Human Resources- Understanding Job Satisfaction, Commitment, & Employee Retention - Term Paper Example

All these three aspects are interrelated to each other. If job satisfaction is positive then it leads to strong organizational commitment and this may result in high level of employee retention. If there is negative job satisfaction, the employees will reduce their commitment towards work and organization which ultimately results in high level of turnover rate. In this paper, details of job satisfaction, organizational commitment along with employee retention have been discussed succinctly. The paper also covers the relationship between the three factors in a precise way.

Finally, the paper is enclosed with a few concluding lines about the entire topic. 2.0 Job Satisfaction Job satisfaction is the result of emotional reaction related to the specific job situation. The satisfaction is dependent on the level of outcome of the job that means whether the employees can meet the result or exceed their expectations. Job satisfaction turns to be negative when the rewards are less and this may result in negative attitude towards the job (Tella & Et. Al., 2007). Job satisfaction is the affective response of an employee; therefore it can be a source or may be related to high productivity.

It is a fact that “the satisfied worker is the productive worker”. Thus, satisfaction level of the worker is extensively related to the performance and quality of work. However, various studies have shown that satisfaction or dissatisfaction has no relation to the productivity of work. Satisfied workers may or may not be high producers and those employees who are high producers may not be interested in their jobs. Job satisfaction and dissatisfaction may not result in explicit behavior such as positive or negative influence in productivity, grievance, absenteeism, turnover and others.

It may depend upon the personal characteristics of an employee that may be his or her personality and prospects for self expression lying on the job (Smith, n.d.). 3.0 Commitment Organizational commitment has been defined in various ways by Beckeri, Randal and Riegel (1995). It is considered as a strong aspiration of the employees to be a member of a particular organization. It is also defined as high level efforts that can be applied by employees for the organization and the employees’ acceptability related to the values as well as goals of the organization.

Organizational commitment is associated with several factors such as personal factors, for example, age, professional periods in the organization, external or internal ascription. The other factors are organizational factors and these encompass job design, leadership style; and other non-organizational factors consist of availability of substitutes (Tella & Et. Al., 2007). According to Mowday, Porter and Steer (1982), organizational commitment is considered as an attachment and loyalty. There are three components related to organizational commitment which involve identification related to the goals as well as standards of the organization, desire to be associated with the organization and finally, an eagerness to show efforts for the organization (Mowday & Et. Al., 1982).

Organizational commitment can also be termed as the power of the recognition of an individual and his attachment within the