American University in Kyrgyzstan

Organizational Behavior

Camilla Sharshekeeva

Research and Reflection Paper

Theme:

"Job Satisfaction"

Student: Kanatbek Beishekeev

Group ВА-498

Bishkek-2001 < p> Do people really like their jobs? Definitely, everyone knows from thenews about dissatisfied workers going on strike or even acting violentlytoward their supervisors, directors, but overall people are quite satisfiedwith their jobs. According to the surveys percentage of satisfied peopleaverages in the US is about 85 percent. The feelings, reflecting attitudestoward one's job, are known as job satisfaction.

Settings, related to the personnel job satisfaction and devotion tothe company, are presenting special interest for the theory oforganizational behavior and practice of human resource management.

A discussion of the job satisfaction problem concentrates attention onthe employees 'attitude toward their job, and a discussion of organizationdevotion-on the attitude toward the organization in the whole.

What is job satisfaction once more?

Lock gives a following detail definition of job satisfaction: "pleasant, positive emotional condition coming from your job evaluation orjob experience. "1 Job satisfaction is a result of the very employeesperception of the fact for how much their job provides important, fromtheir viewpoint, things.

There are three most important parameters of job satisfaction. First,job satisfaction represents emotional reaction for the situation lay at theoffice. It's impossible to see it, it can be only experienced. Second, jobsatisfaction is defined often by that extent how much results of workcorrespond to expectations. For instance, if organization employees seethey work much more, than other department employees, but receive less forthat, more probably, they will have negative attitude toward their job,supervisor and colleagues.

They will experience dissatisfaction feeling. From another hand, ifthey see, they get favorable attitude and materially rewarded, theirattitude toward the job will be positive. They will experience satisfactionfeeling from their job. Third, through job satisfaction some anothersettings are expressed. Smit, Hendall and Hulin suppose that there is fiveparameters of job, most exactly characterizing it from the viewpoint ofthose affective reactions, which job causes by people. These parameters areenumerated below:
1. Job itself. The extent, in which job gives people interesting assignments, opportunities to perceive new, experience responsibility feeling for the job laid upon.
2. Payment. The sum of money reward, which is paid for the job, and that in which way the given sum corresponds to reward, receiving by other organization member.
3. Promotion possibilities. Career promotion opportunities.
4. Management. The capacity of a head to provide as technical, as moral support.
5. Colleagues. The extent of technical knowledge of colleagues and the level of social support.2

Factors influencing on Job Satisfaction

Let's mark several factors, influencing on Job Satisfaction. Forexample, last research show that if after college graduation students areimmediately employed according their specialization, then on the basis ofboth events coincidence it's probable to predict a following jobsatisfaction.3 There are the main factors influencing on Job Satisfactionbelow:

Job itself. The main source of satisfaction is, of course, job itself.
Thus, for instance, research, dedicated to job characteristics and carriedout in correlation with working place projecting, testify that the verycontent of work and autonomy by its implementation represent two mostimportant motivation factors correlated with labor. As research indicated,other main components of job satisfaction are interesting and difficult jobwithout time for tedium and job giving a man one certain status.4

Payment. The system of money rewards is considered as a significantbut multicomplex and multisided job satisfaction factor. Money not onlygives people an opportunity to satisfy their primary needs, but alsofosters satisfaction of higher levels needs. Employees more often perceivetheir salary's level as a reflection of that how management estimates theircontribution to the company's activity. Additional indulgences are alsoimportant, but their role is less meaningful. One of the reasons is thatemployee more often have no the slightest idea about the amount of receivedas indulgences. Moreover, many are prone to underestimate theseindulgences; insofar they do not see their practical value.5 Nonetheless,recent research indicated that if employees have an opportunity to choosethemselves to some extent independently indulgences from the whole packagerendered by the company that is named a flexible indulgences system, thenthey receive greater satisfaction from indulgences receivables and the jobin the whole.6

Job promotion. Promotion opportunities make different influence on jobsatisfaction. That comes because of that promotions can be implemented invarious forms and be accompanied with diverse rewards. For instance, peoplereceiving promotion for the length of service, although experiencesatisfaction from job but not in such an extent as employees, which receivepromotion for the results achieved. Aside from, job promotion with salaryincrease of 10% usually does not give that pleasure as position promotionwith a supplement of 20%. These differences can explain, why promotions onthe level of high management bring larger contenting than advancements onthe lower levels of organization.

Guidance. Guidance also represents moderately important factor by theanalysis of job satisfaction. In some other places the importance ofleadership skills could be analyzed. Here it's sufficient to restrictyourself with a comment of that there are two main leadership parametersinfluencing on job satisfaction. First is an orientation of the chief onthe employee that is measured by the degree of getting interest of themanagement in his colleagues 'favorability. As a rule, this interest exertsin that if chiefs verify the activity of their subordinate, give advicesregarding his work, support, and also treats him not only officially,formally, but also informally. In the US employer are usually discontentedwith their principals just on the given parameter. For instance, recentlynavigated questioning showed that less than half of respondents receiveregular feedback and support in their problems solving from the side ofprincipals.7

Another parameter is involving or influence; this is illustrated bythe managers 'activity that let their colleagues participate in decisionmaking that has direct relation to their work. In the majority of casesthis approach draws to the job satisfaction feeling boost. In particular,deep metaanalysis brought to the conclusion that employees 'involving intothe process of decision-making really positively affects on jobsatisfaction. The whole climate of involving created by a principal makeslarger impact on job satisfaction than participation in the making ofdecision of limited range.8

Working groups. Direct affect on job satisfaction makes the verynature of work groups. Benevolent, ready to come to help colleagues arepersonally a certain source of job satisfaction feeling for any individual.
Working group serves for a single office worker is a source of support,comfort, advice and enjoyment from the very job. A "good" working groupfosters a gaining of a greater joy and pleasure from job. On another hand,when the opposite situation is observed, i.e. when it is hard to get alongwith the people, the given factor imposes negative impact on jobsatisfaction.

Working conditions. One more factor imposing moderate impact on jobsatisfaction is working conditions. If conditions are good (e.g. officesare neat and cosy, clean and engaging), staff could easier manage theirjob. If bad working conditions were available (eg it is hot or noisy inthe office), it would be more difficult for employees to implement theirwork. Otherwise, working conditions affect job satisfaction similar toworking group's influence. If all were favorably around, there would not beproblems with job satisfaction.

A majority of people does not pay any special attention, if only theseare not excessively bad. Moreover, availability of numerous claims onworking conditions often testifies an availability of other problems. Forexample, a manager may claim on that evening before his office has beenbadly cleaned, however anger indeed is the result of his morning meetingwith chiefs during that he had been reproved for bad implementation.
Nonetheless, for the last years working conditions obtain once again greatimportance in terms of work force diversification. For instance, severalorganizations included an opportunity to choose a flexible work schedule inemployers 'working conditions that illustrates a fragment "Diversificationmanagement in action: Flexible approach-key to success ".

The consequences of Job Satisfaction

Job satisfaction is presented desirable as from a viewpoint of asingle employer as society in total.
Never the less, pragmatically, from personnel effective management side andorganization in the whole, it is important to determine, in which detailedway job satisfaction corresponds to the results of industrial activity.
Otherwise, if employers are content with the job, it is asked, whether itmeans that they would work better, and also whether organizationproductivity will increase in the whole. On other hand, by the lowsatisfaction one may ask, if there would be problems with productivity andlow efficiency. During many years this question interests as researches,engaged in the given sphere, as managers-practicians. There are no simpleanswers for these questions.9 Observing the results of job satisfaction, itis necessary to break analysis apart onto some specific sub chapters. Themost important of them could be considered below.

Job satisfaction and labor productivity. So, one can say thatemployees satisfied with their labor are of high productivity than thosewho are discontented with the job? An absence of direct correlation betweensatisfaction and labor results during many years embarrasses researches.
Indeed, it is natural to suppose a direct dependence between satisfactionand labor results, however the data given show that there is no closecorrelation between them. In particular, implemented metaanalysis ofscientific literature on the given question shows that only in 17 cases outof 100 between these two parameters it is succeeded in the directcorrelation identification. Not always satisfaction experiencing employeesare characterized with utmost productivity. There are different alteringfactors influencing on this dependence. The most important form suchfactors, apparently, is material encouragement for employers. If peoplereceive material spur that they consider as adequate their satisfactionincreases, and altogether, as a rule, and labor productivity. Further,recently certificates were gotten that even if job satisfaction does notlead to the productivity growth of separate employers, it can forwardpositive budges on the level of the whole organization.10 At last, alivediscussions are still kept arising if job satisfaction leads to theproductivity growth or not or, on the contrary, the growth of productivity
- To job satisfaction.

Job satisfaction and personnel turnover. Does a high degree ofemployees 'labor satisfaction lead to low stuff turnover? In differencefrom labor productivity in correlation between labor satisfaction andpersonnel turnover it can be noticed some laws-guidance. High degree ofsatisfaction cannot itself hold turnover at the low level, however,undoubtedly, can improve situation significantly. On one hand, in case oflow labor satisfaction it is likely to have a high staff turnover. Onegroup of researchers revealed that for women of age from 18 to 25 years olda degree of their labor satisfaction helps foretell if they would changetheir jobs. On other hand, by the process of augmenting their length ofservice (duration of working in the given company) a likelihood of theirmove to another job place decreases. Service length for men is a seriousfactor as well, neutralizing later discontent feeling with their job.11

There are also other factors, such as devotion to organization, whichplays important role in the correspondence defining between job (labor)satisfaction and personnel turnover. Some people just cannot imaginethemselves at any other place, which is why they stay working at the samework place regardless of contentment degree. Another factor is a commoneconomy state. When economical situation is stable and unemployment rate islow, personnel turnover as a rule magnifies, insofar people start seekingfor them new better places in other organizations. Even if they are contentwith their available job, many still desire leave in that case if inanother place there would be better opportunities, scopes, or chancesgranted. When an opposite situation is observed, i.e. by the lack of jobplaces, employees can stay at their job, even if it does not suffice them.
Summarizing above-mentioned, one must note that labor, or job satisfactionplays important role in the defining of personnel turnover. Although fullabsence of this staff turnover not always fruitful for organization, nonethe less, maintaining at the low level, as a rule, imposes favorable impacton organization due to costs decrease on training and costs linked to theutilization of unqualified employees at the work places.

Job (Labor) satisfaction. Researches enough convincing show converseproportional dependence between labor satisfactions and absents. Ifsatisfaction degree is high, a number of absents is insignificant, if it islow - their number increases. Never the less, like other cases, there aresome averaging factors, such as people realization of the importance oftheir work. For example, research carried out among governmentalinstitutions employees showed that people considering their job importantmore rarely afforded absents than those that thought otherwise. Aside from,one should remember that if high labor contentment not compulsory brings toabsent number decrease, then low satisfaction would lead to their numberboost with a high likelihood.12

Other consequences of job (labor) satisfaction. In addition to above -mentioned there are other consequences caused by high contentment withtheir job. The results of researches show that employees experiencing jobsatisfaction feeling with their job possess better physical and moralhealth, master faster necessary skills, more rarely suffer from industrialtraumatism and come with claims. Another positive factor disclosed in onerecent research is that employees satisfied with their labor more oftendemonstrate examples of pro-social, "civilized" behavior and deeds, forinstance more frequent assist their colleagues and clients and in commonexert inclination to co-operation.13

In the very whole overview researches occupied in a sphere oforganization behavior equally with managers-practicians consider that laborcontentment is very important for organization. Some critics notice thatthis statement still a conjecture, insofar, positive affect of laborcontentment still little researched. On other hand, negative impact oflabor contentment on organization is unquestionably acknowledged fact. Thatis why even if consider job satisfaction as a minimal claim, it representsa certain value for the whole health and efficacy of organization and,therefore, deserves study and utilizing in sphere of organizationalbehavior.

References

1 Terence R. Mitchell and James R. Larson, Jr. People in Organization, 3ded., McGraw-Hill, New York, 1987, p.146
2 P. C. Smith, L. M. Kendall, and C. L. Hulin, The Measure of Satisfactionin Work and Retirement, Rand Mc Nally, Chicago, 1969.
3 Mary Ann M. Fricko and Terry A. Beehr, "A Longitudinal Investigation of
Interest Congruence and Gender Concentration as Predictors of Jobsatisfaction ", Personnel Psychology, September 1992, pp. 99-118.
4 Jane Ciabattari, "The Biggest Mistake Top Managers Make", Working Woman,
October 1986, p.48
5 Brenda Major and Ellen Konar, "An Investgation of Sex Differences in pay
Expectations and Their Possible Causes ", Academy of Management Journal,
December 1984, pp.777-792.
6 Alison E. Barber, Randall B. Dunham, and Roger A. Formisano, "The Impactof Felxible Benefits on Employee Satisfaction: A Field Study ", Personnel
Psychology, September 1992, pp.55-76.
7 "Labor Letter", The Wall Street Journal, Dec.22, 1987, p.1.
8 Katharine I. Miller and Peter R. Monge, "Participation, satisfaction, and
Productivity: A Meta-Analytic Review ", Academy of Management Journal,
December 1986, p.748.
9 Look, e.g.: Barry M. Staw and Sigal G. Barsade, "Affect and Managerial
Performance: A Test of the Sadder-but-Wiser vs. Happier-and-Smarter
Hypotheses ", Administrative Science Quarterly, June 1993, pp. 304-331.
10 Cheri Ostroff, "The Relationship Between Job Performance and Job
Satisfaction ", in E. A. Locke (ed.), Generalizing from Laboratoryto Field
Settings, Lexington Books, Lexington, Mass., 1986.
11 Herbert Parnes, Gilbert Nestel, and Paul Andrisiani, The Pre-Retirement
Years: A Longitudinal Study of the Labor Market Experience of Men, vol.3,
U.S. Government Printing Office, Washington, DC, 1973, p.37.
12 C. W. Clegg, "Psychology of Employee Lateness, Absenteeism, and
Turnover: A Methodological Critique and an Empirical Study: Journal of
Applied Psychology, February 1983, pp.88-101.
13 D. W. Organ, Organizational Citizenship Behavior: The Good Soldier
Syndrome, Lexington Books, Lexington, Mass., 1987