Dr.

Mireille Elias

Chapter 6: Job Satisfaction

I. Definitions of Job Satisfaction

II. Factors influencing Job Satisfaction

1. Organizational Factors
1.1 Salaries and Wages
1.2 Promotion Chances
1.3 Company Policies
2 - Work Environmental Factors:
2.1 Supervision
2.2 Work Group
2.3 Working conditions
3. Personal Factors:
3.1 Age and Seniority
3.2 Tenure
3.3 Personality

III. Effects of Job Satisfaction

1- Job Satisfaction and Productivity
2- Job Satisfaction and Absenteeism
3- Job Satisfaction and Turnover
4- Job Satisfaction and Mental Health
5- Job Satisfaction and Performance
6- Job Satisfaction and Organizational Citizen Behavior (OCB)

IV.The top two theories of Job Satisfaction

1) Content Theories:
2) Process Theories
 Dr. Mireille Elias

Chapter 6: Job Satisfaction

Work is a central part of almost everyone’s life. Adults devote almost all of their waking
time to work as career development makes up almost 70% of all human developmental
tasks. Hence it is important that the employees feel a sense of satisfaction with their job
or else it might lead to frustration, anger and in some cases even depression.

I. . Definition of Job Satisfaction

Hoppock describes job satisfaction as, “any combination of psychological, physiological
and environmental circumstances that cause and person truthfully to say I am satisfied
with my job.”

Smith et al. (1969) defined job satisfaction as the feeling an individual has about his or
her job.

Locke (1969) suggested that job satisfaction was a positive or pleasurable reaction
resulting from the appraisal of one’s job, job achievement, or job experiences.

Davis (1991), defined job satisfaction as “an individual’s positive affective reaction of
the target environment as a result of the individual’s appraisal of the extent to which his
or her needs are fulfilled by the environment”

II. Factors influencing Job Satisfaction

There are a number of factors that influence job satisfaction. A number of research
studies have been conducted in order to establish some of the causes that result in job
satisfaction.

1. Organizational Factors: Some of the organizational factors which affect job

satisfaction are:

1.1 Salaries and Wages: Wages and salaries play a significant role in influencing job
satisfaction. This is basically because of a few basic reasons. Firstly, money is an
important instrument in fulfilling one’s needs. Money also satisfies the first level needs of
Maslow’s model of satisfaction. Secondly, employees often see money as a reflection of
the management’s concern for them. Thirdly, it is considered a symbol of achievement
since higher pay reflects higher degree of contribution towards organizational operations.

1.2 Promotion Chances: Firstly, Promotion indicates on employee’s worth to the

organization which is highly morale boosing. This is particularly true in case of high-
level jobs. Secondly, Employee takes promotion as the ultimate achievement in his career
 Dr. Mireille Elias

and when it is realized, he feels extremely satisfied. Thirdly, Promotion involves positive
changes e.g. higher salary, less supervision, more freedom, more challenging work

1.3 Company Policies: Organizational structural and policies also play on important role
in affecting the job satisfaction of employees. An autocratic and highly authoritative
structure causes resentment among the employees as compared to a structure which is
more open and democratic in nature.

Liberal and fair policies usually result in more job satisfactions. Strict policies will create
dissatisfaction among the employees because they feel that they are not being treated
fairly and may feel constrained. Thus, a democratic organizational structure with fair and
liberal policies is associated with high job satisfaction.

2 - Work Environmental Factors:

2.1 Supervision: Supervision is a moderately important source of job satisfaction. There

are two dimensions of supervisory styles which affect the job satisfaction:

First is Employee Centeredness: Whenever the supervisor is friendly and supportive of

the workers there is job satisfaction. In this style, the supervisor takes personal interest in
employee’s welfare. Second is Participation: The superiors who allow their subordinates
to participate in decisions that affect their own jobs, help in creating an environment
which is highly conducive to job satisfaction.

2.2 Work Group: The nature of the work group or team will have effect on job
satisfaction in the following ways: (i) A friendly, and co-operative group provides
opportunities to the group members to interact with each other. It serves as a source of
support, comfort, advice and assistance to the individual group members. (ii) If on the
other hand, the people are difficult to get along with, the work group will have a negative
impact on job satisfaction. The work group will be even a stronger source of satisfaction
when members have similar attitudes and values. In such a group, there will less friction
on day-to-day basis. (iii) Smaller groups provide greater opportunity for building mutual
trust and understanding as compared to larger groups.

2.3 Working conditions: Good working conditions are desirable by the employees, as
they lead to more physical comfort. People desire that there should be a clean and healthy
working environment. Temperature, humidity, ventilation, lighting and noise, hours of
work, cleanliness of the work place and adequate tools and equipment are the features
which affect job satisfaction. While the desirable working conditions are taken for
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granted and may not contribute heavily towards job satisfaction. Poor working conditions
do become a source of job dissatisfaction.

3. Personal Factors:

Personal attributes of the individuals also play a very important role as to whether they
are satisfied at the job or not. Pessimists and people with negative attitudes will complain
about everything including the job. They will always find something wrong in every job
to complain about. Some of the important personal factors are:

3.1 Age and Seniority: With age, people become more mature and realistic and less
idealistic so that they are willing to accept available resources and rewards and be
satisfied about the situation. With the passage of time, people move into more
challenging and responsible positions. People who do not move up at all with time are
more likely to be dissatisfied with their jobs.

3.2 Tenure: Employees will longer tenure is expected to be highly satisfied with their
jobs. Tenure assures job security, which is highly satisfactory to employees. They can
easily plan for their future without any fear of losing their jobs.

3.3 Personality: Some of the personality traits which are directly related to job
satisfaction are self-assurance, self-esteem, and maturity, and decisiveness, sense of
autonomy, challenge and responsibility. Higher the person is on Maslow’s needs
hierarchy, the higher is the job satisfaction. This type of satisfaction comes from within
the person and is a function of his personality. Accordingly, in addition to providing a
healthy work environment, management must ensure that the employee is happy with
himself and has a positive outlook on life.

III. Effects of Job Satisfaction

Job satisfaction causes a series of influences on various aspects of organizational life.

1- Job Satisfaction and Productivity: The preponderance of research evidence indicates

that there is no strong linkage between satisfaction and productivity. Satisfied workers
will not necessarily be the highest producers. There are many possible moderating
variables, the most important of which seems to be rewards. If people receive rewards,
they feel are equitable, they will be satisfying and this is likely to result in greater
performance effort. Also, recent research evidence indicates that satisfaction may not
necessarily lead to individual performance improvement but does lead to departmental
and organizational level improvements. Finally, there are still considerable debate
 Dr. Mireille Elias

weather satisfaction leads to performance or performance leads to satisfaction (Luthans,

1998).

2- Job Satisfaction and Absenteeism: There is an inverse relationship between

satisfaction and absenteeism. When workers are more satisfied the absenteeism is low.
When satisfaction level is low absenteeism tends to be high. There are certain moderating
variables like sick leave and degree to which people feel that their jobs are important.
Where there is a provision for sick leave, employees would take the benefit and absent
themselves. As far as the importance of work is concerned, it has been observed that
people attend to their work when it is important to accomplish. Employees having high
satisfaction would not necessarily result in to low absenteeism but those having low
satisfaction level would definitely have high absenteeism.

3- Job Satisfaction and Turnover: It has been found that employees who are not
satisfied with their jobs will have high turnover. Employees who are satisfied will not
have high turnover. Satisfaction is also negatively related to turnover but the co-relation
is stronger than what we found in absenteeism. Employee performance is a moderating
factor of the satisfaction—Turnover relationship.

The employees, thus, tries to keep the employees satisfied on their job to minimize the
turnover. Through, high job satisfaction in itself cannot keep the turnover low, but
considerable job dissatisfaction will definitely increase the employee turnover.

The employee turnover is affected by certain other factors also, in addition to job
satisfaction. commitment of the organization is on such factor and the better opportunities
of employment.

4- Job Satisfaction and Mental Health: there are clear links between job satisfaction
and mental health, such as depression and burnout. Burnout is a distressed emotional
state experienced on the job, such as feeling emotionally exhausted and feeling a reduced
sense of personal accomplishment. Job dissatisfaction has also been associated with
physical symptoms such as headaches.

5- Job Satisfaction and Performance: high Job Satisfaction is linked to performance

which in turn is linked to higher profits. Those employees who feel happy and content in
their roles are much more likely to approach the tasks that they need to carry out with
enthusiasm and dedication.

6- Job Satisfaction and Organizational Citizen Behavior (OCB): Satisfied employees

would seem more likely to talk positively about the organization, help others, and go
 Dr. Mireille Elias

beyond the normal expectations in their job. More recent evidence however, suggests that
satisfaction influences OCB, but through perceptions of fairness. Satisfied employees
who feel fairly treated by and are trusting of the organization are more willing to engage
in behaviors that go beyond the normal expectations of their job.