

competition 2ithout seeing an opportunit$ on the horizon# fe% high

potentia emp o$ees %i sta$ %ith a compan$ an" a o% themse ves to gro%

stagnant

8 /c'no% e"ge non*%or' priorities !$ recognizing an" respon"ing to

emp o$ee-s nee"s for greater !a ance in their ives# since emp o$ees %i"eve op o$a t$ for organization that respects them as in"ivi"ua s# not (ust

%or'ers

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9O: S/TIS;/CTION

9o! satisfaction is one of the important factors that have "ra%n

attention of managers in the organization as %e as aca"emicians


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Some of the "efinitions Of 9o! Satisfaction on Emp o$ees3

06Emp o$ee satisfaction is "efine" as +/ p easura! e or positive

emotiona state resu ting from the appraisa of the one-s (o! or (o!

e>perience

46 Emp o$ee satisfaction is +a set of favora! e or unfavora! e fee ings

%ith %hich emp o$ees vie% their %or' .

76 Emp o$ee satisfaction %i !e +as the amount of overa positive

affect or fee ing that in"ivi"ua s have to%ar"s their (o!s .

CONCE,TU/A ;R/=E 2ORB O; 9O: S/TIS;/CTION Job satisfaction # a %or'er s sense of achievement an" success# is genera $

perceive" to !e "irect $ in'e" to pro"uctivit$ as %e as to persona

%e !eing 9o! satisfaction imp ies "oing a (o! one en(o$s# "oing it %e # an"

!eing suita! $ re%ar"e" for one s efforts 9o! satisfaction further imp ies

enthusiasm an" happiness %ith one s %or' The Harvar" ,rofessiona roup

50?? 6 sees (o! satisfaction as the 'e$ing re"ient that ea"s to recognition#

income# promotion# an" the achievement of other goa s that ea" to a genera

fee ing of fu fi ment

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Importance to 2or'er an" Organization3

;re)uent $# %or' un"er ies se f*esteem an" i"entit$ %hi e unemp o$ment

o%ers se f*%orth an" pro"uces an>iet$ /t the same time# monotonous (o!s

can ero"e a %or'er s initiative an" enthusiasm an" can ea"

to a!senteeism an" unnecessar$ turnover 9o! satisfaction an" occupationa

success are ma(or factors in persona satisfaction# se f*respect# se f*esteem#

an" se f*"eve opment To the %or'er# (o! satisfaction !rings a p easura! e

emotiona state that often ea"s to a positive %or' attitu"e / satisfie"

%or'er is more i'e $ to !e creative# f e>i! e# innovative# an" o$a

;or the organization# (o! satisfaction of its %or'ers means a %or' force that

is motivate" an" committe" to high )ua it$ performance Increase"

pro"uctivit$Fthe )uantit$ an" )ua it$ of output per hour %or'e"Fseems to

!e a !$pro"uct of improve" )ua it$ of %or'ing ife It is important to note

that the iterature on the re ationship !et%een (o! satisfaction an"

pro"uctivit$ is neither conc usive nor consistent Ho%ever# stu"ies "ating

!ac' to Herz!erg s 50?@G6 have sho%n at east o% corre ation !et%een high

mora e an" high pro"uctivit$# an" it "oes seem ogica that more satisfie"

%or'ers %i ten" to a"" more va ue to an organization Unhapp$

emp o$ees# %ho are motivate" !$ fear of (o! oss# %i not give 0 percent

of their effort for ver$ ong Though fear is a po%erfu motivator# it is a so a

temporar$ one# an" as soon as the threat is ifte" performance %i "ec ine

Tangi! e %a$s in %hich (o! satisfaction !enefits the organization inc u"e

re"uction in comp aints an" grievances# a!senteeism# turnover# an"

termination1 as %e as improve" punctua it$ an" %or'er mora e 9o!

satisfaction is a so in'e" to a hea thier %or' force an" has !een foun" to !e

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a goo" in"icator of ongevit$ /n" a though on $ itt e corre ation has !een

foun" !et%een (o! satisfaction an" pro"uctivit$# :ro%n 50?? 6 notes that

some emp o$ers have foun" that satisf$ing or "e ighting emp o$ees is

a prere)uisite to satisf$ing or "e ighting customers# thus protecting theJ!ottom ine J No %on"er /n"re% Carnegie is )uote" as sa$ing3 JTa'e a%a$

m$ peop e# !ut eave m$ factories# an" soon grass %i gro% on the factor$

f oors Ta'e a%a$ m$ factories# !ut eave m$ peop e# an" soon %e %i have

a ne% an" !etter factor$J 5)uote" in :ro%n# 0?? 6

Creating 9o! Satisfaction

So# ho% is (o! satisfaction create"K 2hat are the e ements of a (o! that

create (o! satisfactionK Organizations can he p to create (o! satisfaction !$

putting s$stems in p ace that %i ensure that %or'ers are cha enge" an"

then re%ar"e" for !eing successfu Organizations that aspire to creating a

%or' environment that enhances (o! satisfaction nee" to incorporate the

fo o%ing3

; e>i! e %or' arrangements# possi! $ inc u"ing te ecommuting

Training an" other professiona gro%th opportunities

Interesting %or' that offers variet$ an" cha enge an" a o%s the

%or'er opportunities to Jput his or her signatureJ on the finishe"

pro"uct

Opportunities to use one s ta ents an" to !e creative Opportunities to ta'e responsi!i it$ an" "irect one s o%n %or'

/ sta! e# secure %or' environment that inc u"es (o!

securit$Lcontinuit$
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/n environment in %hich %or'ers are supporte" !$ an accessi! e

supervisor %ho provi"es time $ fee"!ac' as %e as congenia team

mem!ers

; e>i! e !enefits# such as chi "*care an" e>ercise faci ities Up*to*"ate techno og$

Competitive sa ar$ an" opportunities for promotion

,ro!a! $ the most important point to !ear in min" %hen consi"ering (o!

satisfaction is that there are man$ factors that affect (o! satisfaction an" that

%hat ma'es %or'ers happ$ %ith their (o!s varies from one %or'er to another

an" from "a$ to "a$ /part from the factors mentione" a!ove# (o!

satisfaction is a so inf uence" !$ the emp o$ee s persona characteristics# the

manager s persona characteristics an" management st$ e# an" the nature of

the %or' itse f =anagers %ho %ant to maintain a high eve of (o!

satisfaction in the %or' force must tr$ to un"erstan" the nee"s of each

mem!er of the %or' force ;or e>amp e# %hen creating %or' teams#

managers can enhance %or'er satisfaction !$ p acing peop e %ith simi ar !ac'groun"s# e>periences# or nee"s in the same %or'group / so# managers

can enhance (o! satisfaction !$ carefu $ matching %or'ers %ith the t$pe of

%or' ;or e>amp e# a person %ho "oes not pa$ attention to "etai %ou "

har" $ ma'e a goo" inspector# an" a sh$ %or'er is un i'e $ to !e a

goo" sa esperson /s much as possi! e# managers shou " match (o! tas's to

emp o$ees persona ities

=anagers %ho are serious a!out the (o! satisfaction of %or'ers can a so ta'e

other "e i!erate steps to create a stimu ating %or' environment One such

step is job enrichment 9o! enrichment is a "e i!erate upgra"ing of

responsi!i it$# scope# an" cha enge in the %or' itse f 9o! enrichment

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usua $ inc u"es increase" responsi!i it$# recognition# an" opportunities for

gro%th# earning# an" achievement Aarge companies that have use" (o!*

enrichment programs to increase emp o$ee motivation an" (o! satisfaction

inc u"e /T&T# I:=# an" enera ;oo"s 5Daft# 0??G6

oo" management has the potentia for creating high mora e# high

pro"uctivit$# an" a sense of purpose an" meaning for the organization an"

its emp o$ees Empirica fin"ings !$ Ting50??G6 sho% that (o!

characteristics such as pa$# promotiona opportunit$# tas' c arit$ an"

significance# an" s'i s uti ization# as %e as organizationa characteristics

such as commitment an" re ationship %ith supervisors an" co*%or'ers# have

significant effects on (o! satisfaction These (o! characteristics can !e

carefu $ manage" to enhance (o! satisfaction

Of course# a %or'er %ho ta'es some responsi!i it$ for his or her (o!

satisfaction %i pro!a! $ fin" man$ more satisf$ing e ements in the %or'

environment Everett 50??@6 suggests that emp o$ees as' themse ves the

fo o%ing )uestions3

2hen have I come c osest to e>pressing m$ fu potentia in a %or'

situationK

2hat "i" it oo' i'eK

2hat aspects of the %or'p ace %ere most supportiveK

2hat aspects of the %or' itse f %ere most satisf$ingK 2hat "i" I earn from that e>perience that cou " !e app ie" to the

present situationK
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2or'ers Ro es in 9o! Satisfaction

If (o! satisfaction is a %or'er !enefit# sure $ the %or'er must !e a! e to

contri!ute to his or her o%n satisfaction an" %e *!eing on the (o! The

fo o%ing suggestions can he p a %or'er fin" persona (o! satisfaction3

See' opportunities to "emonstrate s'i s an" ta ents This often ea"s

to more cha enging %or' an" greater responsi!i ities# %ith atten"ant

increases in pa$ an" other recognition

Deve op e>ce ent communication s'i s Emp o$er-s va ue an"

re%ar" e>ce ent rea"ing# istening# %riting# an" spea'ing s'i s Bno% more /c)uire ne% (o!*re ate" 'no% e"ge that he ps $ou to

perform tas's more efficient $ an" effective $ This %i

re ieve !ore"om an" often gets one notice"

Demonstrate creativit$ an" initiative Mua ities i'e these are va ue"

!$ most organizations an" often resu t in recognition as %e as in

increase" responsi!i ities an" re%ar"s

Deve op team%or' an" peop e s'i s / arge part of (o! success is the

a!i it$ to %or' %e %ith others to get the (o! "one

/ccept the "iversit$ in peop e /ccept peop e %ith their "ifferences

an" their imperfections an" earn ho% to give an" receive criticism

constructive $

See the va ue in $our %or' /ppreciating the significance of %hat one

"oes can ea" to satisfaction %ith the %or' itse f This he ps to give

meaning to one s e>istence# thus p a$ing a vita ro e in (o! satisfaction

Aearn to "e*stress , an to avoi" !urnout !$ "eve oping hea th$ stress*

management techni)ues

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/ssuring 9o! Satisfaction

/ssuring (o! satisfaction# over the ongterm# re)uires carefu p anning an"

effort !oth !$ management an" !$ %or'ers =anagers are encourage" to

consi"er such theories as Herz!erg-s 50?@G6 an" =as o% s 50?876 Creating a

goo" ! en" of factors that contri!ute to a stimu ating# cha enging#

supportive# an" re%ar"ing %or' environment is vita :ecause of the re ative

prominence of pa$ in the re%ar" s$stem# it is ver$ important that sa aries !e

tie" to (o! responsi!i ities an" that pa$ increases !e tie" to performance

rather than seniorit$

So# in essence# (o! satisfaction is a pro"uct of the events an" con"itions that

peop e e>perience on their (o!s :rief 50?? 6 %rote3 JIf a person s %or' is

interesting# her pa$ is fair# her promotiona opportunities are goo"# her

supervisor is supportive# an" her co%or'ers are frien" $# then a situationa

approach ea"s one to pre"ict she is satisfie" %ith her (o!J 5p ?06


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sca es %here emp o$ees report their reactions to their (o!s Muestions re ate

to rate of pa$# %or' responsi!i ities# variet$ of tas's# promotiona

opportunities the %or' itse f an" co*%or'ers Some )uestioners as' $es or no

)uestions %hi e others as' to rate satisfaction on 0*@ sca e 5%here 0represents Jnot at a satisfie"J an" @ represents Je>treme $ satisfie"J6

Histor$

One of the !iggest pre u"es to the stu"$ of (o! satisfaction %as the

Ha%thorne stu"ies These stu"ies 50?48*0?776# primari $ cre"ite" to E ton

=a$o of the Harvar" :usiness Schoo # sought to fin" the effects of variouscon"itions 5most nota! $ i umination6 on %or'ers- pro"uctivit$ These

stu"ies u timate $ sho%e" that nove changes in %or' con"itions temporari $

increase pro"uctivit$ 5ca e" the Ha%thorne Effect 6 It %as ater foun" that

this increase resu te"# not from the ne% con"itions# !ut from the 'no% e"ge

of !eing o!serve" This fin"ing provi"e" strong evi"ence that peop e %or'

for purposes other than pa$# %hich pave" the %a$ for researchers to

investigate other factors in (o! satisfaction

Scientific management 5a'a Ta$ orism 6 a so ha" a significant impact on the

stu"$ of (o! satisfaction ;re"eric' 2ins o% Ta$ or -s 0?00 !oo'# ,rincip es

of Scientific =anagement# argue" that there %as a sing e !est %a$ to

perform an$ given %or' tas' This !oo' contri!ute" to a change in in"ustria

pro"uction phi osophies# causing a shift from s'i e" a!or

an" piece%or' to%ar"s the more mo"ern approach of assem! $

ines an" hour $ %ages The initia use of scientific management !$

in"ustries great $ increase" pro"uctivit$ !ecause %or'ers %ere force" to

%or' at a faster pace Ho%ever# %or'ers !ecame e>hauste" an" "issatisfie"#

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thus eaving researchers %ith ne% )uestions to ans%er regar"ing (o!

satisfaction It shou " a so !e note" that the %or' of 2 A :r$an# 2a ter Di

Scott # an" Hugo =unster!erg set the tone for Ta$ or-s %or'

Some argue that =as o%-s hierarch$ of nee"s theor$# a motivation theor$#

ai" the foun"ation for (o! satisfaction theor$ This theor$ e>p ains that

peop e see' to satisf$ five specific nee"s in ife ph$sio ogica nee"s# safet$

nee"s# socia nee"s# se f*esteem nee"s# an" se f*actua ization This mo"e

serve" as a goo" !asis from %hich ear $ researchers cou " "eve op (o!

satisfaction theories

9o! satisfaction can a so !e seen %ithin the !roa"er conte>t of the range of

issues %hich affect an in"ivi"ua s e>perience of %or'# or their )ua it$ of

%or'ing ife 9o! satisfaction can !e un"erstoo" in terms of its re ationships

%ith other 'e$ factors# such as genera %e *!eing# stress at %or'# contro at

%or'# home*%or' interface# an" %or'ing con"itions

Communication Over oa" an" Communication Un"er oa"

One of the most important aspects of an in"ivi"ua -s %or' in a mo"ern

organization concerns the management of communication "eman"s that he

or she encounters on the (o! 5Bra$er# B 9 # & 2est!roo'# A # p @6

Deman"s can !e characterize" as a communication oa"# %hich refers to +the

rate an" comp e>it$ of communication inputs an in"ivi"ua must process ina particu ar time frame 5;araca# =onge# & Russe # 0?GG6 . In"ivi"ua s in an

organization can e>perience communication over* oa" an" communication

un"er* oa" %hich can affect their eve of (o! satisfaction Communication

over oa" can occur %hen +an in"ivi"ua receives too man$ messages in a

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short perio" of time %hich can resu t in unprocesse" information or %hen an

in"ivi"ua faces more comp e> messages that are more "ifficu t to process

5;arace# =onge# & Russe # 0??G6 . Due to this process# +given an

in"ivi"ua -s st$ e of %or' an" motivation to comp ete a tas'# %hen moreinputs e>ist than outputs# the in"ivi"ua perceives a con"ition of over oa"

5Bra$er# B 9 # & 2est!roo'# A 6 %hich can !e positive $ or negative $

re ate" to (o! satisfaction In comparison# communication un"er oa" can

occur %hen messages or inputs are sent !e o% the in"ivi"ua -s a!i it$ to

process them 5;arace# =onge# & Russe # 0??G6 . /ccor"ing to the i"eas of

communication over* oa" an" un"er* oa"# if an in"ivi"ua "oes not receive

enough input on the (o! or is unsuccessfu in processing these inputs# the

in"ivi"ua is more i'e $ to !ecome "issatisfie"# aggravate"# an" unhapp$

%ith their %or' %hich ea"s to a o% eve of (o! satisfaction

=easuring (o! satisfaction3

There are man$ metho"s for measuring (o! satisfaction :$ far# the most

common metho" for co ecting "ata regar"ing (o! satisfaction is the Ai'ert

sca e 5name" after Rensis Ai'ert 6 Other ess common metho"s of for

gauging (o! satisfaction inc u"e3 YesLNo )uestions# TrueL;a se )uestions#

point s$stems# chec' ists# an" force" choice ans%ers This "ata is t$pica $

co ecte" using an Enterprise ;ee"!ac' =anagement 5E;=6 s$stem

The 9o! Descriptive In"e> 59DI6# create" !$ Smith# Ben"a # & Hu in 50? ?6#

is a specific )uestionnaire of (o! satisfaction that has !een %i"e $ use" It

measures one-s satisfaction in five facets3 pa$# promotions an" promotion

opportunities# co%or'ers# supervision# an" the %or' itse f The sca e is

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simp e# participants ans%er either $es# no# or can-t "eci"e 5in"icate" !$ K-6

in response to %hether given statements accurate $ "escri!e one-s (o!

The 9o! in enera In"e> is an overa measurement of (o! satisfaction It is

an improvement to the 9o! Descriptive In"e> !ecause the 9DI focuses too

much on in"ivi"ua facets an" not enough on %or' satisfaction in genera

Other (o! satisfaction )uestionnaires inc u"e3 the =innesota Satisfaction

Muestionnaire 5=SM6# the 9o! Satisfaction Surve$ 59SS6# an" the ;aces

Sca e The =SM measures (o! satisfaction in 4 facets an" has a ong form

%ith 0 )uestions 5five items from each facet6 an" a short form %ith 4

)uestions 5one item from each facet6 The 9SS is a 7 item )uestionnaire that

measures nine facets of (o! satisfaction ;ina $# the ;aces Sca e of (o!

satisfaction# one of the first sca es use" %i"e $# measure" overa (o!

satisfaction %ith (ust one item %hich participants respon" to !$ choosing a

face

Superior*Su!or"inate Communication

Superior*su!or"inate communication is an important inf uence on (o!

satisfaction in the %or'p ace The %a$ in %hich su!or"inate-s perceive a

supervisor-s !ehavior can positive $ or negative $ inf uence (o! satisfaction

Communication !ehavior such as facia e>pression# e$e contact# voca

e>pression# an" !o"$ movement is crucia to the superior*su!or"inate

re ationship Nonver!a messages p a$ a centra ro e in interpersona

interactions %ith respect to impression formation# "eception# attraction#

socia inf uence# an" emotiona e>pression 5:urgoon# :u er# & 2oo"a #

0?? 6 Nonver!a imme"iac$ from the supervisor he ps to increase

interpersona invo vement %ith their su!or"inates impacting (o! satisfaction

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The manner in %hich supervisors communicate to their su!or"inates ma$ !e

more important than the ver!a content In"ivi"ua s %ho "is i'e an" thin'

negative $ a!out their supervisor are ess %i ing to communicate or have

motivation to %or' %here as in"ivi"ua s %ho i'e an" thin' positive $ oftheir supervisor are more i'e $ to communicate an" are satisfie" %ith their

(o! an" %or' environment The re ationship of a su!or"inate %ith their

supervisor is a ver$ important aspect in the %or'p ace Therefore# a

supervisor %ho uses nonver!a imme"iac$# frien" iness# an" open

communication ines is more %i ing to receive positive fee"!ac' an" high

(o! satisfaction from a su!or"inate %here as a supervisor %ho is antisocia #

unfrien" $# an" un%i ing to communicate %i natura $ receive negative

fee"!ac' an" ver$ o% (o! satisfaction from their su!or"inate-s in the

%or'p ace Emotions P =oo" an" emotions %hi e %or'ing are the ra%

materia s %hich cumu ate to form the affective e ement of (o! satisfaction

=oo"s ten" to !e onger asting !ut often %ea'er states of uncertain origin#

%hi e emotions are often more intense# short* ive" an" have a c ear o!(ect or

cause

There is some evi"ence in the iterature that state moo"s that are re ate" to

overa (o! satisfaction ,ositive an" negative emotions %ere a so foun" to

!e significant $ re ate" to overa (o! satisfaction ;re)uenc$ of e>periencing

net positive emotion %i !e a !etter pre"ictor of overa (o! satisfaction than

%i intensit$ of positive emotion %hen it is e>perience"

Emotion regu ation an" emotion a!or are a so re ate" to (o!satisfaction Emotion %or' 5or emotion management6 refers to various

efforts to manage emotiona states an" "isp a$s Emotion regu ation inc u"es

a of the conscious an" unconscious efforts to increase# maintain# or

"ecrease one or more components of an emotion / though ear $ stu"ies of

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16/85

the conse)uences of emotiona a!or emphasize" its harmfu effects on

%or'ers# stu"ies of %or'ers in a variet$ of occupations suggest that the

conse)uences of emotiona a!or are not uniform $ negative

It %as foun" that suppression of unp easant emotions "ecreases (o!

satisfaction an" the amp ification of p easant emotions increases (o!

satisfaction The un"erstan"ing of ho% emotion regu ation re ates to (o!

satisfaction concerns t%o mo"e s3

0 Emotiona "issonance Emotiona "issonance is a state of "iscrepanc$

!et%een pu! ic "isp a$s of emotions an" an interna e>perience of

emotions that often fo o%s the process of emotion

regu ation Emotiona "issonance is associate" %ith high emotiona

e>haustion# o% organizationa commitment# an" o% (o! satisfaction

4 Socia interaction mo"e Ta'ing the socia interaction perspective#

%or'ers- emotion regu ation might !eget responses from others

"uring interpersona encounters that su!se)uent $ impact their o%n

(o! satisfaction ;or e>amp e3 The accumu ation of favora! e

responses to "isp a$s of p easant emotions might positive $ affect (o!

satisfaction# performance of emotiona a!or that pro"uces "esire"

outcomes cou " increase (o! satisfaction

Re ationships an" practica imp ications

9o! Satisfaction can !e an important in"icator of ho% emp o$ees fee a!out

their (o!s an" a pre"ictor of %or' !ehaviours such as organizationa

citizenship# a!senteeism # an" turnover ;urther# (o! satisfaction can partia $

me"iate the re ationship of persona it$ varia! es an" "eviant %or' !ehaviors

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17/85

One common research fin"ing is that (o! satisfaction is corre ate" %ith ife

satisfaction This corre ation is reciproca # meaning peop e %ho are satisfie"

%ith ife ten" to !e satisfie" %ith their (o! an" peop e %ho are satisfie" %ith

their (o! ten" to !e satisfie" %ith ife Ho%ever# some research has foun"that (o! satisfaction is not significant $ re ate" to ife satisfaction %hen other

varia! es such as non%or' satisfaction an" core se f*eva uations are ta'en

into account

/n important fin"ing for organizations to note is that (o! satisfaction has a

rather tenuous corre ation to pro"uctivit$ on the (o! This is a vita piece of

information to researchers an" !usinesses# as the i"ea that satisfaction an" (o! performance are "irect $ re ate" to one another is often cite" in the

me"ia an" in some non*aca"emic management iterature / recent meta*

ana $sis foun" an average uncorrecte" corre ation !et%een (o! satisfaction

an" pro"uctivit$ to !e rP 0 1 the average true corre ation# correcte" for

research artifacts an" unre ia!i it$# %as rP 7 ;urther# the meta*ana $sis

foun" that the re ationship !et%een satisfaction an" performance can !e

mo"erate" !$ (o! comp e>it$# such that for high*comp e>it$ (o!s the

corre ation !et%een satisfaction an" performance is higher 5QP @46 than for

(o!s of o% to mo"erate comp e>it$ 5QP 4?6 In short# the re ationship of

satisfaction to pro"uctivit$ is not necessari $ straightfor%ar" an" can !e

inf uence" !$ a num!er of other %or'*re ate" constructs# an" the notion that

Ja happ$ %or'er is a pro"uctive %or'erJ shou " not !e the foun"ation of

organizationa "ecision*ma'ing

2ith regar" to (o! performance# emp o$ee persona it$ ma$ !e more

important than (o! satisfaction The in' !et%een (o! satisfaction an"

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18/85

performance is thought to !e a spurious re ationship 1 instea"# !oth

satisfaction an" performance are the resu t of persona it$

E=,AOYEE /TTITUDES /ND 9O: S/TIS;/CTION

+Happ$ emp o$ees are pro"uctive emp o$ees .+Happ$ emp o$ees are not

pro"uctive emp o$ees . 2e hear these conf icting statements ma"e !$ HR

professiona s an" managers in organizations There is confusion an" "e!ate

among practitioners on the topic of emp o$ee attitu"es an" (o! satisfactionF

even at a time %hen emp o$ees are increasing $ important for organizationa

success an" competitiveness Therefore# the purpose of this artic e is to provi"e greater un"erstan"ing of the research on this topic an" give

recommen"ations re ate" to the ma(or practitioner 'no% e"ge gaps /s

in"icate" in"irect $ in a stu"$ of HR professiona s 5R$nes# Co !ert# &

:ro%n# 4 46# as %e as !ase" on our e>perience# the ma(or practitioner

'no% e"ge gaps in this area are3 506 the causes of emp o$ee attitu"es# 546 the

resu ts of positive or negative (o! satisfaction# an" 576 ho% to measure an"

inf uence emp o$ee attitu"es 2ithin each gap area# %e provi"e a revie% of

the scientific research an" recommen"ations for practitioners re ate" to the

research fin"ings In the fina section# a""itiona recommen"ations for

enhancing organizationa practice in the area of emp o$ee attitu"es an" (o!

satisfaction are "escri!e"# a ong %ith suggestions for eva uating the

imp emente" practices

:efore !eginning# %e shou " "escri!e %hat %e mean !$ emp o$ee attitu"es

an" (o! satisfaction Emp o$ees have attitu"es or vie%points a!out man$

aspects of their (o!s# their careers# an" their organizations Ho% ever# from

the perspective of research an" practice# the most foca emp o$ee attitu"e is

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19/85

(o! satisfaction Thus# %e often refer to emp o$ee attitu"es !roa" $ in this

artic e# a though much of our specific focus %i concern (o! satisfaction

The most*use" research "efinition of (o! satisfaction is !$ Aoc'e 50?G 6#

%ho "efine" it as# + / p easura! e or positive emotiona state resu ting fromthe appraisa of one-s (o! or (o! e>periences. Imp icit in Aoc'e-s "efinition

is the importance of !oth affect# or fee ing# an" cognition# or thin'ing

2hen %e thin'# %e have fee ings a!out %hat %e thin' Converse $# %hen %e

have fee ings# %e thin' a!out %hat %e fee Cognition an" affect are thus

ine>trica! $ in'e"# in our ps$cho og$ an" even in our !io og$ Thus# %hen

eva uating our (o!s# as %hen %e assess most an$thing important to us# !oth

thin'ing an" fee ing are invo ve"

The Causes of Emp o$ee

/ttitu"es

The first ma(or practitioner 'no% e"ge gap %e %i a""ress is the causes of

emp o$ee attitu"es an" (o! satisfaction In genera # HR practitioners

un"erstan" the importance of the %or' situation as a cause of emp o$ee

attitu"es# an" it is an area HR can he p inf uence through organizationa

programs an" management practices Ho%ever# in the past t%o "eca"es#

there have !een significant research gains in un"erstan"ing "ispositiona an"

cu tura inf uences on (o! satisfaction as %e # %hich is not $et %e

un"erstoo" !$ practitioners In a""ition# one of the most important areas ofthe %or' situation to inf uence (o! satisfactionFthe %or' itse fFis often

over oo'e" !$ practitioners %hen a""ressing (o! satisfaction

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20/85

Dispositional Influences: Severa innovative stu"ies have sho%n the

inf uences of a person-s "isposition on (o! satisfaction One of the first

stu"ies in this area 5Sta% & Ross# 0? @6 "emonstrate" that a person-s (o!

satisfaction scores have sta!i it$ over time# even %hen he or she changes (o!s or companies In a re ate" stu"$# chi "hoo" temperament %as foun" to

!e statistica $ re ate" to a"u t (o! satisfaction up to 8 $ears ater Evi"ence

even in"icates that the (o! satisfaction of i"entica t%ins reare" apart is

statistica $ simi ar a though this iterature has ha" its critics1 an

accumu ating !o"$ of evi"ence in"icates that "ifferences in (o! satisfaction

across emp o$ees can !e trace"# in part# to "ifferences in their "isposition or

temperament

Despite its contri!utions to our un"erstan"ing of the causes of (o!

satisfaction# one of the imitations in this iterature is that it is not $et

informative as to ho% e>act $ "ispositions affect (o! satisfaction Therefore#

researchers have !egun to e>p ore the ps$cho ogica processes that un"er ie

its positiona causes of (o! satisfaction ;or e>amp e# 50?? 6 suggest that

"isposition ma$ inf uence the e>perience of emotiona $ significant events at

%or'# %hich in turn inf uences (o! satisfaction

Simi ar $# have "eve ope" theoretica mo"e s in an attempt to !etter

un"erstan" the re ationship !et%een "ispositions an" (o! satisfaction

Continuing this theoretica "eve opment# 9u"ge an" his co eagues foun" that

a 'e$ persona it$ trait# core se f*eva uation# corre ates %ith 5is statistica $re ate" to6 emp o$ee (o! satisfaction The$ a so foun" that one of the

primar$ causes of the re ationship %as through the perception of the (o!

itse f Thus# it appears that the most important situationa effect on (o!

satisfactionFthe (o! itse fFis in'e" to %hat ma$ !e the most important

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21/85

persona it$ trait to pre"ict (o! satisfactionFcore se feva uation Evi"ence

a so in"icates that some other persona it$ traits# such as e>traversion an" on

scientiousness# can a so inf uence (o! satisfaction These various research

fin"ings in"icate that there is in fact a re ationship !et%een "isposition or persona it$ an" (o! satisfac* tion Even though organizations cannot "irect $

impact emp o$ee persona it$# the use of soun" se ection metho"s an" a goo"

match !et%een emp o$ees an" (o!s %i ensure peop e are se ecte" an"

p ace" into (o!s most appropriate for them# %hich# in turn# %i he p enhance

their (o! satisfaction

Cultural Influences In terms of other inf uences on emp o$ee attitu"es# there

is a so a sma # !ut gro%ing !o"$ of research on the inf uences of cu ture or

countr$ on emp o$ee attitu"es an" (o! satisfaction The continue"

g o!a ization of organizations poses ne% cha enges for HR

,ractitioners an" the avai a! e research on cross*cu tura organizationa an"

human resources

Issues can he p them !etter un"erstan" an" gui"e practice

The most cite" cross*cu tura %or' on emp o$ee attitu"es is that of Hofste"e

50? # 0? @6 He con"ucte" research on emp o$ee attitu"e "ata in G

countries an" foun" that the "ata groupe" into four ma(or "imensions an"

that countries s$stematica $ varie" a ong these "imensions The four cross*

cu tura "imensions are3 506 in"ivi"ua ism*co ectivism1 uncertaint$

avoi"ance versus ris' ta'ing1 576 po%er "istance# or the e>tent to %hich

po%er is une)ua $ "istri!ute"1 an" 586 =ascu init$Lfemininit$# morerecent $ ca e"achievement orientation. ;or e>amp e# the Unite" States %as

foun" to !e high on in"ivi"ua ism# o% on po%er "istance# an" o% on

uncertaint$ avoi"ance 5thus high on ris' ta'ing6# %hereas =e>ico %as high

on co ectivism# high on po%er "istance# an" high on uncertaint$ avoi"ance

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22/85

The four "imensions have !een a usefu frame%or' for un"erstan"ing cross*

cu tura "ifferences in emp o$ee attitu"es# as %e as recognizing the

importance of cu tura causes of emp o$ee attitu"es =ore recent ana $ses

have sho%n that countr$Lcu ture is as strong a pre"ictor of emp o$eeattitu"es as the t$pe of (o! a person has There have !een numerous

rep ications of Hofste"e-s research 5revie%e" !$ Son"ergaar"# 0??86 The

importance of cu ture has a so !een foun" in ho% emp o$ees are vie%e" an"

va ue" across countriesLcu tures 59ac'son# 4 46Fcountries s$stematica $

var$ on the e>tent to %hich the$ vie% emp o$ees in instrumenta versus

humanistic %a$s In terms of practica recommen"ations# an a%areness of#

an"# %henever possi! e# a"(ustments to# cu tura factors that inf uence

emp o$ee attitu"es an" measurement are important for HR practitioners as

emp o$ee attitu"e surve$s increasing $ cross nationa !oun"aries

Work Situation Influences: /s "iscusse" ear ier# the %or' situation a so

matters in terms of (o! satisfaction an" organization impact Contrar$ to

some common $ he " practitioner !e iefs# the most nota! e situationa

inf uence on (o! satisfaction is the nature of the %or' itse fFoften ca e"

+intrinsic (o! characteristics . Research stu"ies across man$ $ears#

organizations# an" t$pes of (o!s sho% that %hen emp o$ees are as'e" to

eva uate "ifferent facets of their (o! such as supervision# pa$# promotion

opportunities# co%or'ers# an" so forth# the nature of the %or' itse f genera $

emerges as the most important (o! facet 59u"ge & Church# 4 1 9urgensen#0?G 6 This is not to sa$ that %e *"esigne" compensation programs or

effective supervision are unimportant1 rather#it is that much can !e "one to

inf uence (o! satisfaction !$ ensuring %or' is as interesting an" cha enging

as possi! e Unfortunate $# some managers thin' emp o$ees are most

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23/85

"esirous of pa$ to the e>c usion of other (o! attri!utes such as interesting

%or' ;or e>amp e# in a stu"$ e>amining the importance of (o! attri!utes#

emp o$ees ran'e" interesting %or' as the most important (o! attri!ute an"

goo" %ages ran'e" fifth# %hereas %hen it came to %hat managers thoughtemp o$ees %ante"# goo" %ages ran'e" first %hi e interesting %or' ran'e"

fifth 5Bovach# 0??@6 Of a the ma(or (o! satisfaction areas# satisfaction %ith

the nature of the %or' itse fF %hich inc u"es (o! cha enge# autonom$#

variet$# an" scopeF!est pre"icts overa (o! satisfaction# as %e as other

important outcomes i'e emp o$ee retention Thus# to un"erstan" %hat

causes peop e to !e satisfie" %ith their (o!s# the nature of the %or' itse f is

one of the first p aces for practitioners to focus on

The Resu ts of ,ositive or Negative 9o! Satisfaction

/ secon" ma(or practitioner 'no% e"ge gap is in the area of un"erstan"ing

the conse)uences of (o! satisfaction 2e hear "e!ates an" confusion a!out

%hether satisfie" emp o$ees are pro"uctive emp o$ees# an" HR practitioners

rightfu $ strugg e as the$ must re"uce costs an" are concerne" a!out the

effects on (o! satisfaction an"# in turn# the impact on performance an" other

outcomes

The focus of our "iscussion in this section is on (o! satisfaction# !ecause this

is the emp o$ee attitu"e that is most often re ate" to organizationaoutcomes Other emp o$ee attitu"es# such as organizationa commitment#

have !een stu"ie" as %e # a though the$ have simi ar re ationships to

outcom es as (o! satisfaction

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24/85

Job Satisfaction on Employees and their Job erformance:

The stu"$ of the re ationship !et%een (o! satisfaction an" (o! performance

has a controversia histor$ The Ha%thorne stu"ies# con"ucte" in the 0?7 s#

are often cre"ite" %ith ma'ing researchers a%are of the effects of emp o$eeattitu"es on performance Short $ after the Ha%thorne stu"ies# researchers

!egan ta'ing a critica oo' at the notion that a +happ$ %or'er is a

pro"uctive %or'er . =ost of the ear ier revie%s of the iterature suggeste" a

%ea' an" some%hat inconsistent re ationship !et%een (o! satisfaction an"

performance / revie% of the iterature in 0? @ suggeste" that the statistica

corre ation !et%een (o! satisfaction an" performance %as a!out 0G Thus#

these authors conc u"e" that the presume" re ationship !et%een (o!

satisfaction an" performance %as a +management fa". an" +i usor$ . This

stu"$ ha" an important impact on researchers# an" in some cases on

organizations# %ith some managers an" HR practitioners conc u"ing that the

re ationship !et%een (o! satisfaction an" performance %as trivia

Ho%ever# further research "oes not agree %ith this conc usion Organ 50? 6

suggests that the fai ure to fin" a strong re ationship !et%een (o! satisfaction

an" performance is "ue to the narro% means often use" to "efine (o!

performance Organ argue" that %hen performance is "efine" to inc u"e

important !ehaviors not genera $ ref ecte" in performance appraisa s# such

as organizationa citizenship !ehaviors# its re ationship %ith (o! satisfaction

improves Research ten"s to support Organization-s proposition in that (o!

satisfaction corre ates %ith organizationa citizenship !ehaviors 5Organ &R$an# 0??@6 In a""ition# in a more recent an" comprehensive revie% of 7 0

stu"ies# 9u"ge# Thoresen# :ono# an" ,atton 54 06 foun" that %hen the

corre ations are appropriate $ correcte" 5for samp ing an" measurement

errors6# the average corre ation !et%een (o! satisfaction an" (o! performance

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25/85

is a higher 7 In a""ition# the re ationship !et%een (o! satisfaction an"

performance %as foun" to !e even higher for comp e> 5e g # professiona 6

(o!s than for ess comp e> (o!s Thus# contrar$ to ear ier revie%s# it "oes

appear that (o! satisfaction is# in fact# pre"ictive of performance# an" there ationship is even stronger for professiona (o!s Job

Satisfaction and !ife Satisfaction:

/n emerging area of stu"$ is the interp a$ !et%een (o! an" ife satisfaction

Researchers

have specu ate" that there are three possi! e forms of the re ationship

!et%een (o! satisfaction an" ife satisfaction3 506 spi over# %here (o!

e>periences spi over into non%or' ife an" vice versa1 546 segmentation#

%here (o! an" ife e>periences are separate" an" have itt e to "o %ith one

another1 an" 576 compensation# %here an in"ivi"ua see's to compensate for

a "issatisf$ing (o! !$ see'ing fu fi ment an" happiness in his or her

non%or' ife an" vice versa 9u"ge an" 2atana!e 50??86 argue" that these

"ifferent mo"e s ma$ e>ist for "ifferent in"ivi"ua s an" %ere a! e to c assif$

in"ivi"ua s into the three groups On the !asis of a nationa samp e of U S

%or'ers# the$ foun" %ere the spi over group# 4 in the segmentation

group# an" 04 in the compensation group Thus# the spi over mo"e #

%here!$ (o! satisfaction spi s into ife satisfaction an" vice versa# appears

to characterize most U S emp o$ees Consistent %ith the spi over mo"e # a

revie% of the research iterature in"icate" that (o! an" ife satisfaction arecorre ate" 5averagetrue score corre ation3 Since a (o! is a significant part of

one-s ife# the re ationship !et%een (o! satisfaction an" ife satisfaction

ma'es senseFone-s (o! e>periences spi over into one-s ife Ho%ever# it

a so seems possi! e the causa it$ cou " go the other %a$Fa happ$ or

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26/85

unhapp$ ife spi s over into one-s (o! e>periences an" eva uations In fact#

the research suggests that the re ationship !et%een (o! an" ife satisfaction is

reciproca F(o! satisfaction "oes affect ife satisfaction# !ut ife satisfaction

a so affects (o! satisfaction / so in support of a spi over mo"e for (o! an" ife satisfaction# the

research iterature sho%s a consistent re ationship !et%een (o! satisfaction

an" "epression One might specu ate on the possi!i it$ that the re ationship

is simp $ "ue to persona it$ traits that cause !oth o% (o! satisfaction an"

"epression Ho%ever# to counter this# there is evi"ence that (o! oss an"

other %or' events are in fact associate" %ith "epression 52heaton# 0?? 6

Thus# this research suggests that "issatisfaction resu ting from one-s (o! can

spi over into one-s ps$cho ogica %e *!eing :ase" on this research# one

conc usion is that organizations on $ have so much contro over a person-s

(o! satisfaction# !ecause for man$ peop e# their (o! satisfaction is a resu t# in

part# of spi over of their ife satisfaction Ho%ever# continuing to ta'e

actions to a""ress o% (o! satisfaction is not on $ important for

organizationa effectiveness# !ut !$ not "oing so# organizations can cause

spi over of emp o$ees- o% (o! satisfaction into their ife satisfaction an"

%e *!eing

Job Satisfaction and Withdra"al #ehaviors

Numerous stu"ies have sho%n that "issatisfie" emp o$ees are more i'e $ to

)uit their (o!s or !e a!sent than satisfie" emp o$ees 5e g # Hac'ett & uion#0? @1 Hu in# Rozno%s'i# & Hachi$a# 0? @1 Boh er & =athieu# 0??76 9o!

satisfaction sho%s corre ations %ith turnover an" a!senteeism in the 4@

range 9o! "issatisfaction a so appears to !e re ate" to other %ith"ra%a

!ehaviors# inc u"ing ateness1 unionization# grievances# an" "rug a!use# an"

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27/85

"ecision to retire Hu in et a 50? @6 have argue" that these in"ivi"ua

%ith"ra%a !ehaviors are a manifestations of +(o! a"aptation. an" have

propose" that these in"ivi"ua !ehaviors !e groupe" together :ecause the

occurrence of most sing e %ith"ra%a !ehaviors is )uite o%# oo'ing at avariet$ of these !ehaviors improves the a!i it$ for sho%ing the re ationship

!et%een (o! attitu"es an" %ith"ra%a !ehaviors 5Hu in# 0??06 Rather than

pre"icting iso ate" !ehaviors# %ith"ra%a research an" app ie" practice

%ou " "o !etter# as this mo"e suggests# to stu"$ patterns in %ith"ra%a

!ehaviorsFsuch as turnover# a!senteeism# ateness# "ecision to retire# etc

together Severa stu"ies have supporte" this# sho%ing that %hen various

%ith"ra%a !ehaviors are groupe" together# (o! satisfaction !etter pre"icts

these !ehaviora groupings than the in"ivi"ua !ehaviors :ase" on the

research that sho%s (o! satisfaction pre"icts %ith"ra%a !ehaviors i'e

turnover an" a!senteeism# researchers have !een a! e to statistica $ measure

the financia impact of emp o$ee attitu"es on organizations 5e g # Cascio#

0? 1 =irvis & Aa% er# 0?GG6 Using these metho"s can !e a po%erfu %a$

for practitioners to revea the costs of o% (o! satisfaction an" the va ue of

improve" emp o$ee attitu"es on such outcomes as a!senteeism an"

retention

Ho% to =easure an" Inf uence Emp o$ee /ttitu"es3

The thir" ma(or practitioner 'no% e"ge gap is in the area of ho% to measure

an" inf uence emp o$ee attitu"es There are a num!er of possi! e metho"sfor measuring emp o$ee attitu"es# such as con"ucting focus groups#

intervie%ing emp o$ees# or carr$ing out emp o$ee surve$s Of these

metho"s# the most accurate measure is a %e *constructe" em p o$ee attitu"e

surve$ Thus# %e first provi"e an overvie% of the ma(or research on

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emp o$ee attitu"e surve$s To positive $ inf uence emp o$ee attitu"es#

un"erstan"ing of some of the research a rea"$ "iscusse" is important In

a""ition# 'no% e"ge of important consi"erations for ana $zing emp o$ee

surve$ resu ts is essentia for ta'ing appropriate steps to improve attitu"es;ina $# practitioners often use surve$ fee"!ac' "iscussion meetings as a

means for acting on emp o$ee attitu"e surve$sFthe fina part of this section

a""resses research re ate" to this topic an" the most important %a$s to

support action

Employee $ttitude Surveys

T%o ma(or research areas on emp o$ee attitu"e surve$s are "iscusse" !e o%3

emp o$ee attitu"e measures use" in research an" facet versus g o!a

measures The areas "iscusse" are not meant to provi"e 'no% e"ge of a

re evant consi"erations for "esigning emp o$ee surve$s# !ut rather provi"e

!ac'groun" on the research an" an overvie% of some ma(or areas of stu"$

In the research iterature# the t%o most e>tensive $ va i"ate" emp o$ee

attitu"e surve$ measures are the 9o! Descriptive In"e> 59DI1 Smith# Ben"a #

& Hu in# 0? ?6 an" the =innesota Satisfaction Muestionnaire 5=SM1 2eiss#

Da%is# Eng an"# & Aof)uist# 0? G6 The 9DI assesses satisfaction %ith five

"ifferent (o! areas3 pa$# promotion# co%or'ers# supervision# an" the %or'

itse f The 9DI is re ia! e an" has an impressive arra$ of va i"ation evi"ence

The =SM has the a"vantage of versati it$F ong an" short forms are

avai a! e# as %e as facete" an" overa measures /nother measure use" in (o! satisfaction research 5e g # 9u"ge# Erez# :ono# & Thoresen# in press6 is an

up"ate" an" re ia! e five*item version of an ear ier sca e !$ :ra$fie " an"

Rothe 50?@06 / of these measures have e" to greater scientific

un"erstan"ing of emp o$ee attitu"es# an" their greatest va ue ma$ !e for

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research purposes# $et these measures ma$ !e usefu for practitioners as

%e

In practice# organizations often %ish to o!tain a more "etai e" assessment of

emp o$ee attitu"es an"Lor customize their surve$s to assess issues uni)ue totheir firm There are t%o a""itiona issues %ith measuring emp o$ee

attitu"es that have !een researche" an" provi"e potentia $ usefu 'no% e"ge

for practitioners ;irst# measures of (o! satisfaction can !e facete" 5such as

the 9DI6F%here!$ the$ measure various "imensions of the (o!F%hi e

others are g o!a For measure a sing e# overa fee ing to%ar" the (o! /n

e>amp e of a g o!a measure is +Overa # ho% satisfie" are $ou %ith $our

(o!K. If a measure is facet*!ase"# overa (o! satisfaction is t$pica $ "efine"

as a sum of the facets Scarpe o an" Camp!e 50? 76 foun" that in"ivi"ua

)uestions a!out various aspects of the (o! "i" not corre ate %e %ith a

g o!a measure of overa (o! satisfaction Ho%ever# if one uses (o!

satisfaction facet scoresF!ase" on groups of )uestions on the same facet or

"imension rather than in"ivi"ua )uestionsFto pre"ict an in"epen"ent

measure of overa (o! satisfaction# the re ationship is consi"era! $ higher

/s has !een note" e se%here 5e g # 9u"ge & Hu in# 0??76# (o! satisfaction

facets are sufficient $ re ate" to suggest that the$ are measuring a common

constructFovera (o! satisfaction Secon"# %hi e most (o! satisfaction

researchers have assume" that overa # sing eitem measures are unre ia! e

an" therefore shou " not !e use"1 this vie% has not gone uncha enge"

2anous# Reichers# an" Hu"$ 50??G6 foun" that the re ia!i it$ of sing eitemmeasures of (o! satisfaction is G ;or the = ;aces sca e# another sing e*

item measure of (o! satisfaction that as's in"ivi"ua s to chec' one of five

faces that !est "escri!es their overa satisfaction# the re ia!i it$ %as

estimate" to !e Therefore# respecta! e eve s of re ia!i it$ can !e

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o!taine" %ith an overa measure of (o! satisfaction# a though these eve s

are some%hat o%er than most mu tip e*item measures of (o! satisfaction

:ase" on the research revie%e"# there is support for measuring (o!

satisfaction %ith either a g o!a satisfaction )uestion or !$ summing scoreson various aspects of the (o! Therefore# in terms of practice# !$ measuring

facets of (o! satisfaction# organizations can o!tain a comp ete picture of their

specific strengths an" %ea'nesses re ate" to emp o$ee (o! satisfaction an"

use those facet scores for an overa satisfaction measure# or the$ can

re ia! $ use overa satisfaction )uestions for that purpose

$naly%in& and Interpretin& Survey 'esults for $ction

Effective ana $sis an" interpretation of emp o$ee attitu"e surve$ "ata is

necessar$ in or"er to un"erstan" the resu ts an"# in turn# ta'e appropriate

actions to improve emp o$ee attitu"es an" (o! satisfaction Research on

emp o$ee attitu"e measurement an" statistica ana $ses is a 'e$ contri!ution

of the fie " of ps$cho og$ 5e g # E"%ar"s# 4 01 =ace$# 0?? 6 High ights of

the research on surve$ ana $ses an" the most important issues for HR

practitioners to consi"er are revie%e" !e o%

(he )se of *orms:

Ratings ma"e !$ emp o$ees on surve$ )uestions can s$stematica $ var$F

an" var$ %i"e $Fno matter %hat compan$ the$ %or' for ;or e>amp e#ratings of pa$ are t$pica $ o% an" ratings of %or'group cooperation are

t$pica $ rate" ver$ high Simi ar s$stematic variations are foun" %hen

comparing surve$ "ata for man$ companies across countries ;or e>amp e#

S%itzer an" ten"s to have some of the highest ratings# Ita $ some of the

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o%est Therefore# it is he pfu %hen interpreting surve$ "ata to 'no% ho%

the surve$ resu ts compare to in"ustr$ norms or countr$ norms Surve$

norms are "escriptive statistics that are compi e" from "ata on the same

surve$ )uestions from a num!er of companies an" are o!taine" !$ (oining aconsortium Compara!i it$ of the companies# compan$ size# an" num!er of

companies are important factors in the va ue of the norms 5=orris &

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"epartments %ith sma num!ers genera $ shou " not !e "one# especia $

%hen the surve$ is a samp e surve$ an" "esigne" to provi"e "ata on $ at

higher eve s Even for surve$s of a emp o$ees that provi"e surve$ resu ts

to each managerL"epartment# numerica accurac$ is sti of concern an"comparisons across time or !et%een managers shou " !e avoi"e"F"ata at

the %or'group eve is !est provi"e" to each manager for "epartment

fee"!ac' an" oca actions To avoi" these measurement issues# it is he pfu

to have a o%er imit on the organization size an"Lor num!er of respon"ents

nee"e" to create reports for comparisons 5most organizations %e have

%or'e" %ith set this at a ma>imum margin of error of p usLminus ?

percentage points# %hich is genera $ aroun" 0 respon"ents6 Numerica

accurac$ an" appropriate comparisons are especia $ important %hen using

surve$ "ata for performance targets an" emp o$ment* re ate" "ecisions

+lobal Considerations. ;or organizations operating in more than one

countr$# un"erstan"ing surve$ "ata !$ countr$ is a so va ua! e for

improving emp o$ee attitu"es Ho%ever# ma'ing comparisons across

countries is another t$pe of ana $sis that shou " !e con"ucte" %ith caution

/s state" ear ier# there are countr$Lcu tura inf uences on emp o$ee attitu"es#

an" the use of countr$ norms is prefera! e In other %or"s# comparisons are

!est ma"e against an appropriate countr$ norm rather than comparing one

countr$-s surve$ resu ts to another countr$-s resu ts In a""ition to cu tura

factors# inguistic factors across countries can affect surve$ resu ts Concepts Fsuch as +emp o$ee recognition can have "ifferent meanings "ue to

"ifferent cu tura meanings 5Hui# 0?? 1 Hui & Trian"is# 0? @6# an" this can

affect the e)uiva ence of the measurements of emp o$ee attitu"es across

countries To he p minimize inguistic an" other issues# professiona

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trans ations# !ac' trans ations 5trans ations !ac' into Eng ish then chec'e"

against the origina Eng ish6# an" countr$ revie%s are recommen"e" Other

gui"ance on a"ministrative an" practica issues %hen con"ucting a

mu tinationa emp o$ee attitu"e surve$ is a so avai a! e

!inkin& Employee $ttitudes to #usiness ,easures.

One of the ne%est areas of research that assists %ith i"entif$ing important

areas for surve$ action is to statistica $ in' emp o$ee attitu"es to !usiness

outcomes This research is an e>tension of the research "iscusse" ear ier that

corre ate" (o! satisfaction %ith (o! performance Schnei"er an" his

co eagues carrie" out the groun" !rea'ing stu"ies in this area# sho%ing ho%

emp o$ee attitu"es a!out various human resources practices corre ate" %ith

customer satisfaction measures# thus in"icating 'e$ evers to improve

customer satisfaction ;or e>amp e# the$ foun" that %hen emp o$ees

reporte" higher satisfaction %ith %or' faci itation an" career "eve opment#

customers reporte" higher service )ua it$ Other researchers have "eve ope"

in'age mo"e s that i"entif$ the organizationa practicesFas rate" !$

emp o$ee attitu"e surve$ that re ate to high eve s of organizationa

performance In a""ition# a variet$ of stu"ies have sho%n ho% emp o$ee

attitu"es are pre"ictive of important financia performance measures# such as

mar'et share Ain'age research can !e "one in an$ organization %here thereis some %a$ to group enough surve$ "ataFsuch as in stores# !ranches#

"istricts# an" even countriesFan" then corre ate it %ith financia an"Lor

customer "ata for the same groups This t$pe of surve$ measurement an"

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ana $sis he ps practitioners "emonstrate the impact of emp o$ee attitu"es on

the !usiness# as %e as i"entif$ 'e$ evers for action

Survey -eedback and $ction:Emp o$ee surve$s# use" effective $# can !e cata $sts for improving

emp o$ee attittu"es an" pro"ucing organizationa change This statement is

!ase" on t%o important assumptions# !oth supporte" !$ research a rea"$

revie%e" in this artic e3

;irst that emp o$ee attitu"e affects !ehavior an" secon"# that emp o$ee

attitu"es are important evers of organizationa performance

Surve$ fee"!ac' an" action he p support an" "rive organizationa change#

an" the +a!i it$ to manage change. is eva uate" !$ ine managers as the

most important competenc$ for HR professiona s There are man$ variations

of surve$ fee"!ac' an" action# though an important research fin"ing is that

participation in fee"!ac' sessions a one %i not resu t in changeFan" this

is often %here organizations fa short In fact# R$nes et a 54 46 foun" that

one of the highest percentages of HR professiona s respon"ing contrar$ to

the research facts %as to the statement +Ensuring emp o$ees participate in

"ecision ma'ing is more important for improving organizationa

performance than setting performance goa s . E>tensive research "oes not

support this statement# $et 4 of HR professiona s mar'e" it as true In

fact#actua action# not (ust invo vement in surve$ fee"!ac' "iscussions an"

the "eve opment of p ans# is critica for an emp o$ee surve$ to resu t inimprove" performance ;ee"!ac' sessions that resu t in concrete goa s an"

resu t* ing actions have the most impact This is supporte" !$ e>tensive

research on goa *setting theor$# %hich sho%s that having specific goa s is a

ma(or factor for motivation an" performance

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Ho% To C ose the aps an" Eva uate the Effectiveness of ,ractice3

Throughout this artic e# as %e "iscusse" the re evant research for each of the

three 'no% e"ge gaps# %e provi"e" suggestions for c osing the gaps In thissection# %e offer some fina suggestions# as %e as i"eas for eva uating the

effectiveness of imp emente" practices One important %a$ to c ose the gap

!et%een research an" practice is to !e !etter informe" a!out the research

iven the "eman"s on HR practitioners- time# this is a "ifficu t tas'# $et one

that is increasing $ e>pecte" of HR professiona s To"a$# organizations nee"

more from HR than someone to a"minister the tactica aspects of an

emp o$ee surve$ an" to chec' that managers are ho "ing fee"!ac'

"iscussions an" have action p ans Organizations nee" HR practitioners %ho

'no% ho% to "eve op effective an" research*!ase" emp o$ee attitu"e

measures# un"erstan" an" "erive va ua! e insights from the "ata# an" use the

resu ts to improve emp o$ee attitu"es an" (o! performance an" he p ea"

organizationa change There are man$ e>ce ent an" emerging %a$s to gain

this 'no% e"geFprofessiona HR organizations 5e g # the Societ$ for

Human Resource =anagement6 are increasing $ offering %a$s to get

summarize" research information# an" ne% %a$s to gain 'no% e"ge through

on ine an" other metho"s are emerging /nother suggestion re ates to

improving 'no% e"ge of !asic statistics The nee" to measure# un"erstan"#

an" improve emp o$ee attitu"es is essentia for organizations of to"a$ Yet#

%ithout the numeric comfort nee"e" to fu $ un"erstan" an" "iscussemp o$ee attitu"e measurements# %hat the$ mean# an" ho% the$ re ate to

other !usiness measures# HR cannot !e at the ta! e to assist %ith achieving

this goa In terms of eva uating the practices "iscusse" in this artic e# the

most rigorous an" "efensi! e metho"s are to app $ return on investment

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5ROI6 princip es These invo ve "efining the o!(ectives of a programFsuch

as assess emp o$ee attitu"es that pre"ict organizationa performance an"

improve emp o$ee attitu"es an" (o! satisfactionFan" then eva uating#

through appropriate research "esigns an" measurements# %hether theseo!(ectives %ere met /pproaches for carr$ing out ROI an" cost*!ase"

eva uations

are "escri!e" in the iterature 5e g # Cascio# 0? 6 These eva uation

approaches are the most rigorous# $et can !e resource an" time intensive In

terms of more straightfor%ar" suggestions for eva uating the practices

imp emente"# %e offer the fo o%ing )uestions that HR practitioners can as'

themse ves3 +Do %e have an emp o$ee attitu"e surve$ that measures areas

important for emp o$ee (o! satisfaction as %e as organizationa successK.

+Ho% "o %e 'no% this an" ma'e this case to ine managementK. +Is the

surve$ routine $ use" as part of "ecision ma'ingK. +Is the surve$ a respecte"

source of information a!out the peop e si"e of the !usinessK. +/m I at the

ta! e %ith ine management using the surve$ insights for nee"e" action an"

organizationa changeK. +Can I "iscuss these measures in ight of other 'e$

!usiness measuresK. These ma$ !e ne% eva uation criteria for man$ HR

professiona s %ho have tra"itiona $ eva uate" themse ves in areas such as

attitu"e surve$ response rates# time iness of action p ans su!mitte" !$

managers# an" the num!er of reports "istri!ute" In the en"# the eva uation

of the practices imp emente" shou " consi"er these t%o important points3

/re measures of emp o$ee attitu"e use" as important information for the !usinessK U timate $# "o emp o$ee attitu"es an" (o! satisfaction move in the

"esire" "irectionK

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Conc usions an" ;uture Directions

The fie " of in"ustria Lorganizationa ps$cho og$ has a ong# rich# an"# at

times# controversia histor$ re ate" to the stu"$ an" un"erstan"ing ofemp o$ee attitu"es an" (o! satisfaction Some of this research is ver$

specific an" aime" primari $ at other researchers# %hi e other pu! ications

provi"e practica gui"ance on un"erstan"ing# measuring# an" improving

emp o$ee attitu"es 5e g # E"%ar"s & ;isher# 4 81 Braut# 0?? 6 One i'e $

future "irection of emp o$ee attitu"e research %i !e to !etter un"erstan"

the interp a$ !et%een the person an" the situation an" the various interna

an" e>terna factors that inf uence emp o$ee attitu"es In particu ar# a !etter

un"erstan"ing of the ro e of emotion# as %e as !roa"er environmenta

impacts# is nee"e" an" has !een arge $ over oo'e" in past research In

a""ition# ongoing research %i provi"e more in*"epth un"erstan"ing of the

effects of emp o$ee attitu"es an" (o! satisfaction on organizationa

measures# such as customer satisfaction an" financia measures reater

insights on the re ationship !et%een emp o$ee attitu"es an" !usiness

performance %i assist HR professiona s as the$ strive to enhance the

essentia peop e si"e of the !usiness in a high $ competitive# g o!a arena

Concept of (o! satisfaction

9o! satisfaction has !een "efine" in severa "ifferent %a$s an" a "efinitive

"esignation for the term is un i'e $ to materia ise / simp e or genera %a$

to "efine it therefore is as an attitu"ina varia! e3

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Job satisfaction is simply ho" people feel about their jobs and different

aspects of their jobs. It is the e tent to "hich people like /satisfaction0 or

dislike /dissatisfaction0 their jobs.

/n a ternative approach is that propose" !$ Sousa*,oza an" Sousa*,oza#

!ase" on the assumption that there are !asic an" universa human nee"s# an"

that# if an in"ivi"ua -s nee"s are fu fi e" in their current situation# then that

in"ivi"ua %i !e happ$ This frame%or' postu ates that (o! satisfaction

"epen"s on the !a ance !et%een %or'*ro e inputs * such as e"ucation#

%or'ing time# effort * an" %or'*ro e outputs * %ages# fringe !enefits# status#

%or'ing con"itions# intrinsic aspects of the (o! If %or'*ro e outputs

5 p easures-6 increase re ative to %or'*ro e inputs 5 pains-6# then (o!

satisfaction %i increase

Other theorists have vie%e" (o! satisfaction as a !i*"imensiona concept

consisting of intrinsic an" e>trinsic satisfaction "imensions Intrinsic sources

of satisfaction "epen" on the in"ivi"ua characteristics of the person# such as

the a!i it$ to use initiative# re ations %ith supervisors# or the %or' that the

person actua $ performs1 these are s$m!o ic or )ua itative facets of the (o!

E>trinsic sources of satisfaction are situationa an" "epen" on the

environment# such as pa$# promotion# or (o! securit$1 these are financia an"

other materia re%ar"s or a"vantages of a (o! :oth e>trinsic an" intrinsic

(o! facets shou " !e represente"# as e)ua $ as possi! e# in a composite

measure of overa (o! satisfaction

This "istinction# as "escri!e" !$ Rose# re ates to the "ou! e meaning of the

%or" (o!-3 the %or' tas's performe" an" the post occupie" !$ the person

performing those tas's

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The meaning of (o!- as a post or appointment is of primar$ importance

Ever$ (o! is an instance of the emp o$ment re ationship# em!o"$ing a

contract 5su!stantive or imp ie"6 to e>change an a!i it$ to %or' 5 a!our#

provi"e service# e>ercise ingenuit$# "irect efforts of others# etc6 for re%ar"s5!oth materia an" s$m!o ic6 True# performing %or' tas's provi"es a stream

of e>periences# technica an" socia # that can energise ps$chosocia

responses1 an$ resu ting "ata summarising these reactions are in"ispensa! e

Ho%ever# such "ata must not !e %eighte" higher than those concerning

e>perience of the overt 5or ostensi! e6 contractua terms * a!ove a # those

concerning pa$ an" (o! securit$

Human Re ations

The term re ates to the tota re ationship !et%een an in"ivi"ua an" the

emp o$er for %hich he is pai" Satisfaction "oes mean the simp e fee ing*

state accompan$ing attainment !$ an impu se of its o!(ective 9o!

"issatisfaction "oes mean a!sence of motivation at %or'

Research %or'ers "ifferent $ "escri!e" the factors contri!uting to (o!

satisfaction an (o! "issatisfaction Hoppoc' "escri!es (o! satisfaction as#

+/n$ com!ination of ps$cho ogica # ph$sio ogica an" environmenta

circumstances that cause an" person truthfu $ to sa$ I am satisfie" %ith m$

(o!.

9o! satisfaction is "efine" as the +p easura! e emotiona state resu ting

from the appraisa of one-s (o! as achieving or faci itating the achievement

of one-s (o! va ues. In contrast (o! "issatisfaction is "efine" as +the un

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*p easura! e emotiona state resu ting form the appraisa of one-s (o! as

frustrating or ! oc'ing the attainment of one-s (o! va ues or as entai ing

"isva ues + Ho%ever# !oth satisfaction an" "issatisfaction %ere seen as . /

function of the perceive" re ationship !et%een %hat on perceives it asoffering or entai ing.

Theories of (o! satisfaction3

There are vita "ifferences among e>perts a!out the concept of (o!

satisfaction !asica $1 there are four approachesLtheories of (o! satisfaction

The$ are3

06 ;u fi ment theor$

46 Discrepanc$ theor$

76 E)uit$ theor$# an"

86 T%o factor theor$

0 ;u fi ment Theor$3*

The proponents of this theor$ measure satisfaction in terms of re%ar"s

a person receives or the e>tent to %hich his nee"s as satisfie" ;urther the$

thought that there is a "irectLpositive re ationship !et%een (o! satisfaction

an" the actua satisfaction of the e>pecte" nee"s The main "ifficu t$ in this

approach is that (o! satisfaction as o!serve" !$ %i ing# is not on $ afunction of %hat person receives !ut a so %hat he fee s he shou " receive as

there %ou " !e consi"era! e "ifference in the actua an" e>pectations of

persons Thus (o! satisfaction cannot !e regar"e" as mere $ function of ho%

much person receives from his (o! /nother important factorLvaria! e that

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shou " !e inc u"e to pre"ict (o! satisfaction actua $ is the strength of the

in"ivi"ua s. "esire of his eve of aspiration in a particu ar area This e" to

the "eve opment of the "iscrepanc$ theor$ of (o! satisfaction

4 Discrepanc$ Theor$3

The proponents of this theor$ argue that satisfaction is the function of

%hat a person actua $ receives from his (o! situation an" %hat he thin's he

shou " receive or %hat he e>pects to receive 2hen the actua satisfaction

"erive" is ess than e>pecte" satisfaction# it resu ts in "issatisfaction# as

"iscusse" ear ier

+9o! satisfaction# it resu ts in "issatisfaction are functions of the

perceive" re ationship !et%een %hat one %ants from one-s (o! an" %hat one

perceives it is offering +This approach "oes not ma'e it c ear %hether or no

over satisfaction is a part of "issatisfaction an" if so# ho% "ies it "iffer from

"issatisfaction This e" the "eve opment of e)uit$ theor$ of (o!

satisfaction

7 E)uit$ Theor$3

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The proponents of this theor$ are of the vie% that a person-s satisfaction is

"etermine" !$ his perceive" e)uit$# %hich n turn is "etermine" !$ his

input output !a ance compare" to his comparison of others1 input

output !a ance is the perceive" Raito of %hat a person receives for his (o! re ative to %hat he contri!utes to the (o! This theor$ is of the

vie% that !oth un"erthe over re%ar"s ea" to "issatisfaction %hi e the

un"er re%ar" causes fee ings of unfair treatment# over re%ar" ea"

to fee ings gui t an" "iscomfort

8 T%o factor Theor$3

This theor$ %as "eve ope" !$ Herz!erg# =anusner# ,eterson an" Cap%e

%ho i"entifie" certain factors satisfies an" "issatisfies ;actor such as

achievement# recognition# responsi!i it$ etc # are satisfies the presence of

%hich causes satisfaction !ut their a!sence "oes not resu te" in

"issatisfaction On the other han"# factors such as supervision# sa ar$#

%or'ing con"itions etc # are "issatisfies# the a!sence of %hich causes

"issatisfaction Their theor$ fai e" to give an$ support to this theor$# as it

seems that a person can get !oth satisfaction an" "issatisfaction at the same

time# %hich is not va i"

;actors of (o! satisfaction3

9o! satisfaction refers to a genera attitu"e# %hich an emp o$ee retains

on account of man$ specific attitu"es in the fo o%ing areas3

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06 9o! satisfaction#

46 In"ivi"ua characteristics#

76 Re ationships outsi"e the (o!

There are "ifferent factors on %hich (o! satisfaction "epen"s Importantamong them are "iscusse" here un"er

,ersona ;actors3*

The$ inc u"e %or'ers se># e"ucation# age marita status an" their

persona characteristics# fami $ !ac'groun"# socio*economic !ac'groun"

an" the i'e

;actors Inherent in the 9o!3*

These factors have recent $ !een stu"ie" an" foun" to !e important in

the se ection of emp o$ee Instea" of !eing gui"e" !$ their co*%or'ers an"

supervisors# the s'i e" %or'ers %ou " rather i'e to !e gui"e" !$ their o%n

inc ination to choose (o!s in consi"eration of %hat the$ have to "o These

factors inc u"e3 the %or' itse f# con"itions# an" inf uence of interna an"

e>terna environmenta on the (o! %hich are uncontro e" !$ themanagement etc

;actors Contro e" !$ the =anagement3

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The$ inc u"e the nature of supervision# (o! securit$# 'in" of %or'

groun" %age rate# promotiona opportunities# an" transfer po ic$# "uration of

%or' an" sense of responsi!i ities / these factors great $ inf uence the

%or'ers

Their presence in the organization motivates the %or'ers an" provi"es

sense of (o! satisfaction Though performance an" (o! satisfaction are

inf uence" !$ "ifferent set of factors# these t%o can !e re ate" if

management i'e re%ar"s to performance It is vie%e" (o! satisfaction is a

conse)uence of performance of rather than a cause of it Satisfaction is

strong $ inf uences the pro"uctive efficienc$ of an organization %here as

a!senteeism# emp o$ee turnover# a coho ism# irresponsi!i it$# un*

commitment# are the resu t of (o! "issatisfaction Ho%ever (o! satisfaction

or "issatisfaction forms opinion a!out the (o! an" the organization# %hich

resu t in emp o$ee mora e

Effect of (o! Satisfaction3

9o! satisfaction has a variet$ of effects These effects ma$ !e seen in

the conte>t of an in"ivi"ua -s ph$sica an" menta hea th# pro"uctivit$#

a!senteeism# an" turnover

0 ,h$sica an" =enta Hea th3

The "egree of (o! satisfaction affects an in"ivi"ua -s ph$sica an"

menta hea th Since (o! satisfaction is a t$pe of menta fee ing# its

favora! eness or un*favora! eness affects the in"ivi"ua ps$cho ogica $#

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%hich u timate $ affects his ph$sica hea th ;or e>amp e# Aa%$er has

pointe" out that "rug a!use# a coho ism# an" menta an" ph$sica hea th

resu t from ps$cho ogica $ harmfu (o!s ;urther# since a (o! is an important

part of ife# (o! satisfaction inf uences genera ife satisfaction The resu t isthat there is spi over effect# %hich occurs in !oth "irections !et%een (o! an"

ife satisfaction

4 ,ro"uctivit$3

There are t%o vie%s a!out the re ationship !et%een (o! satisfaction

an" pro"uctivit$

0 / happ$ %or'er is a pro"uctive %or'er#

4 / happ$ %or'er is not necessari $ a pro"uctive %or'er

The first vie% esta! ishes a "irect cause effect re ationship !et%een

(o! satisfaction an" pro"uctivit$1 %hen (o! satisfaction increases#

pro"uctivit$ increases1 %hen (o! satisfaction "ecreases# pro"uctivit$

"ecreases The !asic ogic !ehin" this is that happ$ %or'er %i put more

efforts for (o! performance Ho%ever# this ma$ not !e true in a cases ;or

e>amp e# a %or'er having o% e>pectations for his (o!s ma$ fee satisfie"

!ut he ma$ not put his efforts more vigorous $ !ecause of his o%

e>pectations from the (o! Therefore# this vie% "oes not e>p ain fu $ the

compe s re ationship !et%een (o! satisfaction an" pro"uctivit$

The other vie% is that if a satisfie" %or'er is not necessari $ a

pro"uctive %or'er e>p ains the re ationship !et%een (o! satisfactions an"

pro"uctivit$


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of (o! performance on satisfaction an" organizationa e>pectations from

in"ivi"ua s for (o! performance

0 9o! performance ea"s to (o! satisfaction an" not the other %a$ roun"The !asic factor for this phenomenon is the re%ar"s 5a source of

satisfaction6 attache" %ith performance There are t%o t$pes of

re%ar"s intrinsic an" e>trinsic The intrinsic re%ar" stems from the

(o! itse f %hich ma$ in the form of gro%th potentia # cha enging (o!#

etc The e>trinsic re%ar" is su!(ect to contro !$ management such as

sa ar$# !onus# etc /n$ increase in these factors "oes not he p to

increase pro"uctivit$ though these factors increase (o! satisfaction

4 / happ$ %or'er "oes not necessari $ contri!ute to higher pro"uctivit$

!ecause he has to operate un"er certain techno ogica constraints an"#

therefore# he cannot go !e$on" certain output ;urther# this constraint

effects the management-s e>pectations from the in"ivi"ua in the form

of o%er output Thus# the %or' situation is pegge" to minima $

accepta! e eve of performance

Ho%ever# it "oes not mean that the (o! satisfaction has no

Impact on pro"uctivit$ / satisfie" %or'er ma$ not necessari $ ea" to

increase" pro"uctivit$ !ut a "issatisfie" %or'er ea"s to o%er

pro"uctivit$

7 /!senteeism3

/!senteeism refers to the fre)uenc$ of a!sence of a (o! ho "er

form the %or'p ace either une>cuse" a!sence "ue to some avoi"a! e

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reasons or ong a!sence "ue to some unavoi"a! e reasons It is the

former t$pe of a!sence %hich is a pro"uces a ac' of %i to %or'-

an" a ienates a %or'er from as far as possi! e Thus# (o! satisfaction is

re ate" to a!senteeism

8 Emp o$ee Turnover3

Turnover of emp o$ees is the rate at %hich emp o$ees eave the

organization %ithin a given perio" of time 2hen an in"ivi"ua is

"issatisfie" in the organization# the$ tr$ to overcome this through various

%a$s of mechanism# if an emp o$ee is not a! e "o so1 the emp o$ee opts

to eave the organization Thus in genera case# emp o$ee turnover is

re ate" to (o! satisfaction Ho%ever# (o! satisfaction is not the on $ cause

of emp o$ee turnover# the rate of turnover of computer soft%are

professiona s eave their organizations not simp $ !ecause the$ are not

satisfie" !ut !ecause of the opportunities offere" from other sources

particu ar $ from foreign companies ocate" a!roa"

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SI NI;IC/NCE3

He ps in increasing the pro"uctivit$

It re"uces /!senteeism

It he ps in re"uce the emp o$ee turnover

It increases the retention rate

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NEED ;OR THE STUDY

2h$ measure Emp o$ee Satisfaction

A company is only strong and successful as its members, its

employees,are.By measuring employee satisfaction in key

areas,organization can gain the information needed to improve

employee satisfaction ,retention and productivity. However, a recent

study by the Society of Human Resource anagement !SHR "

indicated that often the HR department#s perceptions of employee

satisfaction versus the true measure of employee satisfaction are not

always in sync.

9o! satisfaction of the emp o$ees is important if the emp o$ees

are satisfie" then on $ the organization can function smooth $ increases its

pro"uction# faces competition If emp o$ees are satisfie" %ith their (o! the$

%i carr$ a positive attitu"e Emp o$ees %ho are not satisfie" %ith their (o!s

are ver$ i'e $ to eave If the$ "on-t eave the$ !ecome a source of !a"

mora e an" "o a great "ea of harm in the organization In man$ cases

emp o$ers %ithout proper "ata %i assume the %rong reasons for emp o$ee"issatisfaction =an$ !osses %i automatica $ thin' that mone$ is the $op

reason for eaving a (o!

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Surve$ing emp o$ees on a regu ar !asis is a great %a$ to sta$ in touch %ith

the pu se of the !usiness :efore aunching a surve$ though it is important to

esta! ish the groun" ru es

=an$ emp o$ees %i !e un%i ing to e>press their honest fee ings the$

thin' the$ %i !e sing e" out =a'e sure that the surve$s are con"ucte" %ith

anon$mit$ :e certain to have the support of compan$ management a the

%a$ to the top Emp o$ees %ant to 'no% that the ea"ership is !ehin" the

surve$ an" that their responses %i !e ta'en serious $

Aet the emp o$ees 'no% that that their comments are important to the

compan$ State to them %hat %i !e "one %ith the resu ts /n" then ive up

to those statements Emp o$ees %i !ecome "ou!tfu of management-s

intention if the$ "on-t fo o% through

Hence the stu"$ has !een un"erta'en to assess the emp o$ee (o! satisfaction

%hich is necessar$ for the organization in or"er to ma'e soun" "ecisions

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O:9ECTI


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AI=IT/TIONS

The stu"$ is imite" to the po icies an" practices !eing fo o%e" in


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SCO,E O; THE STUDY

The (o! satisfaction on emp o$ees refers to a person-s

fee ing of satisfaction on their (o! It is "ifferent from person to person The

researcher has chosen to measure the eve of (o! satisfaction in c usive stu"$ is ma"e on them

The stu"$ consi"ers on $ the perceptua e ements of

emp o$ees an" "oes not focus on groun" rea ities The scope of stu"$ cover3

%or' con"itions# compensation# e>tra !enefits# conve$ance treatment of

superiors# co eagues# "u $ timings# an" grievance re"resa mechanism a

Documents

Job Satisfaction on Employees Updated Version