CIPS Level 5 Advanced Diploma

in Procurement and Supply

Module title: Managing Teams and Individuals [L5M1]

Leading global excellence in procurement and supply

 Learning Outcome 2: Understand and apply approaches to
managing individuals involved in the procurement and supply
function
2.4 Analyze the major factors that can influence job satisfaction among
individuals

❖ The dimensions of job satisfaction

❖ Alienation at work
❖ Approaches to job design, enlargement and enrichment
❖ Flexible working arrangement

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Leading global excellence in procurement and supply

• Some researchers defined job satisfaction as a ‘‘multifaceted
construct encompassing specific facets of satisfaction related to pay,
work, supervision, professional, opportunities, benefits,
organizational practices and relationships with coworkers.
• An individual’s job satisfaction can vary in time and space, in other
words between countries, geographical regions etc
• Then the definition of job satisfaction varies from person to person
and within any one person from time to time
• Whilst definitions can provide a broad understanding of what job
satisfaction entails, it remains a complex concept illustrated by the
multiple variables that have been studied in relation to it.
• In the same workplace under the same conditions, the factors that
help one employee feel good about their job may not apply to
another employee.
• For this reason, it is essential to have a multidimensional approach to
employee satisfaction and consider several broad categories to
explore when managers consider the factors involved in improving
levels of job satisfaction among employees- the dimensions of job
satisfaction
The dimensions of job satisfaction
• While each dimension plays a role, their relative importance and
impact may vary depending on the specific organization, industry, and
individual circumstances.
• Additionally, the critical perspective highlights that job satisfaction
cannot be fully understood without considering the dynamic
interactions among these factors within the unique context of each
workplace.
The dimensions of job satisfaction
• Individual Factors include personality, education, intelligence and abilities,
age, marital status. Orientation to work.
• Social Factors include relationships with co-workers, group working and
norms, opportunities for interaction, informal organization.
• Cultural Factors include underlying attitudes, beliefs and values.
• Organizational Factors include nature and size, formal structure, personnel
policies and procedures, employee relations, nature of the work,
technology and work organization, supervision and styles of leadership,
management systems, working conditions
• Environmental Factors include economic, social, technical and
governmental influences
The dimensions have a strong links to motivation theories (i.e. Maslow,
Herzberg)
Research on job satisfaction:

Judge et al (1997) – related to personality

Arvey et al (1989) – related to genetic factors
Clarke et al (1996) – related to age
Mumford (1995) – 5 contractual areas of the employment
relationship
Hackman and Oldham (1976) – Job Characteristics Model
Judge et al (1997) – related to personality
• Judge, Locke, Durham, and Kluger (1997)demonstrated that
individuals with positive self-evaluations were more likely to assess
their job satisfaction at higher levels than individuals with less
positive self-evaluations.
• They found that the link between core self-evaluations and job
satisfaction citing dimensions such as self esteem, self efficacy
emotional stability and locus of control contributing to job
satisfaction
Arvey et al (1989) – related to genetic factors
• Why do people choose the jobs they do? Why do people thrive in some
jobs and not others? Some scientists would say it is because of genetics.
• The researchers assessed job satisfaction in later life and determined that
30% of job satisfaction levels could be attributed to genetic factors.
• job satisfaction has a genetic basis. The values and interests people bring
into the workplace, their leadership abilities, how they interact with
others, and more, can all be traced back to genes.
• Because your attitudes, skills, and abilities are relatively difficult to shift,
having the right fit for your job is important to your performance and your
happiness.
• For example, researchers have found that a child’s achievement in school is
the result of a combination of genetic and environmental factors. In fact,
researchers have discovered that achievement in school is mostly
controlled by genetics – about 70 percent of a child’s success is due to
genetics while the remaining 30 percent is due to environmental factors.
Clarke et al (1996) – related to age

• The researchers believe that Job Satisfaction tends to increase with

Age.
• Job satisfaction tends to improve as we get older but also tends to
decrease the longer we stay at a particular job as people age –and
gain better pay and benefits – job satisfaction tends to increase.
• the relationship is U-shaped, declining from a moderate level in the
early years of employment and then increasing steadily up to
retirement.
Mumford (1995) – 5 contractual areas of the
employment relationship
• Among the variables that may be considered are those that focus on five
needs that, if filled, lead to job satisfaction: knowledge, psychological,
support/control, tasks, and ethical-moral needs.
• She defined the five employee needs as follows: knowledge, need to fully
use skills and learn new things;
• psychological, need for recognition, status, responsibility, and
advancement; support/control/efficiency, need for support staff, a fair pay
structure, and encouragement from supervisors;
• task, need to use a variety of skills, have autonomy, and get feedback;
• ethical/moral, need for fair treatment and communication about important
decisions
• in her view, both the employee and the employer can be satisfied in a form
of equilibrium if the needs provide a good fit.
Hackman and Oldham's Job Characteristics
Model
• Hackman and Oldham's Job Characteristics Model is a comprehensive
framework designed to increase job satisfaction and motivation by
structuring jobs in a way that taps into employees' intrinsic motivation.
• Model provides a valuable framework for understanding how specific job
design elements can enhance job satisfaction by tapping into intrinsic
motivation.
• While it offers important insights, it should be considered alongside other
factors, such as social and organizational aspects, to comprehensively
address job satisfaction in organizational behavior. Additionally, the
model's linear and direct relationships may oversimplify the nuanced
dynamics of job satisfaction in practice.
Hackman and Oldham's (1974) job characteristics model
• This framework designed to enhance job satisfaction and motivation
by structuring jobs to incorporate specific characteristics. These
characteristics are believed to engage employees' intrinsic motivation
and contribute to their overall well-being. Let's critically explain each
of the five core dimensions of the model:
1. Skill variety
2. Task identity
3. Task significance
4. Autonomy
5. Job feedback
Hackman and Oldham's (1974) job
characteristics model
• The five core job dimensions identified are autonomy, feedback, skill
variety, task identity, and task significance.
1. Skill variety
• This refers to the range of abilities needed to perform a job. Monotony is
not what many people look for in their dream job; conversely, employees
want to be able to enlist various skills throughout their employment so as
to not get bored. Employee motivation will increase if your team members
are using a variety of diverse skills in their positions, rather than one set
skill repeatedly.
• You can introduce more skill variety to your roles through job shadowing
opportunities and extended learning courses, or by encouraging cross-
collaboration with other teams in your organization.
2. Task identity
• Task identity means the extent to which a job involves completing an
identifiable piece of work from start to finish, with a visible outcome.
Motivated employees will be more likely to complete tasks if they
identify with them and have seen them through from start to finish.
• And if you encourage employees to identify with a task, they are
more motivated to complete it and achieve the outcome. Employees
who contribute a small piece to multiple projects, but never see the
outcome will identify less with their work, creating lower employee
motivation.
• Many specialized jobs are low in task identity because employees are
responsible for only one facet of a larger project. In this case, make
sure that their piece of the larger project has a beginning and end
that they can measure completion against.
• 3. Task significance
• The extent to which a job is important to and impacts others within
and outside of the organization is known as task significance. When
employees feel that their work is significant to their organization, they
are motivated to do well and this will lead to increased employee
productivity. If they feel that their work is going unnoticed, or isn’t
affecting anyone, this will cause employee engagement to take a hit
and your team will be less motivated to complete tasks. In fact, 79%
of employees who quit their jobs claim that a lack of appreciation was
a major reason for leaving.
• Every employee is essential to your operations, so each role should be
given proper recognition. You may hold weekly all-company meetings
to clue in every single team member on business performance. You
may also announce employee-submitted shoutouts to ensure each of
the team members feels recognized and appreciated.
• 4. Autonomy
• Autonomy measures each employee’s level of freedom and ability to
schedule tasks. Employees like to be able to make decisions and have
flexibility in their roles. Most employees will have lowered motivation
if they feel they have no freedom or are being micromanaged. A
certain level of autonomy can lead to an improved employee
experience and, as a result, a boost in productivity.
• When an employee’s success depends on their own capabilities and
drive, they feel a greater sense of responsibility for their efforts. You
can give any role more autonomy by encouraging employee
independence and personal responsibility for projects and their day-
to-day activities. If you traditionally run a tight ship, it may seem
difficult to hand off responsibility, but it will make your team more
motivated and productive.
• 5. Job feedback
• This refers to the degree to which an employee receives direct
feedback on their performance. Your team needs feedback in order to
motivate employees long-term. Managers need to provide feedback
on performance throughout each employee’s tenure, and not just at
an annual or biannual performance review.
• Recurring one-on-one meetings between employees and their
managers will create a consistent avenue for communication,
including feedback on projects and performance.
• All in all, employee motivation comes from many areas. While
employees need to have some intrinsic — or internal — motivation to
complete the tasks assigned to them, they also need to be motivated
by their employers. By designing jobs that encompass all of the core
characteristics, you can help increase employee motivation, in turn
improving performance.
• Supporting a work environment that motivates employees is one of
the most important things within any business.
• Individual job profiles can be assessed for motivational potential
• If you don’t have motivated employees to put forth the effort
required to do well, it’s likely that your company will face some
challenges. Employees are with you to keep your business running
and moving forward, but if you don’t encourage employee
motivation, the business is likely to remain stagnant — or worse:
begin to decline. However, you can work to combat these issues by
designing a job that provides ongoing motivation.
• In the nutshell the theory
identified 5 core job
characteristics, which lead
to three psychological
states, which in turn lead
to 4 outcomes.
Job Characteristics • By combining all these core job characteristics, Job
Model Equation Characteristics Theory produces an equation showing the
potential for a given job to be motivating.
• In essence, what this equation is trying say is that the only way
for an employee to experience all three psychological states, is
for the job to score highly on each of the five core job
characteristics.
• One conclusion we can draw from this equation is that
feedback and autonomy matter more to motivation than any
one of skill variety, task identity, or task significance.
• The Job Characteristics Model is a tool which enables you to
understand how the attributes of a person’s job contributes to their
motivation to perform that job.
• You can use the tool to create a new roles that are both motivating
and rewarding, or to rectify an existing role when an employee isn’t
performing to the expected standard or their motivation is low.
• The goal is to create higher psychologically motivating states through
specific job adjustments that lend to higher levels of performance.
• Keeping workers in the loop and giving them a chance to shine are
just two of the ways you can keep your employees happy and
engaged otherwise Workplace alienation happens.
Workplace alienation
• Alienation occurs when a person withdraws or becomes isolated from their
environment or from other people.
• Alienation in the workplace happens when a worker can express
individuality
• Employees often feel alienated from production, themselves, and others at
work, and employers must take an active role in preventing those feelings
before employees perceive that they lack the person-job-fit required to
perform in the role.
• Feelings of alienation can happen without the employee or their manager
even realizing it
• Transparent communication, an open-door policy, and employee
recognition programs are some ways company leaders can prevent
alienation.
Seeman’s social-psychological areas
To providing “a better understanding” of the concept of alienation from
“a socio-psychological perspective”, Seeman suggests that the feeling of
alienation can manifest in several psychological areas;
1. Powerlessness:
2. Meaninglessness:
3. Normlessness (Anomie):
4. Social Isolation:
5. Self-Estrangement (Alienation from Self):
Seeman’s social-psychological areas of job
design
• 1.Powerlessness, in sum, could be viewed as a perceived inability to
avoid or control events, situations and circumstances as well as their
consequences. Because individuals experiencing lack of control hardly
have power and freedom to take and implement their personal free
decisions, they suffer resultant feelings of frustration and
dissatisfaction.
• 2.Meaninglessness: According to Seeman, the concept refers to the
individual’s inability to understand the events and social situations in
which he/she is engaged and to predict the outcomes of his/her own
and other people’s actions. They have little or no meaning.
• 3.Normlessness: “denotes the situation in which the social norms
regulating individual conduct have broken down or are no longer
effective as rules for behaviour”.
• 4.Social isolation: Seeman defines social isolation as “the individual’s
low expectancy for social inclusion and social acceptance, expressed
typically in feelings of loneliness or feelings of rejection or
repudiation”. This form of isolation is most prevalent among “minority
members” and “strangers” and it is “usually accompanied by
loneliness”
• self-estrangement: Employee self-estrangement is a dimension of
employee work alienation -a disconnection from ones job, situation
or oneself.
Shantz et al. (2012) managerial practices to
alienation
• To improve an individual connection with their work, and reduce
feeling of alienation in the workplace the following could be
considered;
1. Introduction of Voice Mechanism
2. Person-Job Fit
3. Meaningfulness of Work
Approaches to job design, enlargement and
enrichment
• Job design is the deliberate process of shaping a job to ensure it is
efficient, productive, and aligned with organizational objectives. It
considers how tasks are divided, who performs them, the sequence
of activities, and the overall work environment.
• Job design involves structuring and organizing the tasks,
responsibilities, and elements of a job to achieve specific goals and
outcomes.
• It involves carefully planning how work is performed within an
organization.
Job Redesign:
• Job redesign is a proactive effort to reconfigure and improve job roles
to make them more meaningful, engaging, and efficient. It aims to
enhance the quality of work while considering the skills, abilities, and
preferences of employees.
• Impact: When done effectively, job redesign can lead to increased job
satisfaction, motivation, and performance. It can also result in
reduced turnover, absenteeism, and errors, contributing to better
organizational outcomes.
approaches to job redesign
Job Enlargement:
• Explanation: Job enlargement, also known as horizontal job
expansion, involves adding more tasks and responsibilities to a job
without necessarily increasing its complexity or skill requirements. It
aims to reduce monotony and increase variety in a job.
• Impact: Job enlargement can alleviate boredom and increase
engagement, but its impact on job satisfaction may be limited if the
added tasks are routine or unfulfilling. It may improve efficiency but
may not significantly enhance the overall quality of work.
approaches to job redesign
Job Enrichment:
• Explanation: Job enrichment, also known as vertical job expansion,
focuses on enhancing the depth and meaningfulness of a job by
giving employees more control, autonomy, and decision-making
authority. It also provides opportunities for skill development and
achievement.
• Impact: Job enrichment is designed to make a job more fulfilling and
satisfying. It often leads to increased job satisfaction, motivation, and
a sense of accomplishment among employees. It can also contribute
to higher-quality work and improved performance.
 Job Enrichment

The new responsibilities included providing the

Few more task were added to her job profile like interacting employees’ provident fund details to the accounts
with the clients and making outbound calls to create new department, keeping contact with the provident fund
customers for the company. These added tasks reduced her office and initial scrutinizing of the candidates for the
monotony. interviews. These additional responsibilities hold
authority and accountability, making the employee more
efficient, confident and satisfied with the job.
Job analysis
• Job analysis is a crucial process in organizational behavior that involves
gathering and analyzing information about job roles within an organization.
• In a critical perspective, job analysis encompasses various dimensions to
provide a comprehensive understanding of job roles within an
organization.
• These dimensions not only impact individual job performance but also
have broader implications for organizational success, employee well-being,
and societal responsibilities. Properly conducted job analysis can help
organizations align their workforce and job roles with their strategic goals
and values.
• Lets explore the following dimensions of job analysis which are considered
for delivering a job design that meets the needs of organization;
Job analysis: external and internal dimensions
to consider
see page 137
✓Business purpose
✓People capacity
✓Quality
✓Speed
✓Health and safety
✓Productivity
✓Sustainability
✓Quality of working life
Talent management
• Talent management refers to the strategic comprehensive approach
to optimizing an organization's human capital. It involves various
strategies and practices to identify, attract, develop, and retain
talented individuals who can contribute to the organization's long-
term success and competitiveness.
• It involves a series of integrated human resource activities aimed at
optimizing the talent within an organization.
Talent management
• Employee satisfaction can lead to lower turnover, higher productivity,
satisfied customers, lower absenteeism and higher revenues. All in all,
talent management needs to focus on keeping the staff satisfied and
motivated so that they perform their very best and the organization
will grow fast.
• The primary purpose of talent management is to create a motivated
workforce who will stay with your company in the long run.
• Effective talent management is critical in today's competitive business
environment, where human capital is often considered the most
asset.
Talent management
Talent management entails
• Identification
• Attraction
• Development
• Retention
• Succession Planning
• Performance Management
• Career Development
• Employee Engagement
• Diversity and Inclusion
• Continuous Improvement
The Expanded Boundaryless Talent
Management Model
• The Expanded Boundaryless Talent Management Model promotes a
more inclusive and flexible approach to talent management.
• It recognizes that talent can be found both inside and outside an
organization, and it encourages organizations to adapt to these
changes to remain competitive and agile.
• Foster's model acknowledges the shifting nature of talent
management and emphasizes the importance of embracing a
boundaryless approach to access a diverse and global talent pool,
foster collaboration, and promote continuous learning and flexibility
in the workforce.
The expanded Boundaryless Talent
Management
• The model argues that managers should recognize that the talent
available to the organization extends outside of the organization’s
boundary to include individuals who are not employed by the
organization.
• Foster argues that the organization should divide employees into
categories of shared talent profiles and customize job roles based on
the talent that is available to the organization outside of the normal
perception of organizational boundaries.
• See figure 2.21 pg 135
Flexible working environment
• Job satisfaction can also be achieved through flexible working
arrangements.
• Flexible schedules not only provide employees with job satisfaction,
better health, increased work-life balance, and less stress, but they
also benefit employers through higher productivity levels, decreased
turnover, and reduced absenteeism.
• Flexible working arrangements have become increasingly important in
organizational behavior as they allow employees to balance work with
personal and other life commitments.
• Flexible working arrangement can be formal or informal;
Types/ forms of flexible working
arrangements
• Part-time working
• Term-time working
• Job-sharing
• Flextime
• Compressed hours
• Annual hours
• Working from home on a regular basis
• Mobile working/teleworking
• Career breaks
• Commissioned outcomes
• Zero hours contracts