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Endogenous factors leading to job satisfaction: Literature review and a
proposal of a conceptual framework
Master Pilar Garcia T., is Regular Associated Professor of University of Piura, Perú
Doctor Ricardo Mateo D., is Accredited Professor of University of Navarra, Spain
Email address:
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Endogenous factors leading to job satisfaction: Literature review and a
proposal of a conceptual framework
Garcia P., Mateo R.
Abstract
Purpose: This research contributes to the study of endogenous factors as drivers of job
satisfaction of workers within organizations and its relationship to employee engagement.
Methodology: Literature review based largely on publications of the ISI Web of
Knowledge and Web of Science from 2000 to 2013.
Findings: It has been shown that certain endogenous factors leading to job satisfaction are
conditioned by personal factors. In addition, there is a close relationship between employee
engagement and job satisfaction, although it is not yet entirely clear.
Research limitations: This theoretical study requires to be validated quantitatively.
Practical implications: The study provides important information that companies can
implement to improve job satisfaction and engagement of employees.
Social implications: It is important to provide work environments much more focused on
people and so contribute to their happiness at work.
Originality: Understanding personal factors as moderator of the endogenous factors
leading to job satisfaction and employee engagement.
Keywords: job satisfaction, happiness at work, factors, determinants and employee
engagement
1. Introduction
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It is important to observe and understand the work of the people for its relevant importance
in everyday tasks and the future of the organization. In these times of high performance and
technology in which the person has, more than ever, a major role, our responsibility is to set
the necessary environment in order to make the work compatible with the development and
personal enrichment, and contribute to the wellbeing of the organization.
Several studies have been focused on identifying those attributes that make employees
choose to work in a company, and not another one, depending on the value it brings
personally and professionally. In this context, the present review of the literature shows the
interest in understanding the human dimension of job satisfaction not only in the
terminology used —job satisfaction, wellbeing, happiness at work and thriving— but in the
much more comprehensive analysis of the factors favoring the satisfaction. A more general
view of the concept understanding the person, the work environment and necessary
incentives to foster an environment where the individual can find happiness is proposed.
The study of these concepts provides a reference framework for the relationship between
job satisfaction and employee engagement.
2. Research methodology
Based on the search of papers with the keywords: job satisfaction, happiness at work,
factors, determinants and employee engagement from ISI Web of Knowledge and Web of
Science within the years 2000 to 2013(may), were obtained 2 172 scientific articles. While
polishing the search, these categories were selected: management, business ethics,
industrial relations, corporate finance, public administration, and taking into account the
areas of economics, business and public administration, 361 articles focused on the
business field were obtained.
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After that, the issues were reviewed, starting with the most quoted and then the most recent.
Abstracts were read, specifically looking for articles that explored the endogenous factors
in business organizations. Finally, 49 articles were selected because they met the above-
mentioned criteria.
3. Theoretical framework
The theoretical framework is aimed to see the various concepts related to job satisfaction,
in order to study the evolution of the concept and the needs of people at work. It is
important to observe and understand the work of people because its strategic importance in
the everyday tasks and the future of the organization.
3.1. From job satisfaction to thriving
Locke (1970) defines job satisfaction as the pleasant state or positive emotional state,
saying that satisfaction is measured by the subjective perception of one's own person: this is
the attitude of the employee, based on the beliefs and values that have on the work carried
out. On their behalf, Iii Lawler and Porter (1967) also argue that job satisfaction is an effect
of the efficient work and not its cause. In addition, it postulates that people compare their
benefits and results with other colleagues of the same position.
A comprehensive model proposed Hulin, Roznowski et al. (1985) who describe job
satisfaction as a function of four factors or psychological processes: contributions to the
work, the framework used to evaluate the results of the work, the subjective utility of
contributions and results of the work itself.
In 1985, Weinert joined the interest of the study of job satisfaction from a psychological
perspective and suggested that this affects positively on satisfaction in everyday life,
emphasizing the psychological aspects as important as the affective and cognitive reactions
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and how they raise levels of job satisfaction and dissatisfaction (Weinert, 1985). He
proposed that job satisfaction is made by reactions and feelings that members the
organization have at their work.
Personality also fulfills an important role in front of satisfaction. Judge, Heller and Mount
(2002) show five personality characteristics and their influence on satisfaction:
extraversion, openness to experience, responsibility, kindness and emotional instability or
neuroticism. The result of the research showed a direct relationship between personality
traits and the level of satisfaction of people at work. Behaviorally, emotionally stable,
extroverted and responsible employees seem to be happier at work because they are more
likely to achieve effective results when doing it (Judge, Heller et al., 2002).
(Hamermesh, 2001) studied the impact of job satisfaction in the United States and Germany
and found that satisfaction was higher for workers with a high level of income and was
lower for those with low incomes. These studies were the subject of many subsequent
investigations about the impact of wages on job satisfaction.
Ellickson and Logsdon (2002) account for various factors that promote job satisfaction,
differentiating them into two areas: environmental background and personal characteristics.
Environmental backgrounds are, for example, promotional opportunities, salary, benefits,
adequate work teams and resources, physical work environment, safety, appropriate
training, adequate distribution of the workload, good relations with the immediate
supervisor, performance evaluation and bonding; while personal characteristics refer to the
attributes such as gender and age.
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Another approach to job satisfaction would be from the study of well-being, understood as
the overall quality of the experiences of an employee. In this sense, we speak of a
psychological well-being, which refers to the subjective experiences of a person, a physical,
health-related and social well-being, which refers to the relational experiences (Grant,
Christianson et al., 2007). This is perhaps the most comprehensive and ambitious vision to
aim the well-being of the person in his life.
Another way to approach the concept is happiness at work. Fisher (2010) defines it as a
personal state that is influenced by events and environmental circumstances surrounding
the person, personality traits, interaction between the person and the situations experienced
and the will to act that inspires happiness. Fisher understands happiness at work at three
levels: transitory, personal and group. The transitory level focuses on the real time and
happy events at work, mood and emotions that the individual may feel because of them
(flow). On a personal level, they are studied specific aspects of people at work, their
commitment, humor in the workplace, prosperity, positive feelings. Meanwhile, at the
group level the happiness of the team is described as a collective moral, the affective tone
that the group shows, good humor, commitment and group satisfaction are described.
Finally, Spreitzer, Porath and Gibson (2012) published their research on the concept of
thriving, which involves developing employees who are not only satisfied and productive,
but making them participate in creating the future of the company. Both the joint
experience of vitality, and learning at work, and report high levels of prosperity in their
personal life indicate thriving.
Thus, we have seen the various concepts related to job satisfaction, representing the
evolution of the concept to meet the needs of people at work and in their personal life.
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(figure 1) The responsibility of business is to pay attention to this reality and social
demand.
Figure 1. Authors on job satisfaction according to their orientation
3.2. Job satisfaction and employee engagement
In 1990, Kahn described the engagement as the use of members of the organization of their
own work roles: in the engagement, people use and express themselves physically,
cognitively, emotionally and mentally during the development of their roles (Kahn 1990).
The engagement is defined as a positive relationship of oneself with his work, characterized
by a sense of meaning, competence and impact. (Macey and Schneider,2008) propose a
framework for study to understand employee engagement as trait, state and behavior; even
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Hamermesh (2001)Ellickson and Lodge (2002)
Grant, Christianson et al (2007)C.Fisher (2010)
Spreitzer, Porath and Gibson (2012)
Factores endógenos
Lawler and Porter (1967)Locke (1970)
Hulin ,Roznowski et al (1985)Weinert (1985)
Ellickson and Logsdom (2002)Judge, Heller and Mount (2002)Grant, Christianson et al (2007)
C.Fisher (2010)Spreitzer,Porath and Gibson (2012)
La persona
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more, show that job satisfaction, organizational commitment, job involvement and feelings
of empowerment have great relevance in the study of employee engagement. The
engagement could be a result of the conditions in the workplace, as well as personal traits,
and both interact.
There are many similarities between employee engagement and job satisfaction, since both
concepts are developed in the person and facing certain factors mostly related to work. For
example, the proposal of job satisfaction by Weinert (1985) states that satisfaction is the set
of reactions, sensations and feelings of a member of the organization because of their work.
One could argue that there exists a direct relationship between the two phenomena, since
both concepts are developed when the person is doing the work at the same time.
“The most popular theory and measure of engagement in the literature is the Utrecht Work
Engagement Scale (UWES; Schaufeli, Salanova, et al., 2002). In this measure, engagement
is conceptualized as a positive, fulfilling state at work that is defined by vigor, dedication,
and absorption. Vigor is the abundance of energy such as mental resilience and persistence
despite difficulties (Schaufeli & Bakker, 2004). Dedication, the second aspect of
engagement, is exemplified by a sense of significance, enthusiasm, challenge, pride, and
inspiration (Schaufeli, Salanova, et al., 2002). Last, absorption is characterized by intense
concentration and engrossment with one’s work. When an individual is absorbed, time
passes by quickly, and it is difficult to disconnect from one’s work. (Alarcon and Lyons,
2011).
The employee engagement refers to the time when the person performs, doing his various
tasks, it does not contemplate attitudes or perceptions about the work he does, though, it
could be said that these situations affect the employee commitment to an intimate level
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(Shuck, Ghosh et al., 2013). In addition, when the employee engagement is studied, it must
be considered that the commitment involves a decision that the employee performs to
invest their resources and efforts in his work. Moreover, it is in this point that coincides
with the proposal of Kahn (2010), who states that the employees choose to engage when
they feel they can make a difference, change the mindset, add value or be part of something
bigger than they are. Also, «the term “employee engagement” is highlighting the “person”
and the act of being engaged rather than a relationship with the organization» (Claxton,
2013, p.1).
The study made by Yeh (2013) shows that there is evidence that workers engaged in work
are more willing to experience job satisfaction: highly committed employees had high
levels of job satisfaction. It seems that the employee engagement is previous and promotes
job satisfaction. Thus, the people involved have a disposition to feel satisfaction with the
work done, and it will be important to identify what endogenous factors favor the
commitment of employees.
4. Endogenous factors influencing job satisfaction
Work variety. There are direct relations with the satisfaction between the work conditions
and the professional development perspectives (Roelen, Koopmans et al., 2008). The
variety of work refers to the various tasks and requirements that represent the
implementation of different skills and talents by the worker. Direct relationships to
satisfaction with working conditions and professional development prospects can be
appreciated (Roelen, Koopmans et al., 2008).
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The variety of the work can be conceptualized in different ways, depending on the
hierarchical position of the employee in the company. In managerial workers, job variety is
meant as a component of the complexity of the tasks because it involves a challenge,
requiring employees or managers who put their diverse skills to succeed. However, the
operating worker tends to develop more routine and monotonous jobs he has specific orders
guiding him; therefore he has less room to make changes in his work and therefore this is
less varied. (Hu, Kaplan et al., 2010).
The work itself. The work itself is a good predictor of the job satisfaction (Spagnoli,
Caetano et al., 2012). However, other academics argue that there are variables that can
change this factor as antiquity in the position. A more seniority in office, less important is
the work itself, apparently people end up bored. (Katz, 1978)
The determinant design of the work is important, particularly having sufficient resources
and enjoying a high level of autonomy at work and suitable salary (Garrido et al., 2005;
Wood, Van Veldhoven et al., 2012). Thus, job satisfaction with the work itself implies
confidence in their skills and abilities for managers, and the opportunity for professional
development for employees. The demands of work itself, the relationship with the boss,
social support and working conditions influence in job satisfaction. (Schyns and Croon,
2006).
Personal goals and organizational commitment. This is a well-known factor but little
studied in recent years. The study of Maier and Brunstein (2001) about job satisfaction of
new workers shows a relationship between commitment to the achievement of personal
objectives and the facilities to achieve them by the company in the first month of work,
when there is a perception of support from chiefs and a partial control of their work. This,
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influence in the commitment and job satisfaction. New workers try to assess if they have
possibility of personal development since the first months of employment. The level of
support and delegation from heads directly influences the alignment of personal goals.
Relationship with co-workers. Social support provided by the co-workers has two forms
of expression: one through affection, also known as emotional support, and the other by
instrumental support, understood as providing material support given by peers (Ducharme
and Martin, 2000). It can be said that workers feel satisfied when they receive adequate
emotional support: positive relationship between workers and the adequate resources or
assistance they receive from the company or their co-workers, which might be called
instrumental support. (Ducharme and Martin, 2000).
Work team. A work team, whose members have good interpersonal relationships, allows
acting with dynamism, its influence is positive on job satisfaction and affects the
organizational productivity. Job satisfaction in organizations structuring their tasks from
teams will be greater than in those organizations that do so individually.
Work teams when they are newly created, tend to avoid conflicts and reinforce the group
cooperation, since they require security to develop and have not yet learned to well manage
the threats that may cause the disagreements among members (Aritzeta and Ayestarán,
2002). As team members are learning to work together, a tendency to integrate the
competitive behavior with cooperative behavior will be observed. Once those teams have
been united and achieved a good performance, departmental pride is generated; it refers to
the degree of satisfaction feeling the members to belong to a team. This departmental pride
positively influences in job satisfaction team (Ellickson and Logsdon, 2002).
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The group satisfaction would be related to the individual level of satisfaction within the
group, the quality of group processes and group performance. All this will predict the
viability of the group (Mason and Griffin, 2002).
Management style. Various management strategies that promote job satisfaction were
identified, such as autonomy, confidence, empowerment, work and family balance,
supervisor evaluation and thriving building.
Autonomy. The study of Griffin, Patterson et al. (2001), finds that effective leaders, who
provide feedback on the functions and positively enhance the experience of autonomy,
determine satisfaction in a positive way.
Confidence. Confidence in the chiefs is a highly positive factor for job satisfaction and the
influence they exert on their workers (Goris, Bobby et al., 2003). The scholars describe the
confidence within organizations such as mutual security that no party in a transaction will
take advantage of the vulnerabilities of the other. Leaders who manage to influence their
workers have earned their confidence (Braun, Peus et al., 2013).
Empowerment. The level of delegation that chiefs have in the organization, influence to the
working environment. It has a strong and positive influence on empowerment, which
positively affects job satisfaction. The meaning or sense of the delegated task and the
ability or aptitude with which workers have to successfully fulfill their tasks, are dominant
and important factors for empowerment (Carless, 2004).
Work and family balance. When workers feel that the company understands the obligations
and family responsibilities, they develop a greater job satisfaction, showing a good balance
between work and family (Hsu, 2011). Employees appreciate the family responsible
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policies, such as reduced hours, work at home, nursery and part-time work (Saltzstein,
Yuan et al., 2001).
Supervisor evaluation. The actions of the bosses can unbalance the level of well-being;
therefore, they must be attentive to evaluate the impact of their own actions on the welfare
of their workers and must be motivated and encouraged to evaluate the impact of their
actions on well-being (Grant, Christianson et al., 2007).
Thriving. A thriving task force is one where employees are not only satisfied and
productive, but “involved in creating the future of the company”. The study of Spreitzer,
Porath and Gibson (2012) found that workers who fulfill their description of “prospering”
showed a higher percentage of general performance at the job and less fatigue than their
peers. They were also more committed to the organization and job satisfaction (Spreitzer,
Porath et al., 2012).
Involvement. Participation in decisions has a positive effect on job satisfaction when
organizational policies are very representative (Witt, Andrews et al., 2000). Workers
understand in a better way the situation of the company, so the uncertainty is reduced;
improving the understanding of some issues and the sharing of information involves
sharing power and control. On their behalf, the leadership style of managers positively
affects satisfaction, promoting the participation of workers in the growth plans of the
company (Soonhee, 2002). Job satisfaction is positively related to high involvement
practices, such as suggestion programs, teams and quality circles (Mohr and Zoghi, 2008).
Work ethics. The work ethics program refer to the set of values that companies promote
among its employees and affect job satisfaction, especially through the organizational
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climate and promotes organizational commitment (Schwepker Jr., 2001). Living ethics in
the organization is a task encouraged by the managers (Grojean, Resick et al., 2004). Job
satisfaction is connected positively by the presence of codes of ethics, code of ethics’
communication, training programs in this field and social corporate responsibility, because
all this demonstrates the emphasis of living ethically in business (Vitell and Singhapakdi,
2008; Valentine and Fleischman, 2008).
Distributive justice and procedural justice are directly related to daily job satisfaction (Loi,
Yang et al., 2009). In addition, ethical values perceived in the organization and creativity
groups are positively associated with job satisfaction. (Valentine, Godkin et al., 2011).
However, ethical codes do not bring job satisfaction; actions of managers do it. (Wang and
Hsieh, 2012).
Salary. The salary represents a motivating effect on workers, but provides a temporary
satisfaction, depending on the motivational quality of each individual. Today it can be seen
that the performance-related pay, has a motivating effect, specifically it has a positive
influence on job satisfaction when it rewards the extra effort at work (McCausland,
Pouliakas et al., 2005). On the other hand, not necessarily the highest paid professionals
find satisfaction in their work; on the contrary, those who earn less and work in
volunteerism and social responsibility are more satisfied (Wyld, 2011). However, other
workers with great skill, risk-tolerant, prefer payment of salary according to performance
(Cornelissen, Heywood et al., 2011).
Fringe benefits. Fringe benefits play a fundamental role in job satisfaction, but studies
show that it is necessary to know very well the reality of workers to give them the benefit
that meets their specific needs. Flextime, pensions, paternity license are highly appreciated
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among workers, unionized or not. The childcare (kindergarten) is not valued by unmarried
or by those whose spouse does not work. Generally, workers with children (Benjamin,
2010) best value fringe benefits.
Human Resources Department. Proper management of human resources and the level of
personal adaptation are positively related to job satisfaction and to the identification with
the company (Stevens, Oddou et al., 2006). Workers value lifelong learning, since it is
understood that the organization invests in it because it relies on the qualities of the
employee and expects a return by improving the work. It is a commitment of trust in
people. In addition, a more highly skilled labor will be better equipped to meet the rapid
change in technology, tastes and organizations, which are a characteristic in modern
economies (Petrescu and Simmons, 2008).
(Georgellis and Lange, 2007), shows how job satisfaction is different between genders.
Man prefer most trainee, and women value flexible hours, as they feel the responsibility of
family and children care.
Unions. A study of Canadian workers shows that there is a negative relationship between
unionism and job satisfaction; but this relationship disappears when adequate control of
working conditions applies (Renaud, 2002). In this sense, it is not crucial that unionization
affects satisfaction, but rather this is considered by bosses care as regards working
conditions. It is expected that unionized workers, because of their negotiations, show some
appreciation for their economic achievements and security. (Hammer and Avgar, 2005).
If the work condition is good and more labor and syndical experience is gained, more
satisfaction is evidenced (Artz, 2012). However, due to other factors such as job contents,
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salary, work environment, they do not necessarily feel satisfied at work, because they yearn
for better labor opportunities as those nonunionized. In short, it is not enough for the job
satisfaction to have salary, benefits and security provided by unions (Hammer and Avgar,
2005). The authors also identified certain personality traits that predispose union members
feel less satisfied with their jobs and join the union as others. If the work situation is good
and more labor and union experience is gained, a greater satisfaction is evidenced (Artz,
2012).
5. Discussion
After the study and analysis of this group of factors we call endogenous to the work
environment, we observed that these are moderated by personal factors as long as the
general policies adopted by organizations do not cause the same impact on job satisfaction
of each employee. The differences between people are a reality to take into account; they
can be grouped into objective and subjective traits: the former refers to externally
observable characteristics such as gender, age, marital status, etc., while the latter have a
less obvious character and a more psychological and social component, such as personality
traits, attitudes, emotions, etc.
Considering the subjective aspects of each worker, Hulin, Roznowski et al. (1985) highlight
the personal assessment, the result of their experiences, contributions, environment and
personal aspirations, as a powerful aspect that defines the level of satisfaction. This
confirms the initial assumption of Locke stating that job satisfaction is a subjective
function, although its reference measure is not only the individual, but also the surrounding
comparison. It would interesting to study this relationship according gender and age.
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Moreover, the contribution of Judge, Heller et al. (2002) helps to understand the important
role of personality traits in job satisfaction. Therefore, we must consider that the person in
its context and with its particular traits decisively contributes to the endogenous factors and
job satisfaction.
Self-control, motivation, personal values, combined with the evaluation criteria and
personality traits can lead a person, even with all the best working conditions, not to be
satisfied. On the contrary, others in adverse conditions but with a high level of self-
motivation can find satisfaction with the work done. This personal reality cannot be ignored
and close managers have the ability to know this aspect of their workers and act
accordingly, understanding the motivations of their staff.
We can forget that exist endogenous and exogenous factors, and both influence to people,
and depend on it, the person will be satisfied or not. So, is important to understand this
dynamic. Besides, the person in general also seem to influence the above factors and this
relationship should be studied further. (Figure 2)
Figure 2. Job satisfaction conceptual model
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The person
Endogenous factors
Exógenous factors
Job Satisfaction
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Within the group of endogenous factors presented, it appears that is important to pay
attention to the way them affects to people. Maybe a holistic vision about the satisfaction of
employees, but the relationship with bosses and colleagues are very important.
Within personal goals, the organization, through their heads, assumes a great challenge to
maintain personal goals of their employees aligned with those of the company, promoting
organizational commitment. Performance evaluation would be a measurement tool.
However, deepening this topic is an additional issue.
Support from colleagues is another major factor and should be seen not only as an
instrumental but also as an emotional support (Ducharme and Martin, 2000). When this
relationship is favored, the organization achieves the formation of integrated and motivated
work teams; they get good results for the company. This contributes to develop a sense of
belonging with joy and pride for the team, which leads to commitment.
Finally, is needed to develop new ways to provide to employees, the opportunity to reach a
good level of satisfaction at work, paying attention to the psychological traits, emotional
states, and the relationship with endogenous and exogenous factors.
Given the relationship with commitment, seems to be further study on the relationship with
job satisfaction and well understood as maintain a happy and prosperous person committed
or, as suggested Spreitzer, Porath and Gibson.
This brings us to think about the need to understand the reality of each of our employees to
define actions and policies that fit their needs.
6. Conclusions
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Based on the results of the study and the observed endogenous factors, these questions
remain: what is the role to be played by the manager to promote the job satisfaction of their
employees? What management skills must develop to achieve it? What other concepts
about job satisfaction should be cared? Now we see that the employee engagement is very
important if we want to build thriving in business.
We can indicate that managers should ensure challenging and varied work environments to
meet the expectations of workers. One way is paying attention to the 12 factors discussed
above and, especially, knowing their workers. To encourage the engagement, it has been
determined that the work itself, the ethics at work, to encourage participation and
understand what the personal goals of their workers are, engagement and job satisfaction
can be promoted.
Considering that, chiefs manage many of these factors, a working relationship based on
knowledge and confidence will boost the impact that they have on the job satisfaction of
their employees. One of the core competencies of a leader is the communication to know
their workers and then generate confidence through his exemplary action.
Leaders must understand that their actions can unbalance the level of satisfaction and,
therefore, have to be attentive to measure the impact of their actions on the welfare of their
workers but, above all, should be encouraged to evaluate the impact of their actions on
well-being (Grant, Christianson et al., 2007). This leads us to ask whether the organizations
consider that evaluation and monitoring of the boss is a similar or more important priority
than that of the worker, by the level of influence. Is it more important to measure the level
of job satisfaction of workers, or the performance of managers, since they are factors that
influence on the satisfaction of their employees?
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Researches in the field of satisfaction deepened on working conditions, the role of the chief,
the worker psychology, but a need to understand the nature of the human being and the
interpersonal relationship in his workplace, is seen, facing the challenges of the labor
situation now. However, another important aspect to be investigated lies in the personal
assessment of endogenous factors. This issue deserves additional studies. How does the
personal component in job satisfaction concern in view of the influence of endogenous
stimulus?
There is a relation between the engagement and job satisfaction; we can conclude on the
need to study deeper this relationship, because studying job satisfaction as the unique
concept in relation with the person, is not enough to understand the complex interaction of
employees into the job.
A company with a humanistic vision is concerned of endogenous and exogenous factors,
but especially of the welfare of the person in all its dimensions and will design
organizational practices that actively respond to this reality.
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