JOB SATISFACTION

June 05, 2010

Presented by

A M Delanie Jayesuria Index No : DPS/002

DIPLOMA IN PSYCHOLOGY

The Quality of Life at Work

INSTITUTE OF PERSONNEL MANAGEMENT

RATIONALE

JOB SATISFACTION

WORK ENVIRONMENT

OVERVIEW

- History

- Definition

- Effect for Job Design

- Models of Job Satisfaction

- Determinants of Job Satisfaction

- Measurements of Job Satisfaction

- Job Satisfaction Vs Job Behaviour

- Job Involvement and Orgnisational Commitment

HISTORY – AN EVOLUTION

• Hawthorne studies (1924-1933) • Scientific Management (1856-

1917)

• Maslow’s Hierarchy of Needs

• Quality of Work-Life

DEFINITON

Job satisfaction has been defined as a pleasurable emotional state resulting from the

a. appraisal of one’s job;b. an affective reaction to one’s job; and c. an attitude towards one’s job (the

cognitive evaluation which are affect (emotion), believes and behaviours.

This definition suggests that we form attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviors.

EFFECTS OF JOB SATISFACTION

• Job Design: The process of linking specific tasks to specific jobs and deciding what techniques, equipment, and procedures should be used to perform those tasks.

- Scientific Management - Job Enlargement

- Job Enrichment

- Job Rotation

Scientific Management

• A set of principles and practices designed to increase the performance of individual workers by stressing job simplification and job specialization.

• Job simplification: The breaking up of the work that needs to be performed in an organization into the smallest identifiable tasks.

• Job specialization: The assignment of workers to perform small, simple tasks.

• Time and motion studies: Studies that reveal exactly how long it takes to perform a task and the best way to perform it.

Job Enlargement

• Increasing the number of tasks a worker performs but keeping all of the tasks at the same level of difficulty and responsibility; also called horizontal job loading.

• Advantage: Adds variety to a worker’s job.• Disadvantage: Jobs may still be simple and limited in

how much control and variety workers have.

Job Enrichment• Increasing a worker’s responsibility and control over his or her

work; also called vertical job loading.• Ways of enriching jobs:

– Allow workers to plan their own work schedules.– Allow workers to decide how the work should be performed.– Allow workers to check their own work.– Allow workers to learn new skills.

• Advantage: Gives workers more autonomy, responsibility, and control.

• Disadvantages– Not all workers want enriched jobs– May be expensive and/or inefficient

Job Rotation

• Job rotation is an approach where an individual is moved through a schedule of work designed to give him or her a breadth of exposure to the entire operation.

MODELS OF JOB SATISFACTION

- THE FACET MODELFocuses primarily on work situation factors by breaking a job into its component elements, or job facets, and looking at how satisfied workers are with each.

• A worker’s overall job satisfaction is determined by summing his or her satisfaction with each facet of the job.

• Sample job facets– Ability utilization: the extent to which the job allows one to use one’s

abilities.– Activity: being able to keep busy on the job.– Human relations supervision: the interpersonal skills of one’s boss.

MODELS OF JOB SATISFACTION

- Herzberg’s Motivator-Hygiene Theory• Every worker has two sets of needs or requirements: motivator needs and

hygiene needs.• Motivator needs are associated with the actual work itself and how

challenging it is.– Facets: interesting work, autonomy, responsibility

• Hygiene needs are associated with the physical and psychological context in which the work is performed.– Facets: physical working conditions, pay, security

• Hypothesized relationships between motivator needs, hygiene needs, and job satisfaction:– When motivator needs are met, workers will be satisfied; when these

needs are not met, workers will not be satisfied.– When hygiene needs are met, workers will not be dissatisfied; when

these needs are not met, workers will be dissatisfied.

MODELS OF JOB SATISFACTION

- The Discrepancy Model

• To determine how satisfied they are with their jobs, workers compare their job to some “ideal job.” This “ideal job” could be

– What one thinks the job should be like

– What one expected the job to be like

– What one wants from a job

– What one’s former job was like

MODELS OF JOB SATISFACTION

- The Steady-State Theory

Each worker has a typical or characteristic level of job satisfaction, called the steady state or equilibrium level.

Different situational factors or events at work may move a worker temporarily from this steady state, but the worker will eventually return to his or her equilibrium level.

MODELS OF JOB SATISFACTION

- The Job Characteristics Model• An approach to job design that aims to identify characteristics that make

jobs intrinsically motivating and to specify the consequences of those characteristics.

• Four key components– Core job dimensions– Critical psychological states

Core Job Dimensions

Skill Variety: The extent to which a job requires a worker to use different skills, abilities, or talents.

Task Identity: The extent to which a job involves performing a whole piece of work from its beginning to its end.

Task Significance: The extent to which a job has an impact on the lives or work of other people in or out of the organization.

Autonomy: The degree to which a job allows a worker the freedomand independence to schedule work and decide how to carry it out.

Feedback: The extent to which performing a job provides a worker with clear information about his or her effectiveness.

Critical Psychological States

• Experienced meaningfulness of the workExperienced meaningfulness of the work: The degree to which workers feel their jobs are important, worthwhile, and meaningful.– Skill variety, task identity, and task significance

• Experienced responsibility for work outcomesExperienced responsibility for work outcomes: The extent to which workers feel personally responsible or accountable for their job performance.– Autonomy

• Knowledge of resultsKnowledge of results: The degree to which workers know how well they perform their jobs on a continuous basis.– Feedback

PERSONAL VARIABLESPERSONALITY

AGE

GENDER/RACE

COGINITIVE ABILITY

JOB EXPERIENCE

USE OF SKILLS

JOB CONGRUENCE

OCCUPATIONAL LEVEL

DETERMINANTS OFJOB SATISACTION

DETERMINANTS OFJOB SATISACTION cont’d…/02

ORGANISATIONAL VARIABLESNATURE OF

WORK JOB CONTENT

WORKING CONDTIONS

ORGANISATIONAL LEVEL

OPPORTUNITIES FOR PROMOTION

GROUP COHESIVNESS

LEADERSHP STYLES

TOTAL COMPENSATION

PACKAGE

MESUREMENTS OF JOB SATISFACTION

• Job Descriptive Index– work– pay– promotion

opportunities– supervision– Coworkers

• Minnesota Satisfaction Questionnaire

- level of autonomy

- advancment

- Recognition

- social status

- working conditions. Face Scale - The overall satisfaction

JOB SATISACTION VS JOB BEHAVIOUR

a. PRODUCTIVITY A performance measure that includes effectiveness and efficiency. Satisfied workers are only slightly more likely to perform at a higher level than dissatisfied employees.

b. PROSOCIAL BEHAVIOURBehaviour directed towards

superviours, peers, customers that are helpful to the employee and organisation. Satisfied workers are more likely to be pro-social than dissatisfied employees.

JOB SATISACTION VS JOB BEHAVIOUR cont’d. . ./02

d. TURNOVER

The voluntary and involuntary permanent withdrawal from an organization. Satisfied workers are less likely to leave the organization than dissatisfied workers.

c. ABSENTISEEM The failure to report to work. Satisfied workers are only slightly more likely to perform at a higher level than dissatisfied workers.

e. ORGANISATIONAL CITIZENSHIP BEHAVIOUR Behavior that is above and beyond the call of duty. Satisfied workers are more likely to engage in this behavior than dissatisfied employees.

f. WORKER WELL-BEING How happy, healthy, and

prosperous employees are?. satisfied workers are more likely to have strong well-being than dissatisfied employees.

JOB SATISACTION VS JOB BEHAVIOUR cont’d. . ./03

JOB INVOLVEMENT AND ORGANISATIONAL COMMITTEMENT

JOB INVOLVEMENT An individual’s psychological identification with the job. It is

normally observed as higher’ one’s identification or involvement with a job, the greater the job satisfaction.

ORGANISATIONAL COMITTMENTAn individual's psychological attachment to an organization and

desire to remain part of it. It is normally measured by attitudinal dimensions, e.g. identification with the goals and values of the organization; desire to belong to the organization; a sense of loyalty, shared value and willingness to display effort on behalf of the organization.

THANK YOU

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