I am preparing a dissertation on "Measurement of Job Satisfaction". I am looking forward to getting some ideas pooled on the same, so share your views and let me know what you have to say about Job Satisfaction - its concept, its measurement, its merits, and demerits, and its relevance in the present era.
I am waiting for your replies.
Regards and cheers,
Monika
From India, Delhi
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I am waiting for your replies.
Regards and cheers,
Monika
From India, Delhi
Acknowledge(0)Amend(0)
MONIKA,
SOMETHING USEFUL TO THINK ABOUT.
MANAGING JOB SATISFACTION.
Increasing job satisfaction is important for its humanitarian value and for its financial benefit (due to its effect on employee behavior.) As early as 1918, studies explored the relationship between work and satisfaction .
Various Researches have included measures of job satisfaction in all our employee surveys. Clear patterns have emerged.
Employees with higher job satisfaction:
believe that the organization will be satisfying in the long run
care about the quality of their work
are more committed to the organization
have higher retention rates, and
are more productive.
Define Your Terms
Be precise. Vague terms like "morale" often include elements of satisfaction, commitment, desire to quit, communication, etc. A major business magazine quoted a CEO who consistently confused job satisfaction with complacency. A lack of conceptual clarity makes it difficult to learn anything useful or precise.
A single construct or multiple dimensions. One area of disagreement is whether job satisfaction has multiple dimensions. Researchers like Porter and Lawler¹ define job satisfaction as a unidimensional construct; that is, you are generally satisfied or dissatisfied with your job. In contrast, Smith, Kendall, and Hulin² argue that job satisfaction is multidimensional; that is, you may be more or less satisfied with your job, your supervisor, your pay, your workplace, etc.
For the purposes of our work, we follow Porter & Lawler and define job satisfaction as people's affective (emotional) response to their current job conditions. We also carefully distinguish job satisfaction from its consequents. Desire to stay with an organization is not a symptom of job satisfaction, it is a consequence of job satisfaction. As an independent factor, desire to stay is also affected by other factors such as employees' job security, expectations about their future success in the organization, etc.
Sources of Confusion
Negative is stronger than positive. Dissatisfaction seems to be more motivating than satisfaction. In a similar way, people often react more immediately and visibly to pain than to a pleasant stimulus.
Diminishing returns. Frequently, there is not a simple relationship between satisfaction and its consequents. For example: the greater the dissatisfaction, the greater the motivation to quit. Once people are basically satisfied, they are no longer motivated to quit. How will their behavior be different if they are wildly satisfied with their jobs? They will still not be motivated to quit. Thus, once employees are satisfied with their jobs, being wildly satisfied may not produce significantly different behavior. This effect can cause managers to under-estimate just how motivating job satisfaction really is.
What are the statistically significant factors that affect job satisfaction?
Research identified six factors that influenced job satisfaction. When these six factors were high, job satisfaction was high. When the six factors were low, job satisfaction was low. These factors are similar to what we have found in other organizations.
Opportunity.
Employees are more satisfied when they have challenging opportunities at work. This includes chances to participate in interesting projects, jobs with a satisfying degree of challenge and opportunities for increased responsibility. Important: this is not simply "promotional opportunity." As organizations have become flatter, promotions can be rare. People have found challenge through projects, team leadership, special assignments-as well as promotions.
Actions:
Promote from within when possible.
Reward promising employees with roles on interesting projects.
Divide jobs into levels of increasing leadership and responsibility.
It may be possible to create job titles that demonstrate increasing levels of expertise which are not limited by availability of positions. They simply demonstrate achievement.
Stress.
When negative stress is continuously high, job satisfaction is low. Jobs are more stressful if they interfere with employees' personal lives or are a continuing source of worry or concern.
Actions:
Promote a balance of work and personal lives. Make sure that senior managers model this behavior.
Distribute work evenly (fairly) within workteams.
Review work procedures to remove unnecessary "red tape" or bureaucracy.
Manage the number of interruptions employees have to endure while trying to do their jobs.
Some organizations utilize exercise or "fun" breaks at work.
Leadership.
Employees are more satisfied when their managers are good leaders. This includes motivating employees to do a good job, striving for excellence or just taking action.
Actions:
Make sure your managers are well trained. Leadership combines attitudes and behavior. It can be learned.
People respond to managers that they can trust and who inspire them to achieve meaningful goals.
Work Standards.
Employees are more satisfied when their entire workgroup takes pride in the quality of its work.
Actions:
Encourage communication between employees and customers. Quality gains importance when employees see its impact on customers.
Develop meaningful measures of quality. Celebrate achievements in quality.
Trap:
be cautious of slick, "packaged" campaigns that are perceived as superficial and patronizing.
Fair Rewards.
Employees are more satisfied when they feel they are rewarded fairly for the work they do. Consider employee responsibilities, the effort they have put forth, the work they have done well and the demands of their jobs.
Actions:
Make sure rewards are for genuine contributions to the organization.
Be consistent in your reward policies.
If your wages are competitive, make sure employees know this.
Rewards can include a variety of benefits and perks other than money.
As an added benefit, employees who are rewarded fairly, experience less stress.
Adequate Authority.
Employees are more satisfied when they have adequate freedom and authority to do their jobs.
Actions:
When reasonable:
Let employees make decisions.
Allow employees to have input on decisions that will affect them.
Establish work goals but let employees determine how they will achieve those goals. Later reviews may identify innovative "best practices."
Ask, "If there were just one or two decisions that you could make, which ones would make the biggest difference in your job?"
The secret:
One thing that makes humans unique is our ability to focus energy. Whether to heat a home or to cut steel with a laser, focusing energy where it's needed produces significant results. As a manager, you need to know what is important and where it is a problem. Focusing time and resources on a specific problem is more likely to produce measurable benefits to the organization.
REGARDS
LEO LINGHAM
From India, Mumbai
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270SOMETHING USEFUL TO THINK ABOUT.
MANAGING JOB SATISFACTION.
Increasing job satisfaction is important for its humanitarian value and for its financial benefit (due to its effect on employee behavior.) As early as 1918, studies explored the relationship between work and satisfaction .
Various Researches have included measures of job satisfaction in all our employee surveys. Clear patterns have emerged.
Employees with higher job satisfaction:
believe that the organization will be satisfying in the long run
care about the quality of their work
are more committed to the organization
have higher retention rates, and
are more productive.
Define Your Terms
Be precise. Vague terms like "morale" often include elements of satisfaction, commitment, desire to quit, communication, etc. A major business magazine quoted a CEO who consistently confused job satisfaction with complacency. A lack of conceptual clarity makes it difficult to learn anything useful or precise.
A single construct or multiple dimensions. One area of disagreement is whether job satisfaction has multiple dimensions. Researchers like Porter and Lawler¹ define job satisfaction as a unidimensional construct; that is, you are generally satisfied or dissatisfied with your job. In contrast, Smith, Kendall, and Hulin² argue that job satisfaction is multidimensional; that is, you may be more or less satisfied with your job, your supervisor, your pay, your workplace, etc.
For the purposes of our work, we follow Porter & Lawler and define job satisfaction as people's affective (emotional) response to their current job conditions. We also carefully distinguish job satisfaction from its consequents. Desire to stay with an organization is not a symptom of job satisfaction, it is a consequence of job satisfaction. As an independent factor, desire to stay is also affected by other factors such as employees' job security, expectations about their future success in the organization, etc.
Sources of Confusion
Negative is stronger than positive. Dissatisfaction seems to be more motivating than satisfaction. In a similar way, people often react more immediately and visibly to pain than to a pleasant stimulus.
Diminishing returns. Frequently, there is not a simple relationship between satisfaction and its consequents. For example: the greater the dissatisfaction, the greater the motivation to quit. Once people are basically satisfied, they are no longer motivated to quit. How will their behavior be different if they are wildly satisfied with their jobs? They will still not be motivated to quit. Thus, once employees are satisfied with their jobs, being wildly satisfied may not produce significantly different behavior. This effect can cause managers to under-estimate just how motivating job satisfaction really is.
What are the statistically significant factors that affect job satisfaction?
Research identified six factors that influenced job satisfaction. When these six factors were high, job satisfaction was high. When the six factors were low, job satisfaction was low. These factors are similar to what we have found in other organizations.
Opportunity.
Employees are more satisfied when they have challenging opportunities at work. This includes chances to participate in interesting projects, jobs with a satisfying degree of challenge and opportunities for increased responsibility. Important: this is not simply "promotional opportunity." As organizations have become flatter, promotions can be rare. People have found challenge through projects, team leadership, special assignments-as well as promotions.
Actions:
Promote from within when possible.
Reward promising employees with roles on interesting projects.
Divide jobs into levels of increasing leadership and responsibility.
It may be possible to create job titles that demonstrate increasing levels of expertise which are not limited by availability of positions. They simply demonstrate achievement.
Stress.
When negative stress is continuously high, job satisfaction is low. Jobs are more stressful if they interfere with employees' personal lives or are a continuing source of worry or concern.
Actions:
Promote a balance of work and personal lives. Make sure that senior managers model this behavior.
Distribute work evenly (fairly) within workteams.
Review work procedures to remove unnecessary "red tape" or bureaucracy.
Manage the number of interruptions employees have to endure while trying to do their jobs.
Some organizations utilize exercise or "fun" breaks at work.
Leadership.
Employees are more satisfied when their managers are good leaders. This includes motivating employees to do a good job, striving for excellence or just taking action.
Actions:
Make sure your managers are well trained. Leadership combines attitudes and behavior. It can be learned.
People respond to managers that they can trust and who inspire them to achieve meaningful goals.
Work Standards.
Employees are more satisfied when their entire workgroup takes pride in the quality of its work.
Actions:
Encourage communication between employees and customers. Quality gains importance when employees see its impact on customers.
Develop meaningful measures of quality. Celebrate achievements in quality.
Trap:
be cautious of slick, "packaged" campaigns that are perceived as superficial and patronizing.
Fair Rewards.
Employees are more satisfied when they feel they are rewarded fairly for the work they do. Consider employee responsibilities, the effort they have put forth, the work they have done well and the demands of their jobs.
Actions:
Make sure rewards are for genuine contributions to the organization.
Be consistent in your reward policies.
If your wages are competitive, make sure employees know this.
Rewards can include a variety of benefits and perks other than money.
As an added benefit, employees who are rewarded fairly, experience less stress.
Adequate Authority.
Employees are more satisfied when they have adequate freedom and authority to do their jobs.
Actions:
When reasonable:
Let employees make decisions.
Allow employees to have input on decisions that will affect them.
Establish work goals but let employees determine how they will achieve those goals. Later reviews may identify innovative "best practices."
Ask, "If there were just one or two decisions that you could make, which ones would make the biggest difference in your job?"
The secret:
One thing that makes humans unique is our ability to focus energy. Whether to heat a home or to cut steel with a laser, focusing energy where it's needed produces significant results. As a manager, you need to know what is important and where it is a problem. Focusing time and resources on a specific problem is more likely to produce measurable benefits to the organization.
REGARDS
LEO LINGHAM
From India, Mumbai
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Dear Leo,
Thanks for your ideas. I want to put forward one point that really needs some pondering.
When discussing job profiles and opportunities, we understand that multitasking would add value to one's job. However, it should also be taken into consideration that when an individual joins an organizational setup, they do so with a specific job profile in mind. This profile may or may not include the option for multitasking.
It can be viewed that a person joins an organization with a clear job profile that helps them organize their skills and work style. Through this process, they strive for perfection and interest in their work, gradually deriving satisfaction from their tasks.
Now, if one day they are required to do something entirely different from what they have been doing so far, something that does not interest them, how would they face this situation? Consider the perspective of an average person - where does their job satisfaction lie in such a scenario?
One might hesitate to quit due to the disparity between job availability and the workforce in the market. This raises the question: how do we measure job satisfaction? Many individuals encounter such situations daily, and not everyone is willing to take on new challenges regularly. The percentage of such go-getters is indeed small.
Monika
HR Professional
From India, Delhi
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Thanks for your ideas. I want to put forward one point that really needs some pondering.
When discussing job profiles and opportunities, we understand that multitasking would add value to one's job. However, it should also be taken into consideration that when an individual joins an organizational setup, they do so with a specific job profile in mind. This profile may or may not include the option for multitasking.
It can be viewed that a person joins an organization with a clear job profile that helps them organize their skills and work style. Through this process, they strive for perfection and interest in their work, gradually deriving satisfaction from their tasks.
Now, if one day they are required to do something entirely different from what they have been doing so far, something that does not interest them, how would they face this situation? Consider the perspective of an average person - where does their job satisfaction lie in such a scenario?
One might hesitate to quit due to the disparity between job availability and the workforce in the market. This raises the question: how do we measure job satisfaction? Many individuals encounter such situations daily, and not everyone is willing to take on new challenges regularly. The percentage of such go-getters is indeed small.
Monika
HR Professional
From India, Delhi
Acknowledge(0)Amend(0)
Thank you for your ideas. I want to put forward one point that really needs pondering over.
When you talk about opportunities in a job profile, we understand that the provision of multitasking would add value to one's job. However, at the same time, it should be taken into consideration that the moment any individual joins an organizational setup, they do so with a profile that may or may not have this option.
In that case, we may also perceive that the person who joins an organization does so with a clear job profile in mind, which helps them in organizing their skills and work style. Through this process, they gain perfection and interest in their job and gradually derive satisfaction from their work.
When a person is selected, it is based on current job analysis, job descriptions, and key performance indicators, as well as the person's fitness with the job specifications. However, this is not the final step, as the new employee may not have a clear understanding of the culture initially, which takes time and hence more time to gain satisfaction in the job.
Suddenly, one fine morning, he learns that he is required to do something that is of no interest to him and entirely different from what he has been doing so far. In such a situation, try to imagine how a layman would face this scenario and where his job satisfaction would stand. Due to the imbalance between manpower and job availability in the market, he may not quit.
How do we rate job satisfaction in such cases? This is a situation that many of us face every day, and not everyone is brave enough to take up new challenges daily; the percentage of such go-getters is small.
All the best job descriptions and profiles are mere guidelines for the conduct of activities. They are not constitutional laws that cannot be changed. Job activities change every day according to market forces and economic conditions. People may be asked to perform duties that are not in the job description. It is the responsibility of the line manager to manage the job profile and employees. This is happening frequently due to changing circumstances. Line managers must upgrade the job profile as changes occur and leave room for flexibility.
These can be managed provided the line managers are trained in managing their people effectively (people management skills).
Regards, Monika.
From India, Mumbai
Acknowledge(0)Amend(0)
When you talk about opportunities in a job profile, we understand that the provision of multitasking would add value to one's job. However, at the same time, it should be taken into consideration that the moment any individual joins an organizational setup, they do so with a profile that may or may not have this option.
In that case, we may also perceive that the person who joins an organization does so with a clear job profile in mind, which helps them in organizing their skills and work style. Through this process, they gain perfection and interest in their job and gradually derive satisfaction from their work.
When a person is selected, it is based on current job analysis, job descriptions, and key performance indicators, as well as the person's fitness with the job specifications. However, this is not the final step, as the new employee may not have a clear understanding of the culture initially, which takes time and hence more time to gain satisfaction in the job.
Suddenly, one fine morning, he learns that he is required to do something that is of no interest to him and entirely different from what he has been doing so far. In such a situation, try to imagine how a layman would face this scenario and where his job satisfaction would stand. Due to the imbalance between manpower and job availability in the market, he may not quit.
How do we rate job satisfaction in such cases? This is a situation that many of us face every day, and not everyone is brave enough to take up new challenges daily; the percentage of such go-getters is small.
All the best job descriptions and profiles are mere guidelines for the conduct of activities. They are not constitutional laws that cannot be changed. Job activities change every day according to market forces and economic conditions. People may be asked to perform duties that are not in the job description. It is the responsibility of the line manager to manage the job profile and employees. This is happening frequently due to changing circumstances. Line managers must upgrade the job profile as changes occur and leave room for flexibility.
These can be managed provided the line managers are trained in managing their people effectively (people management skills).
Regards, Monika.
From India, Mumbai
Acknowledge(0)Amend(0)
Role of Subordinates in Job Satisfaction
The subordinates and associates play a major role in job satisfaction. They are the ones who push you and pull you. In the era of teamwork and multitasking, employees cannot and should not work in their own module without any interaction with their peers. Peer cooperation can affect performance in the following ways:
- Information sharing
- Contributing to common goals
- Sequencing of work
- Sharing vision and mission achievements
If peer support is missing, then the employee is liable to fall short of their goal achievement, leading to job dissatisfaction.
MONIKA
From India, Delhi
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The subordinates and associates play a major role in job satisfaction. They are the ones who push you and pull you. In the era of teamwork and multitasking, employees cannot and should not work in their own module without any interaction with their peers. Peer cooperation can affect performance in the following ways:
- Information sharing
- Contributing to common goals
- Sequencing of work
- Sharing vision and mission achievements
If peer support is missing, then the employee is liable to fall short of their goal achievement, leading to job dissatisfaction.
MONIKA
From India, Delhi
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Hi!
I have recently completed a project on job satisfaction, about which I talked about in this forum also.
Following are some of the recommendations I have made to increase job satisfaction among the employees in various organizations.
1. Conducive Environment
If the environment is conducive and prompts employees to take initiatives, then the employee would definitely be involved in his job and work harder to complete it. The more keenly he works for it, the more satisfied he is with the job.
2. Training Programs
They would impart more skills to the employees, hence making them more efficient at work and thus they are able to derive more satisfaction out of their job.
3. Better Communication among the Team
This would help in maintenance of good relations and clarity between them, so help the employee concentrate on his job and perform to his satisfaction.
4. Provision of Better Infrastructure
The employees should be provided with good infrastructure that can facilitate his work. In this way, they can focus on their work and hence derive job satisfaction.
5. Standardized Pay Packets
The organization should try to meet the standards of the industry while designing compensation for the employees. This would give them a monetary perseverance.
Can you think of some more? Send them to me now.
Goodbye,
Monika
From India, Delhi
Acknowledge(0)Amend(0)
I have recently completed a project on job satisfaction, about which I talked about in this forum also.
Following are some of the recommendations I have made to increase job satisfaction among the employees in various organizations.
1. Conducive Environment
If the environment is conducive and prompts employees to take initiatives, then the employee would definitely be involved in his job and work harder to complete it. The more keenly he works for it, the more satisfied he is with the job.
2. Training Programs
They would impart more skills to the employees, hence making them more efficient at work and thus they are able to derive more satisfaction out of their job.
3. Better Communication among the Team
This would help in maintenance of good relations and clarity between them, so help the employee concentrate on his job and perform to his satisfaction.
4. Provision of Better Infrastructure
The employees should be provided with good infrastructure that can facilitate his work. In this way, they can focus on their work and hence derive job satisfaction.
5. Standardized Pay Packets
The organization should try to meet the standards of the industry while designing compensation for the employees. This would give them a monetary perseverance.
Can you think of some more? Send them to me now.
Goodbye,
Monika
From India, Delhi
Acknowledge(0)Amend(0)
You have covered it well...To top it all..Personality/job fit could help in getting maximum out of what you mentioned... Take Care, Mamta
From India, Panipat
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From India, Panipat
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Hello Mamta,
As you mentioned, basis points are covered, here are some additional points:
1. HR should technically hire individuals for the work at hand, which can lead to a 270-degree growth opportunity.
2. Challenges, innovation, and non-stagnation are crucial. In the first three stages, state-of-the-art technology or subject matter expertise are key factors.
3. Partnership at work entails scenarios where a company may even charge rent for the cubicle from the company and share profit and loss with employees.
UMALME
From India, Delhi
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As you mentioned, basis points are covered, here are some additional points:
1. HR should technically hire individuals for the work at hand, which can lead to a 270-degree growth opportunity.
2. Challenges, innovation, and non-stagnation are crucial. In the first three stages, state-of-the-art technology or subject matter expertise are key factors.
3. Partnership at work entails scenarios where a company may even charge rent for the cubicle from the company and share profit and loss with employees.
UMALME
From India, Delhi
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Hi All,
I think when we are talking about Employee Satisfaction, among Compensation and better physical and environmental factors, I feel there is a growing need for:
Career Opportunities: No one wants to leave a job. It's only when one sees a dead end and a saturation in their professional life that people start looking out.
Delegation of Authority: People, with the passage of time, tend to get used to doing the same kind of work and need the recognition of not just work but of being alive at work! Delegation of authority not only gives people more power in terms of enhanced responsibility but also a sense of being noticed and recognized.
Empowerment and Enhancement: It's not just empowerment in terms of a higher job always, but enhancement of the job in terms of the bandwidth of the job that makes an employee delighted! Look for better avenues to make that happen...
I think it's a dynamic and changing world... people need to be delighted and not just satisfied... more and more companies are doing just that!!
Cheers,
Kanishka
From India, New Delhi
Acknowledge(0)Amend(0)
I think when we are talking about Employee Satisfaction, among Compensation and better physical and environmental factors, I feel there is a growing need for:
Career Opportunities: No one wants to leave a job. It's only when one sees a dead end and a saturation in their professional life that people start looking out.
Delegation of Authority: People, with the passage of time, tend to get used to doing the same kind of work and need the recognition of not just work but of being alive at work! Delegation of authority not only gives people more power in terms of enhanced responsibility but also a sense of being noticed and recognized.
Empowerment and Enhancement: It's not just empowerment in terms of a higher job always, but enhancement of the job in terms of the bandwidth of the job that makes an employee delighted! Look for better avenues to make that happen...
I think it's a dynamic and changing world... people need to be delighted and not just satisfied... more and more companies are doing just that!!
Cheers,
Kanishka
From India, New Delhi
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EMPLOYEE JOB SATISFACTION QUESTIONER.pdf
Job satisfaction - questionnaire.d oc
Motivation and Job Satisfaction.pp t