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A relatively trend in these studies and literature works however is that not much has been studied into finding factors that bring about job satisfaction, but the gutters have been jumped into discussing the impact of job satisfaction on growth and development. In this essay therefore, the existing gap is closed by critically outlining key factors that must be put in place within various types of organisations to ensure that there is job satisfaction (Yi and Gong, 2008). This is done from the perspective of four individuals, whose stories are used as a case study. Job Design and Job Satisfaction Job satisfaction is a very qualitative and subjective labour principle, as different people seek different opportunities and factors within their work structure to make them satisfied (Yoo, 2002). But as varying and different as job satisfaction may be to different people, one fact remains that job satisfaction comes from within the job that one does and this is where characteristics of the job comes to play. Depending on the characteristics of a given job, employees may be more comfortable working in the premise of that job. Yoo (2002) identified two of these characteristics as autonomy and variety, all of which are exhibited in the stories of the successful people presented. Yoo (2002) was however quick to add that there is always the need to ensure that the job characteristics that prevails is defined by the job design in place for workers. These job designs include are nature of job, employee engagement, and business success. Wofford and Liska (2003) has explained that one crucial characteristic of job is variety. By this, meaning is given to the need for the workplace to present the employee with non-static but differential task scope that ensures that employees always have something new to explore at the workplace. This means that the variety of job that a person does go a long way to determine and influence the level of job satisfaction that will be recorded. Clearly, each of these people works in top enviable organizations that have many different departments and units that offer variety and challenge to exploring new opportunities for every up and coming young executive. As stated by Clark, there are numerous people looking for the kind of job that he does. The same can be said for Kurtz and Bishop, whose jobs take them to various places of the world and makes them enjoy the luxury of travelling from one airplane to the other. Clearly, when the characteristic of the job of a person puts him or her in such a position where there is internal satisfaction as to the variety of work that is done, such person is likely to gain job satisfaction. What is more, there are very high levels of autonomy for each of these workers. The question of ‘when and how tasks are done’ have been said to be very instrumental in job design (Ramsey and Sohi, 1997). Generally, autonomy comes to play when employees are given sufficient room to operate and manipulate the movement and direction of their jobs (Netemeyer et al, 2007). Once this is done job satisfaction can be said to be guaranteed because it makes employees feel useful of themselves and evidentially become intrinsically motivated. Meanwhile, for all four individual read about, even though they are not the owners of the business they work for, they have very high levels of autonomy and are instrumental in the way and manner the businesses should move. A typical example of this is Clark who has the pleasure of promoting MTV all across the globe. Finally, as recommended by Yoo (2002), there is evidence from the story that the characteristics of job in place have been directly linked with job design. It would be noted that job
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Those people who possess high degree of job satisfaction seem not only to be at ease with their work but happy too. On the other hand, people who are dissatisfied with respect to their job not just find their work uncomfortable but associate negative feelings with it as well (Robbins, 2009).
This increasingly common expectation by all companies and organizations has resulted in there being several concerted efforts over the years by various researchers to try and establish the possible link between employees, behavior and job satisfaction and the impact of this job satisfaction on the overall production of the company (Murray, Poole and Jones, 2006).
FACTORS OF JOB SATISFACTION Introduction The fact that everyone has to work to earn a respectable living is quite evident, however, there is not an accurate gauge to measure the level of satisfaction a job is providing individual. Some people are happy doing a routine nine to five job where they are completing their day’s work and leaving with a sense of contentment.
The author of the paper studies the definition of satisfaction. Namely, some terms connected to the study are given. Locke, for instance, defined job satisfaction as "a pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences". While Spector looks at it as a psychological variable that is related to the feeling of an employee about one's job.
These change with the changes in necessities and this involves the adoption of the advances in the technology. Any education system that is instrumental in developing the industrial efficiency should not sacrifice the youth for the development of perfection in a particular aspect.
The attitude of people is highly linked with organizational success or failure. An organization with happy employees is more likely to be successful than another organization whose employees unhappy (Hellriegel & Slocum, 2004:53).
To answer the question on what factors influence job satisfaction amongst employees, the researcher used the survey method to gather data.
Job satisfaction is an important factor in different industries especially in high-risk environments because high levels of productivity characterized by work efficiency is a prerequisite for the work environment. Due to the peculiar working environment of the petroleum industry, human resource management becomes an important corporate strategy.
There are two forms of work performance, states Biswas (2011). They are in-role and extra-role performances. The former refers to an employee’s action to fulfill the requirements of his/ her job description, while extra-role performances relate to those which are outside formal role requirements, and undertaken at the employee’s discretion.