How Training Leads to Job Satisfaction - Literature review Example

Running head: TRAINING LEADS TO JOB SATISFACTION Training leads to job satisfaction Name Institution Date: Introduction In the current competitive market of the world, companies are looking for ways of improving job satisfaction in their employees. Perceptions that employees hold towards the benefits they get from their places of work really affect their entire performance. Job satisfaction brings about a sense of inner fulfilment and pride realized when performing a particular job (Saari and Timothy 2005). It is a worker’s sense of accomplishment and triumphant and is generally alleged to be linked to productivity and wellbeing. This means that employees have a propensity of evaluating their jobs applying both the feelings and thinking as they assess other things that seem important in their lives. In particular it is worth noting that employee’s job satisfaction is directly linked to the employee’s personal perception regarding the scope upon which the job is satisfying to the person excluding the many organizational circumstances or conditions. Locke’s theory affirms that job satisfaction depends on the discrepancies that exist between the wants of the employee in a job and what the employee has in a job (Ayoub, 2010). There exists a widespread scepticism on the possibility that employees’ job satisfaction may have significant causal effects particularly on job performance. Some people argue that proper training directed to the employees will lead to job satisfaction. However, others argue that when salary as well as other factors contributes to job satisfaction. Though this idea contains a popular and intuitive appeal, there is no enough theoretical or empirical basis for comprehending the fact. The first part of this paper addresses training as the key factor that leads to job satisfaction. The paper will then look at some of the reasons why training does not lead to job satisfaction. A common ground will then be established between training as well as other factors viewed under a different perspective and their contribution towards job satisfaction. The objective of the essay is to give different opinions concerning job satisfaction. The literature reviewed for this paper outlines certain key arguments in support of the preposition that training leads to job satisfaction. The first argument is based on the drive reduction theory. Gorman (2005) argues that training employees so as to equip them with the necessary skills increases job satisfaction and as a result the strength of the drive decreases. For example, a newly employed worker in the account section may have insufficient skills to execute the required duties as per the company. Training is therefore required to increase the level of competence. In this case employers regard their employees as individuals who lack skills while the employees eventually become frustrated and de-motivated in their jobs. Training should be a priority for any company because proper training can help enhance working conditions and provide indispensable soft as well as hard skills needed for current and future jobs. The use of good quality and consistent training staff would make the situation better. Employees perform better if provided with new opportunities to encounter with different units in the training process (Robbins & Judge, 2009). More enhanced job orientations which facilitate the training process help employees especially the new workers who are often not prepared for the full realities of the job. Training has been realized to improve job satisfaction hence increasing the intention of the employees to stay in their jobs. The second argument is based on Maslow’s theory of hierarchy of needs which explains that unsatisfied needs in a person will influence behaviour. Lucas (2007) argues that training has a strong effect on small firms in terms of growth when it is done on a regular basis. It also stimulates innovation in the work place and enables employees to acquire ample satisfaction. For instance, if one is not effectively trained for a job, it means that such a person may fail to reach the stage of satisfaction and accomplishment. In this case such a person may never reach the self actualization stage and hence may fail to develop a sense of individuality. Such an employee often lacks confidence, effectiveness and efficiency in job and therefore cannot perform to produce better results. Training which one of the non-material incentives is derived from social relationships and can only be affected slightly and if done properly it leads to higher job satisfaction (Robbins & Judge, 2009). Contrary to the above, there are a number of arguments which claim that training does not lead to job satisfaction. Adams’ Equity Theory mainly focuses on motivating workers by relating efforts with outcomes. According to Saari and Timothy (2005), finding a fair balance between hard work or tolerance with salary contributes to the achievement of a productive and strong relationship between the employer and the employee. As a result some level of satisfaction is acquired by the employees and overall outcome is that the employees become motivated and contented. The theory acknowledges that variable factors influence the perception of an employee’s relationship with the employer and work along with assessment of the employees. Robbins and Judge, (2009) note that the belief that emanates from the theory is that an employee will be de-motivated relating to both work and employer if he holds the feeling that somehow the inputs he applies on the job are greater that what he receives in return. In this case the employee’s job satisfaction definitely decreases if the hard work, tolerance, level of skill and enthusiasm does not compare to the monetary benefits received at the end (Anderson, 2005). The employee will be de-motivated and this eventually leads to a feeling of disgruntled, reduced effort and to a greater extent disruption. To increase employee satisfaction, an employer should focus on correcting the imbalance that may be existing between the employees’ inputs and monetary benefit. The second point opposing the statement is based on Maslow’s Hierarchy theory. Montana and Charnov (2008) argue that people work to be able to satisfy their needs regardless of whether they have received training or not. They will have a higher level of satisfaction once their needs are fulfilled. According to Maslow, the satisfaction of needs must follow a specific order and the most important is food. This implies that if an employee is not granted what he has worked for, he may fail to meet his basic needs and consequently other needs such as safety, self esteem and self actualization may never be met. Job satisfaction will not have been attained. For example, an employee who has worked all day needs pecuniary benefit at the end of that day and if it happens that he is not given the money, he develops a feeling of dissatisfaction. Training is not therefore necessary in this case. There exists a considerable amount of literature that discusses training as a major prerequisite for the attainment of job satisfaction. Two-Factor theory clearly provides two dimensions that explain employee’s job satisfaction. The dimensions include both the ‘hygiene dimension’ and motivation dimension. Satisfaction in work arises from certain factors such as training and pecuniary benefits. However, absence of those factors does not necessary result to dissatisfaction. Training is considered as the main requirement for job satisfaction. Pecuniary benefits follow suit. According to Rechbauer and Sams (2006), true motivation in the work places emanates from assisting employees achieve the motivation needs such as development and achievement. To some people, pay is a ranked as a fifth factor behind reasons why they leave a job to search for another one. Some of the reasons may be lack of opportunities for advancement and lack of stimulus jobs among others. An employee may be dissatisfied by a job, not because he lacks efficient training for the job or since the salary is not that good but simply because he has different expectations of achieving something special in life (Rechbauer & Sams, 2006). The fundamental principle leading to job satisfaction involves bringing on board all the necessary factors. Training plays a greater role. However, other factors also need to be given utmost attention. The conditions should be conducive and encouraging to enable workers attain the desired goals and objectives. Money is definitely important for a decent civilized existence but to most employees it is not a sustainable motivator in itself. The principle that leads to job satisfaction is treating the employees well, paying them well and using them well. This means that the employer needs to recognize the employee as a person and not as a number by understanding the personal values. Job satisfaction increases if an employee is paid objectively and not subjectively. This means that paying according to the set scale and on time leads to job satisfaction. In addition if an employer is allowed to work on things he enjoy, allowed to make mistakes and kept busy with real work, then the satisfaction may increase (Rechbauer and Sams, 2006). Conclusion It can therefore be concluded Job satisfaction is strongly linked to individual’s values, subjectivity and preferences. Job- related stressors such as training and pay among others, to some extent have impact on job satisfaction. In addition it is also connected to environment circumstances, organizational culture and leadership and management conditions. To get the best from the employees, to retain them and motivate them requires organizations initiatives, practices and wide programs that reinforce and give support to the significant daily behaviour of the management team as they work together to keep employees completely motivated. Though we cannot evade from thinking about salary in motivating the employees, we cannot simply count this as the only motivation factor. An employee needs a fair, basic salary for the inputs subjected to work to avoid dissatisfaction. This opens opportunities for intrinsic factors such as recognition and responsibility which leads to more satisfaction with work. Even though a person may be paid large salary, he may have job dissatisfaction because of the work environment surrounding him especially if he lacks adequate training. It is therefore correct to state that training leads to job satisfaction though better results are seen when integrated with other factors. References Anderson, N. (2005). Handbook of industrial, work & organizational psychology: Organizational psychology, 2. (5) 23-29. New York, SAGE. Ayoub, A. (2010). Many Facets to Job Satisfaction. Retrieved July 19, 2010 from Gorman, P. (2005). Motivation and emotion. New York: Routledge Publishers. Lucas, R. (2007). Energize Your Training. New Orleans: American Society for Training and Development. Montana P. J., Charnov B.H. (2008). Management. Sheffield: Barron's Educational Series. Muna, F. (2006). Seven Metaphors on Management: Tools for Managers in the Arab World. Gower: Prentice Hall. Rechbauer, M. & Sams, A. (2006). Money alone does not lead to job satisfaction. Retrieved July 19, 2010 from Robbins, S. P., & Judge, T. A. (2009). Organizational Behaviour (13th Ed.). Pearson Prentice Hall. Saari, L. & Timothy, J. (2005). Human Resources Management. Wiley Periodicals, 43 (4), 4-16. Read More