...Introduction 1.1 Concept of Job Satisfaction and Literature Review Human recourse is the most precious asset of any company and organization. The ability of a firm to mange their “people” would directly make impact on its functioning and future. The concept of job satisfaction, to some extent, acts as a toolkit for managers to evaluate their workforce and may help to make improvement according to the results. This can be defined as “ the degree to which people like their jobs and different aspects of their jobs.” (Paul E.Spector, 1997). People who achieve high job satisfaction would enjoy their work and see it as their main part of life. On the other hand, some people do their jobs only because they have to. The cause and consequence of employee’s job satisfaction is one of major domain in many social science studies, especially within organizational behavior field. Researches and investigations have paid high attention to employee’s job satisfactions to see whether it affects workers’ performance and productiveness. It is also very common for many companies to implement assessment, where employers are concerned with employee’s physical and psychological well-being. Literature on job satisfaction can be chased back to the beginning of 1930s, where systematic studies about the nature and drivers of job satisfaction were carried out (Manisera, 2005). Numerous studies have been conducted to determine which is the most important factor to make people happy with their jobs. A review of literature...
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...reviews what is known about the definition, causes and consequences of happiness at work, drawing also on insights from the expanding positive psychology literature on happiness in general. A comprehensive measure of individual-level happiness at work might include work engagement, job satisfaction, and affective organizational commitment. Aspects of happiness have been (and should be) conceptualized and measured at multiple levels, including transient experiences, stable person-level attitudes, and collective attitudes, and with respect to multiple foci, such as discrete events, the job, and the organization. At all levels, there is evidence that happiness has important consequences for both individuals and organizations. Past research has tended to underestimate the importance of happiness at work. Critical analysis: happiness has been found to be a highly valued goal in most societies (Diener 2000). The rise of positive psychology in the past decade (Seligman and Csikszentmihalyi 2000) has legitimized attention to happiness and other positive states as opposed to the previously dominant disease model which directed attention disproportionately to illness, depression, stress and similar negative experiences and outcomes. three sets of questions about happiness are addressed: (1) How has happiness been defined and measured? (2) What are the antecedents of happiness? (3) What are the consequences of happiness? Defineing happiness: In contrast to the...
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...the relationship between motivation and job satisfaction. What is motivation? Motivation is the inner force that guides behaviour and is concerned with the causation of specific actions. Motivation is a three-dimensional construct consisting of the following: Intensity or the magnitude of mental activity and physical effort expended towards a certain action; Persistence or the extension of the mental activity and physical effort over time; and Direction or the choice of specific actions in specific circumstances. Understanding motivation Motivation should be understood at two levels: What motivates salespeople (the reasons behind the intensity and persistence of mental and physical effort expended) How salespeople choose their action (the direction or decision to engage in specific actions in specific circumstances) Motivational theories addressing the issue: “what” motivates salespeople Need Hierarchy Theory Self-actualisation needs Esteem needs Belongingness needs Security needs Physiological needs Physiological needs (e.g., basic salary); security needs (e.g., pension plan); belongingness needs (e.g., friends in work group); esteem needs (e.g., job title); self actualisation needs (e.g., challenging job). Motivational theories addressing the issue: “what motivates salespeople” wo Factor Theory otivation factors (e.g., achievement, recognition, responsibility) ygiene factors (e.g., supervision, pay, job security, working conditions) he theory...
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...Work-Related Attitudes: Prejudice, Job Satisfaction, and Organizational Commitment 1. Define attitudes and work-related attitudes, and describe the basic components of attitudes. Attitudes are the stable clusters of feelings, beliefs, and behavioral tendencies directed toward some aspect of the external world. Work-related attitudes involve such reactions toward various aspects of work settings or the people in them. All attitudes consist of a cognitive component (what you believe), an evaluative component (how you feel), and a behavioral component the tendency to behave a certain way). Attitudes: Relatively stable clusters of feelings, beliefs, and behavioral intentions toward a specific object, person, or institution. Work-Related Attitudes: Attitudes relating to any aspect of work or work settings. Evaluative Component: Our liking or disliking of any particular person, item, or event. Cognitive Component: The things we believe about an attitude object, whether they are true or false. Behavioral Component: Our predisposition to behave in a way consistent with our beliefs and feelings about an attitude object. 2. Distinguish between prejudice and discrimination, and identify various victims of prejudice in organizations. Prejudice refers to negative attitudes toward members of specific groups, and discrimination refers to treating people differently because of their prejudices. Today’s workforce is characterized by high levels of diversity, with many groups...
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...Given the recent findings which indicate that job satisfaction is largely genetically determined, why should managers care about employee job satisfaction? Please, discuss. The role of employee job satisfaction in the overall performance of the firm is factually very important. Indeed, in the case of job dissatisfaction, employees tend to be more focused on the negative aspects of their work rather than on achieving their objectives, so they are less involved and less concentrated which affects directly the quality of the resulting work. Therefore, this could have serious negative consequences on the company itself notably the reduction of its performance and profitability due to a lower productivity, the risk of missing interesting opportunities due to the lower concentration and lower creativity from employees, or even worse, the risk of facing losses that the company could have avoided and that could have been caused by heavy mistakes due to negligence. So ensuring employee job satisfaction is essential to avoid unnecessary damages but also to optimize the overall performance of the organization. In fact, job satisfaction of employees enables to encourage their motivation and thus to increase their efficiency and productivity, and even sometimes to boost their creativity, resulting in enhanced performance and higher profits for the company. As a result, it is essential that managers care about job satisfaction, particularly concerning employees in charge of critical missions...
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...Job Satisfaction of Public Hospital Nurse in Hong Kong Job Satisfaction can be defined as the employees’ feelings and a collection of attitudes that towards their job. The employee tendency to be satisfied or less satisfied was influence by various factors: the nature of the work, supervision, present pay, promotion opportunities and relations with co-workers; and these variables are very important. The Job Descriptive Index (JDI) and the Minnesota Satisfaction Questionnaire (MSQ) are widely used for measure job satisfaction. The theory of Discrepancy, Equity (Fairness), Disposition and Emotion can be determined the employee’ job satisfaction. Now, Hong Kong hospitals are facing the problems of nursing shortage and high turnover of nurse. Peoples are great concerned about the impact for the quality of healthcare system that threatened the safety of patient. Refer to the report of nursing manpower resources of Hospital Authority survey 2011, the job satisfaction of nurses was scored to 3 on a scale of 10. The score reflected that most of the nurse was less satisfied on their job. According to the typical factors of JDI, we can investigate more about the job satisfaction of nurse by using the theory of Discrepancy, Equity (Fairness) and Emotion. Discrepancy theory: Most of the nurses feel that their salary and workload are not proportional. The survey showed that most of the nurses were suffered a heavy workload, the current patient-to-nurse ratio during the morning shift...
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...OUTCOME OF EMPLOYEE ENGAGEMENT Due to developments in sciences, organisations are making optimum use of the latest technologies to increase their output. This requires a large number of highly skilled and informed workers to perform their tasks in high technological environment. This knowledge workforce demands requisite status and independence in their fields which poses great problems to the managers as the skilled workers cannot be handled easily. To overcome this problem, in the last quarter of the twentieth century, focus of the employers has shifted towards employee engagement. The employers believe that their business output and performance can be increased through skillful use of employees (Markos & Sridevi 2010). Now the concept of the employee engagement is emerging and research is also making a good pace to define its true meanings (Macey & Schneider 2008) as the businesses and associated firms have increased their concern towards the employee engagement. Enough theoretical research has not been carried out in this field (Robinson, Perryman & Hayday 2004) and little information is available on its precursors and outcomes. On the other hand, some effort has been put up by practitioners to explain the concept of the employee engagement (Saks 2006). If we view its meanings from various researchers, we come across a variety of definitions (Swarnalatha & Prasanna 2013). Narrative of the employee engagement may also vary according to the contender undertaking...
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...Organizational behavior: the scientific study of individual and group behavior in organizations; focused on different levels of analysis * Use of the scientific method to understand and solve problems relate to people in organizations * Focus on organizational behavior * Individuals: attitudes, behavior, health * Groups/teams: norms, cohesion, conflict * Organizations: firm performance, culture, climate Historical influences: * Fredrick Taylor: first to subject work to scientific study; interested in efficiency * Published Principles of Scientific Management (1911) * Conducted first field experiments like shuffling studies * Time-and-motion studies to identify “one best way” to do a job * Ford example; he found a way to make Ford cars cheaper * Elton Mayo: studied workers at Hawthorne; worked of the Western Electric Co. in late 20’s – early 30’s * Research on effects of lighting, breaks, length of work day, and type of incentive pay on performance * Illumination studies and Hawthorne Effect * Social factors affect behavior in organizations (human relations movement) * Kurt Lewin: * Father of social psychology * Action research * Leader climates/styles * Organizational change process and force field analysis * B= f(P,E) * Behavior is an function between an individual and their environment External perspective: explaining behavior in terms...
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...The consequences were as follows; diminished job satisfaction, poorer performance and productivity, lower the organisational commitment, inferior career ambition and success, increase absenteeism and intention to leave, employee burnout, job stress, poorer physiological and psychological health and reduced performance in personal life and family. In contrast, work-life balance and employees perception toward well-being is important to organisational growth and effectiveness. The authors also mentioned three dimension of work-life balance. The dimensions of work-life balance are Work interference with personal life (WIPL), Personal life interference with work (PLIW) and Work/Personal life enhancement (WPLE) (Shobitha Poulose &Sudarsan N, 2014). Dolly (2015) cited from article written by Fisher, mention that work-life balance is a multidimensional construct and its various aspects such as work interfering with personal life (WIPL), work-personal life enhancement (WPLE), and personal life interference with work (PLIW) are closer in terms of work-family conflict. However, work-personal life enhancement (WPLE) can improve satisfaction and work among workers. In conclusion, family and work are interdependent domains. Therefore, the problems that occur in a family can affect work or vice versa. This concept is...
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...productivity and job efficiency are high amongst associates activities and job tasks. Job satisfaction connotes a state of satiation; it is an outcome (Boudreau and Cascio, 2011, p. 145). Job satisfaction is a willing to get involve in programs that will help make the organization successful. With job satisfaction there is the energy to come to work and perform with the highest job performance. Job satisfaction also secures job stability and helps reduce cost in turnover ratio. Engagement is a positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption (Boudreau and Cascio, 2011, p. 145). Engagement in an organization helps find ways to reduce cost. With engagement, there is a dedication to be involved in the organization success through customer satisfaction, productivity, quality, safety, and cost. Pay fairness and employee outcomes: Exacerbation and attenuation effects of financial need Shaw, Jason D; Gupta, Nina. Journal of Occupational and Organizational Psychology 74 (Sep 2001): 299-320. Pay is arguably one of the most critical, if not the most critical, outcome of organizational membership for employees (Gupta & Shaw, 1998). Actual pay and people's attitudes about it are the subject of much research (Lawler & Jenkins, 1992; Miceli & Lane, 1991) but, over the decades, the vast majority of studies concentrated on the precursors of different kinds of pay attitudes(e.g. perceptions of pay fairness, pay satisfaction, etc.)...
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...attitudes and job satisfaction. Research has been done on this subject, and it has been determined that there are 3 major knowledge gaps between HR practice and the scientific research. The article by Saari and Judge , “Employee Attitudes and Job Satisfaction” (2004), discusses not only what those gaps are but what could be done to bridge those gaps. Employee Attitudes The first of the 3 knowledge gaps between HR practice and the scientific research is finding out what the causes of employee attitudes are. The most crucial of the employee attitudes is job satisfaction. The definition of satisfaction as seen by E.A. Locke in his 1976 published article was “a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences” (Saari & Judge, 2004). We tend to use both feeling and thinking when we appraise our jobs, just like when we evaluate something of importance to us in our lives,. One of the influences that is usually overlooked by HR specialists when considering job satisfaction is the work itself (Saari & Judge, 2004). There have even been a number of studies that show how one’s job satisfaction can be influenced by one’s temperament. It has also been indicated that the differences in temperament or disposition of some employees can be linked to their differences in job satisfaction, although that relationship has not been fully understood yet. An employee’s culture can also have an impact on their attitude or job satisfaction. Due to...
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...This article was downloaded by: [The University Of Melbourne Libraries] On: 02 September 2015, At: 02:39 Publisher: Routledge Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: 5 Howick Place, London, SW1P 1WG Accounting and Business Research Publication details, including instructions for authors and subscription information: http://www.tandfonline.com/loi/rabr20 Fairness in performance evaluation and its behavioural consequences a Mahfud Sholihin & Richard Pike a b Universitas Gadjah Mada , Indonesia b School of Management , Bradford University , Emm Lane, Bradford, BD9 4JL Phone: +44 (0)1274 234393 Fax: +44 (0)1274 234393 E-mail: Published online: 04 Jan 2011. To cite this article: Mahfud Sholihin & Richard Pike (2009) Fairness in performance evaluation and its behavioural consequences, Accounting and Business Research, 39:4, 397-413, DOI: 10.1080/00014788.2009.9663374 To link to this article: http://dx.doi.org/10.1080/00014788.2009.9663374 PLEASE SCROLL DOWN FOR ARTICLE Taylor & Francis makes every effort to ensure the accuracy of all the information (the “Content”) contained in the publications on our platform. However, Taylor & Francis, our agents, and our licensors make no representations or warranties whatsoever as to the accuracy, completeness, or suitability for any purpose of the Content. Any opinions and views expressed in this publication are the opinions and views of the authors...
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...FOUNDATIONS OF INDIVIDUAL BEHAVIOR "Intelligence is but one characteristic that people bring with them when they join an organization. In this chapter, we look at how biographical characteristics (such as gender and age) and ability (which includes intelligence) affect employee performance and satisfaction. Then we show how people learn behaviors and what management can do to shape those behaviors" (p. 33). 1 BIOGRAPHICAL CHARACTERISTICS Personal characteristics – such as age, gender, and marital status – that are objective and easily obtained from personnel records. AGE "The relationship between age and job performance is likely to be an issue of increasing importance during the next decade. Why? There are at least three reasons. First, there is a widespread belief that job performance declines with increasing age. Regardless of whether it's true or not, a lot of people believe it and act on it. Second is the reality that the workforce is aging… The third reason is recent U.S. legislation that, for all intents and purposes, outlaws mandatory retirement. Most U.S. workers today no longer have to retire at the age of 70" (p. 34). 2 "The older you get, the less likely you are to quit your job. That conclusion is based on studies of the age-turnover relationship" (p. 34). "In general, older employees have lower rates of avoidable absence than do younger employees. However, they have higher rates of unavoidable absence, probably due to the poorer health associated with aging...
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...AND OVERVIEW OF THE RESEARCH 1.1 INTRODUCTION This study focuses on the influence of job satisfaction on burnout among pharmaceutical sales representatives. Chapter 1 deals with the background to the research, the problem statement and the research questions, the aims of the study, the paradigm perspectives of the research, the research design, the research methodology and the layout of the chapters. 1.2 BACKGROUND TO THE RESEARCH People are a vital component of the production factors of an organisation (Storey, 1995). A variety of factors influence their work lives. These factors affect their performance and ultimate productivity (George, 2000). Job satisfaction is a key factor in productivity. Employees’ satisfaction levels are reflected in their intrinsic and extrinsic willingness to put their labour at the disposal of their employer (O’ Malley, 2000). Job satisfaction is certainly not the only factor that causes people to produce at different rates (Daniels, 2001). In addition to being influenced by the level of satisfaction, performance is affected by a worker's ability as well as a number of situational and environmental factors such as mechanical breakdowns, lowquality materials, an inadequate supply of materials, availability of stock and market forces (Gower, 2003). Nevertheless, in the case of lower-level jobs where little ability is required, job satisfaction seems to be one of the key determinants of performance (Edward, 1994; Gower, 2003). In...
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...FOUNDATIONS OF INDIVIDUAL BEHAVIOR "Intelligence is but one characteristic that people bring with them when they join an organization. In this chapter, we look at how biographical characteristics (such as gender and age) and ability (which includes intelligence) affect employee performance and satisfaction. Then we show how people learn behaviors and what management can do to shape those behaviors" (p. 33). 1 BIOGRAPHICAL CHARACTERISTICS Personal characteristics – such as age, gender, and marital status – that are objective and easily obtained from personnel records. AGE "The relationship between age and job performance is likely to be an issue of increasing importance during the next decade. Why? There are at least three reasons. First, there is a widespread belief that job performance declines with increasing age. Regardless of whether it's true or not, a lot of people believe it and act on it. Second is the reality that the workforce is aging… The third reason is recent U.S. legislation that, for all intents and purposes, outlaws mandatory retirement. Most U.S. workers today no longer have to retire at the age of 70" (p. 34). 2 "The older you get, the less likely you are to quit your job. That conclusion is based on studies of the age-turnover relationship" (p. 34). "In general, older employees have lower rates of avoidable absence than do younger employees. However, they have higher rates of unavoidable absence, probably due to the poorer health associated with aging...
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