The High Job Satisfaction - Essay Example

?‘If you want employees to perform at soaring levels, you must create high job satisfaction’. Discuss The average person in the UK works 41.4 hours per week (European Foundation for the Improvement of Living and Working Conditions, 2008). Jobs therefore constitute a major part of people’s lives. According to Riggio (1990), they can be both satisfying with positive feelings of accomplishment and purpose, but can also place heavy demands on workers that can lead to negative states of pressure and strain. Riggio (1990) claims that managers are primarily concerned with employee’s job performance, productivity, work quality, absenteeism and company turnover. This is what creates financial profits for business. However, from the employee’s point of view, job satisfaction is likely to be the primary variable people look for in their job. Riggio states that ‘job satisfaction consists of the feelings and attitudes concerning one’s job’ (1990: 186). Judge et al (2001) acknowledge that there is a high correlation between job satisfaction and job performance, and Landy (1989) goes as far to describe this relationship as the ‘Holy Grail’ of industrial psychologists. However, Drenth et al claim that ‘there is no support for the widely held view that satisfied employees achieve higher and increased effective levels of performance’ (1998: 284). It is therefore the purpose of this assignment to discuss if a happy workforce is a productive workforce. In order to determine how increased job satisfaction could lead to increased productivity, I believe that it is important to discuss the factors that make people want to work in the first place in order to gain a holistic perspective on the issue. This is the same approach Vroom (1995) took in her analysis on the motivational bases of work. Vroom highlights five motivational factors that encourage people to work. Firstly, she acknowledges ‘work roles provide wages to the occupant in return for their services’ (1995: 35). Secondly, working keeps people busy and active, and stops people becoming idle. Thirdly, jobs can provide employees with continually engaging environments in which to work. Fourthly, there are many social satisfactions derived from work, and social psychologists have emphasised the fact that work is a social activity, requiring interaction with other people. Finally, Vroom (1995) highlights that sociologists have emphasised the importance a person’s occupation has on their social status, and the respect it can generate. There therefore appears to be two types of conditions that affect the likelihood that people will work; economic incentives and motivational factors. Herzberg et al’s (1959) Two Factor Theory receives a lot of interest from many managers in work organisations, who wish to discover how employee satisfaction can improve job productivity. In their study, respondents of mid-level administration staff were asked to examine the points of their career at which they’d experienced the most positive and negative feelings. They were asked to indicate the causes of this and the effects that arose. The most positive feelings that led to higher employee satisfaction were ranked, and are as follows; Achievement and recognition from senior management for successful completion of tasks The work itself, i.e. how much of a challenge it was, responsibility concerns such as working without a supervisor, being promoted and being put in charge of other workers Salary and a rise in wages Other factors with lower frequency including status, the policy and management of the company The factors leading to dissatisfaction related to the working environment and were labelled as ‘hygiene factors’, such as working conditions. Factors relating to job satisfaction were labelled ‘motivating factors’, and included intrinsic factors such as the possibility of promotion or increased responsibility within an employee’s job (Hollway, 2000). Herzberg et al (1959) concluded that ‘feelings of self actualisation and growth are the key to the creation of satisfaction’ and ‘the only way to motivate the employee is to give him challenging work in which he can assume responsibility’ (1968: 53). Raising job satisfaction therefore appears to be interlinked with employee performance. It is now the purpose of this essay to discuss how employers can raise employee satisfaction. One way to maintain or increase job satisfaction is to increase worker’s wages and reward them with financial incentives and bonuses. Cotton and Tuttle (1986) found evidence that employees who are compensated well are less likely to search for jobs elsewhere. This can benefit both the employer, e.g. increased employee job performance, and the employee, e.g. increased job satisfaction due to higher wages. Tosi and Tosi (1987) also indicate that employees whose salary is paid by ‘knowledge-based pay’ are more satisfied in organisations compared to workers that use conventional pay plans. This is because workers are paid based on their knowledge and skills rather than on their positions, making them feel more valued within their company, and as a result increases their job satisfaction and performance levels. The Porter and Lawler Model (1968) also suggested that job performance can lead to job satisfaction, by way of increased rewards, such as ‘merit pay’. Merit pay works like a compensation system in which employees receive a base rate and additional pay based on performance. It is hoped such a ‘pay system’ would boost employee’s morale and provide them with added incentives to work, which could increase employee productivity. However, Riggio (1990: 199) states ‘such systems don’t work in practice because its hard for employers to distinguish who the hard workers are, which leads to unfairness in the distribution of merit pay and subsequent employee dissatisfaction’. Secondly, the emphasis on individual performance may hurt organisations overall performance and disrupt group harmony. Finally, merit pay systems often don’t offer enough ‘additional pay’ to increase employee productivity. Riggio (1990) also highlights benefit programs as one of the most common ways employers can increase employee job satisfaction and organisational commitment. He highlights that ‘benefit programmes can include pension schemes, private heath options and profit sharing ventures’ (1990: 200). However, Riggio notes that whilst these programmes may benefit job satisfaction, there is less evidence that they lead to changes in work productivity, work quality, absenteeism and organisational turnover. There is also the issue of novelty, i.e. in the short term benefit programs may galvanise the workforce, but in the long term such measures may get taken for granted, leading to little increase in employee job satisfaction and work productivity. Changes in job structure have also been implemented in a number of organisations in order to improve employee satisfaction. Firstly, job rotation allows workers with the necessary skills to move from one job to another. This not only trains workers in a variety of tasks, which results in a more skilled workforce, but it also reduces employee boredom of doing the same mundane tasks each day. This is hoped to stimulate employees and increase their job satisfaction levels according to Scott, ‘for most workers, the greater the complexity of their work, the greater the satisfaction’ (1970: 100). However it must also be noted that not all workers like variation in tasks, and maybe content as they are. Scott (1970) also highlights how worker alienation, especially on the production line can lead to a fall in productivity. This is because sensory deprivation can take hold, in which workers feel an increasing sense of isolation due to little time for conversation on the production line. Scott reports on several cases in which the employee loses interest for his work due to the same mundane tasks they repeatedly do, without ever seeing the final product, ‘they look like zombies when they come out’. Absence due to sickness and absenteeism are also significantly higher. Scott therefore concludes ‘there comes a point beyond which increasing specialisation fails to pay’ (1970: 102). A study by Walker and Guest (1952) supports Scott’s arguments, in which workers reported an increase in job satisfaction in a car factory when the number of operations they could perform increased. Scott (1970) also brings the issue of social class into the job satisfaction debate. He states ‘the middle class ideology views that work should be a source of satisfaction in life, which is not a view shared with the working classes’. (1970:100). This suggests that job satisfaction has social class routes, in which workers from wealthier backgrounds, with higher levels of education have the ability to ‘pick and choose’ their work based on what they enjoy doing. Working class people on the other hand might not have this luxury because of financial worries, and therefore work in jobs with more pay, but less satisfaction in order to provide for their families. Employees can also get a greater sense of accomplishment and improve their skills through assuming greater responsibility in their given job sector. Riggio (1990) believes that this could boost their self esteem and position within a company, as they perform increased numbers of duties. Riggio (1990) also claims that ‘job enrichment’ can also be used to increase job satisfaction. For example, through raising the level of responsibility associated with a particular job, workers can get a greater voice in the planning, execution and evaluation of their own activities, e.g. ordering office supplies. Riggio states ‘the independence and increased responsibility can go a long way toward increasing motivation and job satisfaction for many workers’ (1990:198). Simple communication between employers and employees could also raise employee satisfaction. Scott (1970) notes that good communication is at the heart of successful businesses, especially in smaller businesses in which essential communication is necessary to avoid unsustainable business models, and falls in profit. This could increase employee’s sense of belonging, and alienation would be less of a problem. Van Scotrer (2000: 82) also states that ‘organizations also need to ensure that effective performers are rewarded and encouraged to stay’. Employee satisfaction can therefore be raised if employers acknowledge their work. Scheain (1980) highlights how job longevity is a significant factor in determining employee’s job satisfaction rates. Katz’s (1978) study between job satisfaction and longevity highlighted that variety in day to day tasks was negatively correlated with job satisfaction between employees who had been working for less than 6 months. However, contextual factors such as pay, benefits, co-workers and compatibility with supervisors became more important the longer employees had been employed. Work overload, deadlines, high levels of responsibility, difficulties in relations with co-workers and supervisors and dangerous working conditions can all lead to stress in the work place according to Riggio (1990). This can affect worker’s behaviour and their physical and mental health, e.g. depression. Stress can therefore have an effect on important work outcomes. According to Riggio ‘stress is believed to cause decreased work performance and increased absenteeism and turnover’ (1990: 208). Employees who suffer from stress may also become victims of ‘burnout’ in which they become less committed to their jobs and begin to withdraw from work, which not only decreases organisational productivity, but it can also lead to confrontations between employees and managers. There is therefore a need to relieve stressed employees in order to improve job satisfaction and increase their job performance. Employers should try to maximise the potential of each employee’s skills with the right job through careful screening, selection and placement of employers according to Riggio (1990). Employers could also improve employee training and orientation programs to ease new employees into their job. Increasing employee’s sense of control though giving them more responsibility and independence can also alleviate stress and increase overall productivity. Effective communication between management and employees is also needed to unite organisations and relieve stress. In conclusion, there are many reasons for job dissatisfaction that organisations must address to maximise their profits. Employers need to engage and communicate with their employees more effectively and work with them, rather than above them. Increases in pay, bonuses and other financial rewards could go someway to increase employee satisfaction in the short term. However, I believe long term solutions to employee’s job satisfaction lie within more through intrinsic factors, as cited by Herzberg (1959), such as job alteration, diversification and increased responsibility for workers. Through implementing these measures, I believe employee job satisfaction can be increased, leading to an increased productive workforce. References Cotton, J.L and Tuttle, J.M (1986) Employer Turnover: A Meta-Analysis and Review with Implications for Research. Cited in Riggio, R.E (1990) Introduction To Industrial/ Organizational Psychology. Scott Foresman and Company, USA. Drenth, P.J.D, Thierry, H and Wolff, C.J (1998) Organizational Psychology. 2nd Edition. Towbridge, UK, Redwood Books. European Foundation for the Improvement of Living and Working Conditions (2008). Available at http://news.bbc.co.uk/1/hi/7598467.stm Herzberg, F, Mausner, B and Snyderman, B.B (1959) The Motivation to Work. Cited in Riggio, R.E (1990) Introduction To Industrial/ Organizational Psychology. Scott Foresman and Company, USA. Herzberg, F (1968) One More Time: How do you Motivate Employees? Havard Business Review (46) 1, pp 53-62. Hollway, W (2000) Work Psychology and Organizational Behaviour: Managing the Individual at Work. London. Sage Publications. Judge, T.A, Thoresen, C.J, Bono, J.E and Patton, G.K (2001). The Job Satisfaction-job Performance Relationship: A Qualitative and Quantitative Review. Psychological Bulletin, (127) 3, pp376-407. Katz, R (1978) Job Longevity as a Situational Factor in Job Satisfaction. Cited in Schein, E.H (1980) Organizational Psychology. 3rd Edition. Englewood Cliffs. Prentice Hall Inc. Landy, F.J (1989) Psychology of Work Behavior cited in Judge, T.A, Thoresen, C.J, Bono, J.E and Patton, G.K (2001). The Job Satisfaction-job Performance Relationship: A Qualitative and Quantitative Review. Psychological Bulletin, pages 376-407, (127) 3. Porter, L.W and Lawler, E.E (1968) Managerial Attitudes and Performance. Homewood, IL. Richard D. Irwin Press. Riggio, R.E (1990) Introduction To Industrial/ Organizational Psychology. Scott Foresman and Company, USA. Scott, D (1970) The Psychology of Work. London. Gerald Duckworth and Company Limited. Schein, E.H (1980) Organizational Psychology. 3rd Edition. Englewood Cliffs. Prentice Hall Inc. Tosi, H and Tosi, L (1987) What Managers Need to Know About Knowledge Based Pay. Cited in Riggio, R.E (1990) Introduction To Industrial/ Organizational Psychology. Scott Foresman and Company, USA. Van Scotter, P.E (2000) Relationships of Task Performance and Contextual Performance with Turnover, Job Satisfaction and Affective Commitment. Human Resource Management Review (1) 10, pp 79-95. Vroom, V.H (1995) Work and Motivation. San Francisco. Jossey-Bass Publishers Walker, C.R and Guest, R.H (1952) The Man on the Assembly Line. Cited in Scott, D (1970) The Psychology of Work. London. Gerald Duckworth and Company Limited. Read More