Employee Job Satisfaction and Organizational Commitment - Essay Example

Student’s Name] [Instructor’s Name] [Course Title] [Date] EMPLOYEE JOB SATISFACTION AND ORGANIZATIONAL COMMITMENT INTRODUCTION The international market is turning into a progressively more complex place in which to run for modern day businesses, making ingenuity a Griffinless asset. This has resulted in a shift in the business focal point from monetary to intellectual assets. Company employees have therefore progressed from a resource to be viewed as an asset, which requires continuous development and needs to be safeguarded. The business spotlight on employee job satisfaction and organizational commitment is not just about preserving a constructive employment nor does it simply mean that the best workforce should be committed to the business. It is actually about creating a method of doing things that might well be necessary to continued existence just a few years in future. AIM Human resource is the backbone of any business. Plus the ongoing success of an organization is expected to be improved by workers who embrace attitudes, worth and expectations that are directly associated with the corporate dream. In this paper, I wish to discuss the challenges and contradictions facing organizations in relation to employee job satisfaction and organizational commitment. Furthermore, I will recommend solutions to address the challenges and these contradictions, particularly with reference to the hospitality organizations in the contemporary business environment. DISCUSSION Recent years have observed an increase of awareness in the significance of work attitudes for employee performance in organizations, chiefly the impact of workers job commitment on job performance, nonexistence, slowness, and turnover. While satisfaction signifies optimistic emotions in the direction of a meticulous job, organizational commitment is the extent to which a member of staff feels faithfulness to a particular association. (Mueller, Wallace, & Griffin, 2000; Griffin, 2001). Similarly, affective commitment is based on way of thinking of trustworthiness toward the association (Allen & Meyer, 2003; Meyer & Allen, 2003; Meyer, Allen, & Gellatly, 2003). While satisfaction and commitment spotlight on employee course toward their job and association, turnover refers to real progress across the connection border of an organization (Griffin, 2001, 2001). The exact form of turnover of that helps determine the challenges and contradictions facing organizations in relation to employee job satisfaction are voluntary separations or quits (Bluedorn, 2000; Griffin, 2001). aim to stay is the level of probability of an employee sustaining association in an organization (Iverson, 2000; Mueller et al., 2003; Griffin & Mueller, 2000, 2002a). It is probable that apparent work options and work satisfaction co-vary for the reason that there exist some other factors too such as, individual characteristics of the worker. It is also likely that the relation is a contributory one, so that a raise or decline in job satisfaction directs to a respective decline or rise in beliefs with reference to the accessibility of enhanced work alternatives. The insight of the accessibility of improved (and poorer) work alternatives openly affects work satisfaction. Even if one recognizes that the sensitivity of improved work alternatives directly affects work satisfaction, on the other hand, one most likely should not agree to the conception that the perception has the similar impact on all workers. A prime discrimination in the prose on job commitment is among commitment to the job (classically referred to as work involvement) and commitment to the business (Blau, Paul, & St. John, 2003; Randall & Cote, 2000). Even though these two job attitudes are empirically interconnected, job involvement means the individual's height of psychological recognition with the precise job in which he or she is occupied (Kanungo, 2000), while organizational commitment signifies employees' affection to the organization (Porter, Steers, Mowday, & Boulian, 2003). These outlines of loyalty may interrelate in the forecast of job-related outcomes, but work involvement has been establishes to demonstrate higher relations with performance, at the same time as organizational commitment would emerge to be more connected to variables such as nonappearance and employee turnover (Blau & Boal, 2001). Nonetheless, it is apparent that mutually job connection and organizational commitment can create significant offerings to organizational accomplishment and success. BEST PRACTICES IN HOSPITALITY ORGANIZATIONS The notion that “they have no other place to go” strategy for retaining employees does not really produce a dedicated work force. A dedicated and loyal work force is a direct outcome of satisfying the employees and so for those companies that consider the excellence of their people is innermost to building worth, it’s the time that they adopt a framework of policies that pleases and nurtures those who are a part of the company’s team. A lot of hospitality organizations are doing just that, and they are discovering that the key to preservation is found in a policy that considers mutually their employees' individual aspirations (career expansion, acknowledgment, compensation) and the ambition they have for business expansion and success (Lievegood, 2001). Following are some of the best HRM practices that ensure a steady and dedicated, pleased and contended work force for any hospitality organization: Focusing on the individual Employees tend to be loyal to the company if they see future prospects and career growth for themselves in that specific firm. Thus, hospitality organizations that are grave about retaining key aptitude have a great chance to generate a work atmosphere that allows for elasticity, future expansion, and progress to its employees. Realizing what employees want—for themselves and the business An additional dominant influencer of employee retention in which the human resource manager's responsibility is innermost is "providing job that superlative suits any individuals' meticulous well-being. Persons vary greatly in this regard. A business should exercise some endeavor and commence some examination to settle on the non-monetary interests and inclinations of its key staff, and then try to put up these favorites in implementation (Lievegood, 2001) Building an atmosphere of employee retention in nearly all job markets, whether good or bad, there are always chances for top performers. The real challenge is to create an environment where all employees feel satisfied and engender an affirmative response to queries such as: Is my idea and effort valued? Do they give respect to my opinion? Will they welcome my or any body’s new idea? Are employees treated with respect and are their problems understood? Am I judged and rewarded on my good performance? Does management act with honesty?" (Woodman, 2002) THE IMPORTANCE OF PERFORMANCE MANAGEMENT  The importance of employee management cannot be undermined if the hospitality organization aims to succeed in today’s cutthroat competitive environment. Also, it cannot de denied that employees are the basic building block of any organization. It is vital for the organization to reward and manage its basic resource in the best possible manner in order to derive maximum benefit from it. It has been observed that over the past few decades there have been significant shifts in the trends in the labour market. This has had its due impact on the way organizations Performance and manages their work force. However, what has remained unaltered in all these years is the basic fact that a proper and fair Performance Management system: constitutes an economic exchange is imperative in forming an employee’s perception of fairness teaches employees values growth and boost in overall performance for fair incentivizing particular types of performance (Lindsay,2003) SOLUTIONS It is without any doubt an evident reality that a happy team will leave a happy set of customers. Though this may be a secondary thought in any other business, but with hospitality industry this is the guiding principle. Hospitality industry caters to the leisure time of people. They come on vacations or simply to have fun. IN such a case, even a single unhappy employee, be it the door boy or the waiter, with a grin on the face, may leave a devastating image on the customer. Serve with a smile has been the underlining motto of all successful hotels. Hotel managers should focus on nurturing affective commitment among employees, an approach that centers on touching recognition with the values and ambitions of the hospitality organization, whereas continuation commitment should be encouraged based on the substance benefits to be achieved from lasting with that particular hotel or whichever organization the employee is currently serving. More importantly, rewards presented by an organization might have an influential outcome on employees' feelings towards their work and the corporation for which they work. In this background, it is imperative to differentiate between essential and extrinsic rewards. inherent rewards are those that survive in the job itself, such as diversity, challenge, and independence. Extrinsic rewards encompass elements such as bonus pay and fringe benefits, encouragement or development opportunities inside the organization, the communal climate, and corporal working surroundings. With reference to the hospitality industry, it has been observed that intrinsic rewards will possibly be extra significant for affective commitment while extrinsic rewards are further expected to be significant in relation to persistence dedication to the organization. Steady with this analysis, I expect that contentment with intrinsic rewards would be absolutely connected with job attachment and with affective commitment, but would have modest demeanor on persistence commitment. In difference, pleasure with extrinsic rewards was anticipated to be imperative chiefly for continuation commitment, but would play a fairly tiny responsibility in the forecast of job association and affective dedication. CONCLUSION The importance of self-efficacy lies in its ability to increase employee performance as employees exert more effort, become more persistent, and learn how to cope with task-related obstacles. It's simple for higher executives to hold out about the significance of getting close to clientele, predicting their needs, exceeding their prospects. But it’s the staff at the lower level that is there on the front lines; experiences what it is all about and hence the need for them to be trained, and amply rewarded so that it reflects that they are a happy team of a good hotel business. Similarly, these content and satisfied employees should be able to perform better when demanding situations arise during an employee-customer encounter. Indeed, all theoretical arguments have confirmed that self-efficacy exhibits robust correlations with subsequent performance across a wide variety of settings, including hotel. In fact, hotel people's adaptability has been positively associated with self-assessed hotel. Hotel person adaptability will exhibit a significant positive relationship with hotel performance. Cultivating customer satisfaction with services is fundamental to a firm's success. Customers typically will spend more money with firms and hotel people with whom they are satisfied, relative to alternatives. Such satisfaction determines whether customers make repeat purchases or recommend the product and company to others. WORKS CITED Allen, N., & Meyer, J. (2003). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63, 1-18. Armstrong, Michael (2004). A Handbook of Human Resource Management Practice, 10th edition, London: Kogan Page. ISBN 0-7494-4631-5. BERRY, B.J.L. (2004) The Changing Shape of Metropolitan America. Cambridge: Ballinger Publishing Company. Blau, G., & Boal, K. (2001). Conceptualizing how job involvement and organizational commitment affect turnover and absenteeism. Academy of Management Review, 12, 288-300. Blau, G., Paul, A., & St. John, N. (2003). On developing a general index of work commitment. Journal of Vocational Behavior, 42, 298-314. Brooke, P., Russell, D., & Griffin, J. (2004). Discriminant validation of measures of job satisfaction, job involvement and organizational commitment. Journal of Applied Psychology, 73, 139-145. Buchanan, B. (2003). Building organizational commitment: The socialization of managers in work organizations. Administrative Science Quarterly, 19, 533-546. Burchell, B. (2000). Job quality over a lifetime: A new way of analyzing labour markets through data derived from work histories. Caldwell, D., Chatman, J., & O'Reilly, C. (2003). Building organizational commitment: A multifirm study. Journal of Occupational Psychology, 63, 245-261. Cohen, A. (2000). Antecedents of organizational commitment across occupational groups: A meta-analysis. Journal of Organizational Behavior, 13, 539-558. Cornelius, N. (2001) Human Resource Management--A Managerial Perspective (London, International Thomson Business Press). Cropanzano, R., Howes, J., Grandey, A., & Toth, P. (2001). The relationship of organizational politics and support to work behaviors, attitudes and stress. Journal of Organizational Behavior, 18, 159-180. Dale , A. (2000) Managing Quality & Human Resources (Oxford, Blackwell). Duboff, R. & Heaton, C. (2000) Employee loyalty a link to valuable growth, Strategy & Leadership, Jan./Feb., pp. 8-13. Eisenberger, R., Fasolo, P., & Davis-LaMastro, V. (2003). Perceived organizational support and employee diligence, commitment and innovation. Journal of Applied Psychology, 75, 51-59. Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (2002). Perceived organizational support. Journal of Applied Psychology, 71, 50-507. Griffin, R. (2000). Effects of work redesign on employee perceptions, attitudes and behaviors. Academy of Management Journal, 34, 425-435. Harris, S., Hirschfield, R., Feild, H., & Mossholder, K. (2003). Psychological attachment: Relationships with job characteristics, attitudes, and preferences for newcomer adjustment. Group & Organization Management, 18, 459-481. Kanungo, R. (2000). Measurement of job and work involvement. Journal of Applied Psychology, 67, 341-349. Lewis-Beck, M. (2003). Applied regression. Beverly Hills, CA: Sage. Lincoln, J., & Kalleberg, A. (2003). Culture, control and commitment: A study of work organization and work attitudes in the United States and Japan. New York: Cambridge University Press. Mathieu, J., & Farr, J. (2000). Further evidence for the discriminant validity of measures of organizational commitment, job involvement and job satisfaction. Journal of Applied Psychology, 76, 127-133. Mathieu, J., & Zajac, D. (2003). A review and meta-analysis of the antecedents, correlates and consequences of organizational commitment. Psychological Bulletin, 108, 171-194. Mayer, R., & Schoorman, F. (2000). Predicting participation and production outcomes through a two-dimensional model of organizational commitment. Academy of Management Journal, 35, 671-684. McCusker, D.G. (2002) The Loyalty Link--How Loyal Employees Create Loyal Customers (New York, John Wiley). Meyer, J., & Allen, N. (2003). Testing the "side-bet theory" of organizational commitment. Journal of Applied Psychology, 69, 372-378. Meyer, J., Allen, N., & Gellatly, I. (2003). Affective and continuance commitment to the organization. Journal of Applied Psychology, 75, 710-720. Mottaz, C. (2004). Determinants of organizational commitment. Human Relations, 41, 467-482. O'Reilly, C., & Chatman, J. (2002). Organizational commitment and psychological attachment: The effects of compliance, identification and internalization on prosocial behavior. Journal of Applied Psychology, 71, 492-499. O'Reilly, C., Chatman, J., & Caldwell, D. (2000). People and organizational culture: A profile comparison approach to assessing person-organization fit. Academy of Management Journal, 34, 487-516. Porter, L., Steers, R., Mowday, R., & Boulian, P. (2003). Organizational commitment, job satisfaction and turnover among psychiatric technicians. Journal of Applied Psychology, 59, 603-609. Randall, D. (2003). The consequences of organizational commitment: Methodological investigation. Journal of Organizational Behavior, 11, 361-378. Randall, D., & Cote, J. (2000). Interrelationships of work commitment constructs. Work and Occupations 18, 194-211. Settoon, R., Bennett, N., & Liden, R. (2002). Social exchange in organizations: Perceived organizational support, leader-member exchange and employee reciprocity. Journal of Applied Psychology, 81, 219-227. Sherman, Arthur H (2003). Managing Human resources. Cincinnati, OH: South-Western Publishing Co.,current edition. Shore, L., & Tetrick, L. (2000). A construct validity study of the Survey of Perceived Organizational Support. Journal of Applied Psychology, 76, 637-643. Shore, L., & Wayne, S. (2003). Commitment and employee behavior: Comparison of affective commitment and continuance commitment with perceived organizational support. Journal of Applied Psychology, 78, 774-780. Shore, L., Barksdale, K., & Shore, T. (2002). Managerial perceptions of employee commitment to the organization. Academy of Management Journal, 38, 1593-1615. Spector 2004: Job Satisfaction: Application, Assessment, Causes and Consequences. Thousand Oaks, Calif: SAGE Publications; 2004. Whitener, E., & Walz, P. (2003). Exchange theory determinants of affective and continuance commitment and turnover. Journal of Vocational Behavior, 42, 265-281. Read More