Job Satisfaction. Job Satisfaction. Financial rewards, benefits, flexible work hours and stress among lest cited reasons

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1 Jb Satisfactin Zapps - Las Vegas-based e-cmmerce site specializing in shes, apparel and electrnics - CEO hsts pajama parties and excessively blgs abut varius subjects - During caching sessins emplyees can cmmunicate and she their ideas - Emplyees get free lunches, access t a nap rm and caretaker service - Health insurance is cvered, jb bnuses and there exists interactin between managers utside f the wrkplace - Call centre duties are integrated within the rganizatin; emplyees delight the custmer s; g ut f their way (rder flwers r send persnal ntes) t encurage psitive interactin Jb Satisfactin - Pleasurable emtinal state resulting frm appraisal f ne s jb/jb experiences; represents hw a persn feels and thinks abut his/her jb - Satisfied emplyees may perfrm jbs better and remain in the cmpany lnger - Canadians identified crprate culture, pprtunity t use skills and learn, as well as ability t learn t be drivers f jb satisfactin Financial rewards, benefits, flexible wrk hurs and stress amng lest cited reasns Why Are Sme Emplyees Mre Satisfied Than Others? - Values: things that peple cnsciusly/uncnsciusly want t seek/attain - Emplyees satisfied when jb prvides things they value; gd pay, prmtin, gd bss/c-wrkers, the wrk and freedm t wrk, status, envirnment (safety and cmfrt), altruism (helping thers/mral causes) and sense f achievement Value Fulfillment - Value-percept thery: argues that jb satisfactin depends n whether the emplyee perceives that his/her jb supplies thse things that he/she values - V want: hw much value and emplyee wants - V have: hw much value the jb supplies - Dissatisfactin = (V want V have) x (V imprtance) - V imprtance: hw imprtant the value Is t the emplyee - Differences between wants and haves get magnified fr imprtant values and minimized fr trivial nes Thery suggest that peple value jb satisfactin accrding t specific facets f the jb

2 Jb: cllectin f tasks, relatinship and rewards Pay Satisfactin - Refers t emplyee s feelings abut the cmpensatin fr the jbs; whether it is as much as they deserve, secure and adequate fr bth nrmal and luxury expenses - Cmpares the pay that the emplyees want vs. what they receive - Emplyees examine pay based n jb duties and pay given t cmparable clleagues Prmtin Satisfactin - Emplyees feelings abut hw the cmpany handles prmtin plicies and their executin; whether the prmtins are fair, frequent and based n ability - Prmtins bring mre respnsibility and wrk hurs; but prvide pprtunities fr persnal grwth, better wage and mre prestige Supervisin Satisfactin - Emplyees feelings abut their bss, including his/her cmpetency, cmmunicatin and persnality - Emplyees want bsses t be likeable, prvide rewards fr gd perfrmance, help emplyees btain necessary resurces and prtect emplyees frm unnecessary distractins C-wrker Satisfactin - Refers t emplyees feelings abut their c-wrkers, including their abilities and persnalities ; whether they are smart, respnsible, helpful, fun, and interesting - Essential t knw whether the c-wrkers can help an emplyee d their jb and whether they are fun t be arund Satisfactin with the Wrk Itself - Reflects emplyees feelings abut their actual wrk tasks; whether tasks are challenging, interesting, respected and make use f skills - Satisfactin with wrk itself is single strngest driver f verall jb satisfactin (based n recent studies) - We may want higher pay and prmtins, but we d nt spend hurs thinking abut them - We spend a lt f time cmmunicating with thers and even mre time perfrming duties Organizatinal Behaviur Internatinally

3 - Peple in USA, Britain and Japan are n happier tday than 50 years ag despite significant increase in average incmes - Natins that are generally wealthier have higher levels f satisfactin - These differences influence hw receptive a natin is t a cmpany s prducts - These differences may affect plicies and practices an rganizatin needs t use when emplying individuals in that natin Satisfactin with the Wrk Itself - Scientific management fcuses n increasing the efficiency f jb tasks by making them mre simplified and specialized and using time/mtin studies t plan task mvements - This increases prductivity and reduces breadth f skills required t cmplete a specific jb - Bring/repetitive jbs may be easier but nt better Meaningfulness f Wrk - Psychlgical state indicating the degree t which wrk tasks are viewed as smething that cunts in the emplyee s system f philsphies and beliefs - Trivial tasks tend t be less satisfying than tasks that make emplyees feel like they are aiding the cmpany/sciety Respnsibility fr Outcmes - Psychlgical state indicating the degree t which emplyees feel they are key drivers f the quality f wrk utput - Smetimes emplyees feel that wrk utcmes are dictated by effective prcedures, efficient technlgies r mre influential clleagues Knwledge f Results - Psychlgical state indicating extent t which emplyees are aware f hw well/prly they are ding Jb Characteristics Thery - Argues that five cre characteristics (variety, identity, significance, autnmy and feedback) cmbine t result in high levels f satisfactin with the wrk itself Variety - Degree t which the jb requires a number f different activities that invlve a number f different skills and talents - With high variety, every wrkday is different; essential fr jbs t incrprate different skills/talents Identity

4 - Degree t which the jb requires cmpleting a whle, identifiable, piece f wrk frm the beginning t end with a visible utcme - Transfrmatin frm inputs t visible prduct very visible and emplyee feel distinct sense f beginning and clsure Significance - Degree t which the jb has a substantial impact n the lives f ther peple - It is a belief that the jb really matters; helps emplyees recgnize that thers value what they d and see the psitive impact f their jbs n the wrld Autnmy - Degree t which the jb prvides freedm, independence and discretin t the individual perfrming the wrk - Emplyees view the utcmes f yur jbs as the prduct f yur effrts rather than the result f careful instructin frm yur bss r well-written manual f prcedures - Gives freedm t cntrl timing, scheduling, and sequencing f wrk activities + prcedure/methds used t cmplete tasks Feedback - Degree t which carrying ut the activities required by the jb prvides the wrker with clear infrmatin abut hw well he/she is perfrming - Reflects feedback btained directly frm the jb - Knwledge and skill: degree t which emplyees have the aptitude and cmpetence needed t succeed n their jb - Grwth need strength: degree t which emplyees desire t develp themselves further - These variables are called mderatrs; influence the strength f the relatinships between variables - Cre jb characteristics and satisfactin becmes strnger when grwth need strength increases - Jb enrichment: when jb duties and respnsibilities are expanded t prvide increased levels f cre jb characteristics Md and Emtins - Jb satisfactin reflects what yu think and feel abut yur jb - Things happen during the curse f the day t make emplyee feel better r wrse ff - Pay, supervisrs, c-wrkers and generally wrk des nt change nnetheless

5 - Mds: states f feeling that are mild in intensity, last fr an extended perid f time and are nt explicitly directed at r caused by anything Can be categrized in terms f pleasantness and engagement Mst intense psitive md characterized by persn feeling enthusiastic, excited and elated Mst intense negative md characterized by feeling hstile, nervus and annyed Affective events thery: wrkplace events generating affective reactins that can g n t influence wrk attitudes and behaviurs - Emtins: states f feeling that are ften intense, last fr shrt duratin, and are clearly directed at smene r sme circumstance Psitive emtins (jy, pride, relied, hpe, lve and cmpassin) may trigger spntaneus behaviurs (citizenship) Negative emtins: feelings f fear, guilt, shame, sadness, envy and disgust Emtinal labur: management f their emtins that emplyees must d t cmplete their jb duties successfully Flight attendants are trained t put n a happy face in frnt f passengers Emtinal cntagin: idea that emtins can be transferred frm ne persn t anther Organizatinal Behaviur fr Students - University satisfactin: d students feel gd abut their university chice and experience and wuld they wuld recmmend this university t thers? - Husing Satisfactin: d students feel gd abut where they live and the surrunding neighburhd? - Leisure satisfactin: d students feel gd abut their scial life, leisure activities and friendships? - The mre satisfied the students, the better they perfrmed; having an excessive amunt f fun hinders perfrmance Hw Imprtant is Jb Satisfactin? - Jb satisfactin is mderately crrelated with task perfrmance and strngly with rganizatinal cmmitment; psitive feelings fster creativity, imprve prblem slving and decisin making - Psitive feelings can channel peple s attentin t task accmplishment; emplyee fcuses mre n wrk - Psitive emplyees g the extra mile t help c-wrkers and the rganizatin; increases the desire t interact with thers - Satisfactin des nt create cst-based need t remain with the rganizatin; uncrrelated with cntinuance cmmitment Life Satisfactin

6 - Degree t which emplyees feel a sense f happiness with their lives in general - Peple feel better abut their lives when they feel better abut their jbs Applicatin: Tracking Satisfactin - Fcus grups, interviews and attitude surveys assess jb satisfactin; attitude surveys prve t be mst accurate and effective - Jb Descriptive Index: facet measure f jb satisfactin that assesses an individual s satisfactin with pay, prmtin pprtunities, supervisin, c-wrkers and wrk itself - Cmpanies ensure that nt t much persnal infrmatin is cllected s that emplyee identity is revealed, all emplyees are surveyed and that survey be administered by HR r external cnsulting agency JDI allws fr within-rganizatin cmparisns; see which department has higher satisfactin Gives ability t cmpare rganizatin s scres with natinal nrms