Job Satisfaction - Research Paper Example

Job Satisfaction Faculty Table of Contents I. Introduction II. Fundamentals of Job Satisfaction Definition III. Mini Survey IV. Results described and analyzed 1) Age 2) Gender 3) Nationality 4) Occupation and place of work V. Recommendations to Improve the Organization VI. Conclusion References Notes Appendix Appendix A Appendix B I. Introduction Job requirements reflect the technical and administrative control that have been developed in the organization, but are also subject to individuals’ interpretation. Characteristics of relevant occupational and industrial structures are often important in influencing people attitude and behavior at work. (Dawson, 1986: 26). The attitude (feeling, Behavior amid to a specific object) of people are looked at as a reason for the organizational success or failure. Organization with happy employees is more successful than organizations with unhappy employees. (Hellriegel & Slocum, 2004:53). This leads to make a survey on topic which is about job satisfaction. This mini survey, which will be constructed on groups of individuals who can be categorized in four different factors: 1. Age 2. Gender 3. Nationality 4. Place of work and occupation. Further more the survey is going to discus the result and analyzes them then gives some way to improve job satisfaction. Some are what have been found from the survey and some were from there sources read. II. Fundamentals of Job Satisfaction Definition Job satisfaction is the individual reaction toward their job. The individual reaction can be evaluated in three components for example; what you like and dislike (evaluative component); what you believe to be the case (cognitive component); what you believe and what you feel about something make you want to act in a certain way (behavioral component). (Baron & Greenberg, 1997:177). Two social theories compete to explain what determines job satisfaction: the "bottom-up theory" and the "top-down" theory. The bottom-up theory basically states that individuals have needs and those they will be happy if their needs are satisfied. The sum of positive and negative effects is used to determine happiness. If the positive effects are greater than the negative effects, individuals will judge their life as happy. In contrast, top-down theory states that there is "a global propensity to experience things in a positive way." In other words, all individuals have a desire to be happy and this attitude will be the major influence on their lives. Thus, feelings about job satisfaction are generated in one of two ways: from the bottom up by adding positive effects and subtracting negative ones, or from the top down by the diffusion of one’s desire to be happy. (Diener & Eunkook, 1999: 276). III. Mini Survey The mini survey for job satisfaction is conducted among 20 employees from different age, gender, nationality, occupation and place of work: *for more details please refer to appendix A. 1. Age: Between 25 >= 35. Between 36 >= 45. Between 46>= 70. 2. Gender: Men. Women. 3. Nationality: Kuwaiti People. Arab People. Non Arab People. 4. Occupation and Place of Work: Owners of a real state company. Company employers. Managers in a real state company. House workers. Survey is going to take each group one by one and try to find out the main elements factors, concerns and issues that lead to their satisfaction and dissatisfaction, and then it will try to establish recommendations to reduce dissatisfaction and increase satisfaction among people from various groups. Sample of the Survey: Rank from 1-5 your job satisfaction (1=Very dissatisfied, 5=Very satisfied) Gender: Age: Nationality: Occupation and place of work: 1. Participate in decision making. 2. Relationship with coworker. 3. Feel you are respected. 4. Have a highly routine job. 5. The job gives you no stress. 6. The manger appreciates the job you do. 7. Satisfied with your pay. 8. Satisfied with raises. 9. Good training opportunities. 10. Feeling of security in the job. IV. Results Described and Analyzed The various outcomes from the survey conducted on different areas age, gender, nationality, and occupation and place of work is described below: 1) Age Survey results find that decision making power increases with the age. It is a natural phenomenon because as age of person increases they have more experience and awareness about the job, environment, people and so many other things. Survey finds that participation in decision making is highest for age group 46 >= 70 and it is approximately 57 %( figure 1.3). And this factor decreases with the age and it is 37 %( figure 1.2) and 36 %( figure 1.1) for the age group 36 >= 45 and 25 >= 35 respectively. One more thing can be noticed here that decision making participation is nearly same for 36 >= 45 and 25 >= 35 age groups. Figure 1.1:-Results for Ages Between 25 >= 35 in Percentage of Their Satisfaction Survey results shows that the relationship with co-workers especially in case of 36 >= 45 age group is very strong. The survey indicate that 36 >= 45 age group people are 80% satisfied with their relationship with other co-workers (figure 1.2). Relationship with co-workers for the age group 25 >= 35 and 46 >= 70 is exactly same and it is 72% (figure 1.1 and 1.3). One of the main factors for these results is that the age group of 36 >= 45 are the period when most of the people are at peak of their career and they travel, interact with many people for their job related tasks. Other main findings of survey are about income/pay of the people from different age groups. The satisfaction for income/pay increases with the age that can bee seen here in survey. The satisfaction for income are approximately 48 % (figure 1.1), 51 % (figure 1.2) and 55 % (figure 1.3) for the age group 25 >= 25, 36 >= 45 and 46 >= 70 respectively. Figure 1.2:-Results for Ages Between 36 >= 45 in Percentage of Their Satisfaction Survey indicates that the respect factor is not dependent of age groups. As it can be seen it is nearly same for 36 >= 45 and 46 >= 70 and it is approximately 88% (figure 1.2) and 87 %.( figure 1.3). But the respect factor for the age group 25 >= 35 is slightly less and it is 80 %( figure 1.1).The main reason for this may be that the age group of 25 >= 35 is when one starts their career and they still have their childhood-ness, college behavior with them. Figure 1.3:-Results for Ages Between 46 >= 70 in Percentage of Their Satisfaction One more thing that can be seen here in survey is related to stress factor. The stress factor for different age group of people increases with the age. As it can be seen from figures that no stress factor for different age group 25 >= 25, 36 >= 45 and 46 >= 70 are approximately 48 %( figure 1.1), 51 %( figure 1.2) and 35 %( figure 1.3) respectively. This implies that people take more stress as their age increases. Self-respect for the people increases with the age that was found in survey. Survey finds that self respect for 46 >= 70 age group people is highest and it is approximately 75 %( figure 1.3). But the self respect factor for 25 >= 25 and 36 >= 45 age group people are nearly same and it is approximately 64 %( figure 1.1) and 65 %( figure 1.2) respectively. Other important aspects that survey reflects that as the age increases the people are not much interested for any new training and they are very much objectionable for that. It can be seen from figures that training factor for different age group 25 >= 25, 36 >= 45 and 46 >= 70 are approximately 64 %( figure 1.1), 57 %( figure 1.2) and 45 %( figure 1.3) respectively. 2) Gender The various findings from the survey conducted on men and women are described below: Survey indicates that decision making power is almost same for men and women. The decision making power for men and women are approximately 46 %( figure 2.1) and 44 %( figure 2.2) respectively. This means that in case of job satisfaction this factor is not important weather there is men are women in decision making position. This can be also a very good sign for any organization that creates equal opportunities for both men and women. Figure 2.1:-Results for Men in Percentage of Their Satisfaction When comes to relationship with co workers factor for men and women than men have high percentage of this. The relationship with co workers are approximately 78 %( figure 2.1) and 72 %( figure 2.2) for men and women respectively. It is a usual thing because normally men travel and meet more people as compared to women. Survey reflects an interesting factor that is respect factor for men and women. The respect factor for women is more than that of men and they feel more respected. The respect factor for men and women are approximately 82 % (figure 2.1) and 90 %( figure 2.2) respectively. Survey also reflects that women are more satisfied in terms of pay/income they get as compared to men. Approximately 50% (figure 2.1) men and 54 % (figure) women are satisfied with their pay. Figure 2.2:-Results for Women in Percentage of Their Satisfaction When comes to stress factor than it is more for women in job environment. The no stress factor for men are 46 %( figure 2.1) as compared to 38% (figure 2.2) for women. It is an obvious find that can be seen in case of any place where women works, they are more stressed. At last when comparison is made on self respect and training than it is almost same for both men and women. Self esteem factor for men is approximately 68 %( figure 2.1) and it is approximately 70 % (figure 2.2) for women. And satisfaction in training for men and women is exactly same as 54 % (figure 2.1 and 2.2). 3) Nationality Survey results find that decision making for Kuwaitis people is very high, their participation in decision making are approximately 80% (figure 3.1).It also states that decision making participation for Arabs people is approximately 46% (figure 3.2).And at last survey states that non Arabs people have less decision making power as compared to Kuwaitis and Arabs people and it is approximately 17.5% (figure 3.3). Figure 3.1:-Results of Kuwaiti People in Percentage of Their Satisfaction One of the major finding of survey is that Kuwaitis; who are the locals (Kuwait’s nationality) have more power in the country than other people from different nationality. Therefore Kuwaitis participation in decision making is more and strong. Most of the Kuwaiti people surveyed were managers and owners so it is normal to get this type of prediction and result. Survey results shows that the relationship with co-workers especially in case of Kuwaitis and Arabs people is very strong. The survey indicate that Kuwaitis people are 96% satisfied with their relationship with other co-workers(figure 3.1) and Arabs people are 76% satisfied (figure 3.2). Scenario for non Arabs people is different from Kuwaitis and Arabs people and they are only 57% satisfied in relationship with co-workers (figure 3.3).The main reason for this is that non Arabs people are from different nationalities mostly mixed and share different language and cultural background. But because Kuwaitis and Arabs are sharing the same language and some cultural background it was much easier for them to communicate with each other and have good relations. Figure 3.2:-Results of Arab People in Percentage of Their Satisfaction Survey also indicates that the respect factor is not fair for all the group of people and changes. Survey finds that Kuwaitis people feels that they are respected with a percentage of 96% (figure 3.1). The same factor of being respected for Arabs and Non Arabs people are 86% (figure 3.2) and 77% (figure 3.3) respectively. The survey result does not expect to show that Kuwait is a civilized or uncivilized country and have different segregation or races. There is not too much difference between all the people from different groups but sometimes it can be noticed. Survey finds that when non Arabs people are in an environment together with locals(Kuwaitis people), they sometime feel that they are a bit out of place or they do not fit as they come from out of the country. Figure 3.3:-Results of Non Arab People in Percentage of Their Satisfaction Other main findings of survey are about income/pay of the people. Kuwaitis people have highest percentage of satisfaction and it is approximately 83% (figure3.1) and this factor is approximately 50% and 32% for the Arabs and non Arabs people respectively. The people interviewed in survey specially the Kuwaitis people are mostly managers and owners. Therefore they were satisfied with what they get. And most non Arabs people are house workers who get low incomes considering their occupations. One thing can be noticed in survey that house workers in Kuwait take very low wages compared to Europe. And this is the main reason why lots of these people when travel with their employees tent to run away, especially in UK to look for a better incomes. 4) Occupation and Place of Work Going back to decision making the managers and the owners had the highest satisfaction. Survey results shows that owners are 100% satisfied (figure 4.4) and managers are 75% participating in decision making (figure 4.3). Survey also indicate that company employees are 26% participating in decision making (figure 4.2) and house workers had the lowest participation in decision making which is just 6% (figure 4.1). This thing is normal because owners are responsible for taking decisions because they own the organization. Managers are also very much trusted by the organization so they do have a big participation in decision making. Company employees are mostly secretaries, so their job is to take orders/instructions most of the time by their superiors not to give them. On the other hand there are house workers who rarely or it can be said that never take decisions. The main reason for that is because these people are not very much educated and hence their contribution in decision making is not useful enough that is why employer do not trust them in making any kind of decision making. Figure 4.1:-Results of House Workers in Percentage of Their Satisfaction Having a routine job is not interesting especially concerning job satisfaction; people with a routine job are not very much satisfied. Owners with 100% self esteem do not feel that their job is not routine (figure 4.4) and 70% of the managers feel that their job is not routine (figure 4.3). But in case of company employers and house workers they feel that they have more of a routine job. 53% of house workers (figure 4.1) and 63% of company employees agree that their job is routine (figure 4.2). Owners and managers meet new people, companies, go to different countries for meetings and they always have new tasks so their job is not routine in fact its interesting. As for company employees and house workers they feel that their job is routine because most of the time they are in their office and house doing the same thing everyday. Figure 4.2:-Results of Company Employees in Percentage of Their Satisfaction Stress is a huge concern for owners; they feel 15% of no stress (figure 4.4). This means that they are much stressed with the work they have compared to managers and company employees who have 60% and 53% no stress (figure 4.3 and 4.2). House workers feel 36% of no stress (figure 4.1). Survey indicates that company employees don’t feel that they are responsible for the organization success as much as when concerned with owners. They are doing their job according to instructions and why they should think beyond that. Owners have different perspective, they take full responsibility for each action they do and each decision they make because it concerns to their own property and growth of organization. When responsibilities increase stress increase with it. House workers on the other hand also feel stressed because they come from far countries all over the world in order to save money for their families and their children’s education. This feeling of responsibility again is another factor that increases stress. Figure 4.3:-Results of Managers in Percentage of Their Satisfaction Survey results shows that income for house workers is very low and they are only 23% satisfied with their pay (figure 4.1). Whereas managers are 50% satisfied (figure 4.3). Money is important aspect for everyone and most people look for the better income. House workers can not be blamed for having dissatisfaction with their income because it’s very low. It is said before that they travel sometimes with their employer to Europe and they see there people from their same nationality get more paid from doing the same job they do. In Europe these people work for 20 pounds per hour whereas here they only take 40 KD (80 pounds) per month. Figure 4.4:-Results of Owners in Percentage of Their Satisfaction V. Recommendations to Improve the Organization Certain ways and ideas found out doing this survey that makes people happier and improve their job satisfaction which therefore leads to the benefit and success of the organization. There are couple of ways to make people happier that can be added here. “The fact that different individuals and groups have different interests means that there are always conflicting interpretations about what is really expected from an employer”. (Dawson, 986:17). One of the main things noticed in survey is that most of the people who are dissatisfied had no responsibilities given to them. If this factor was enhanced and the organizations give more trust to their workers in order for them to take action in decision making, the workers will feel that they are being trusted, and have some kind of power. Therefore they will try to do their best to show their work and accomplish better tasks to please their superiors. The other thing is that workers should have a good relation toward each other so they can interact well in the company’s environment. Having the same cultural background and talking the same language sometimes makes it easier but there are other things that the organizations can make in order to increase the relation between the workers. Like IBM each spring holds a “family day” picnic near its Armonk, New York headquarters (Baron & Greenberg, 1997: 88). Surveys also indicate that people who think that they have a routine job are unsatisfied and to decrease these concern organizations should give more tasks or change their schedules. For example the home workers surveyed, if the work was distributed between them i.e. cleaning and ironing today and the other does the cooking and baby sitting and switching the job in few days. Another example Corning Glass Works in Medford Massachusetts, redesigned jobs so that people who assembled laboratory hot plates put together entire unite instead of contributing a single part to the assembly process (Hackman, 1976: 96). Providing training courses also enhance the workers and make them want to explore and get them more involved in professional and knowledgeable matters. Being respected is another factor that increases satisfaction. It’s a desire to have a prestige and recognition by others. For Example, non monetary awards such as trophies and pelages provide reminder of an employees important contributions (Pulakos, 1983: 26). And as far as respect is concern sometime just a word of mouth is enough, “There are two things people want more than money and sex … recognition and praise” (Shepherd, 1993: 82). Mark Twain once admitted “I can live for two months on a good compliment” (Baron & Greenberg, 1997:88). Stress and worrying too much about work and responsibilities and family obligations all lead to dissatisfaction, therefore a person can’t perform well. As most of the people surveyed are suffering (the owners and the house workers) to reduce stress, organizations should provide programs in stress management for their employees. According to Baron (1997), “People who believe that their organizations pay systems are inherently unfair tend to be dissatisfied with their job”. (Baron & Greenberg, 1997:88). Money is the most important factor that most people look for in a job. It has a high effect of good performance. People who preformed well expect to get a good pay and if they did not get they feel unsatisfied and sometime leave the job and look for better opportunities. Giving them raises makes the job more challenging and gets the workers to do better tasks in order to get these raises. Company must maintain its good reputation in order for the employees to keep giving. When employees feel that the job is secured and stable and the company they are working is trusted in the market. Employees feel satisfied, where as if the company is not doing well and might go bankruptcy employees feel unstable and dissatisfies and think about leaving the job and looking for a new one. Kay and Evans (2003) have given some ways that leads to satisfaction. They are given below. Opportunities They’re still knocking. Don’t wait for your boss or anyone else to hand you the next opportunity. Make sure that when opportunity knocks, you not only hear it, but you’re also prepared to open the door. Space Want some? If you’re feeling fenced in, over-controlled, or frustrated by your lack of freedom, don’t wait for the rules to change. Take charge and do something to get more space, right where you are. Chances are, no one’s going to come along to offer you more space. You have to ask for it. Wellness Time for a checkup? You are ultimately in charge of your own state of health and well-being. Ask your boss and others for help in accomplishing your wellness goals. But take control and do something now to increase your own level of mental, emotional, and physical fitness. (Beverly Kay and Sharon Jordan Evans, 2003) VI. Conclusion In conclusion, survey found that people in different places of work, people who come from different parts of the world, people with different ages and people with different genders differ in behaviour. That is why the need of satisfaction for all of them is not always the same. Each group have different needs although some are similar, but that is based on their attitude and behaviour and also personality and expectations. References Baron, R & Greenberg, J. (1997). Behavior in organizations. (pp 147-189). New Jersey. Dawson, S. (1986). Analyzing Organizations. (pp. 17). Hong Kong Hackman, J. R. (1976). Work design. In J. R. Hackman & J. I. Suttle (Eds), Improving life at work (pp.96). Santa Monica. CA: Goodyear. Hellriegel and Slocum, (2004), Organizational behavior. (pp.51). Canada. Beverly Kay and Sharon Jordan Evans, (2003) ‘Take Action: 26 Ways to Increase Your Workplace Satisfaction’. (CAREER SYSTEMS INTERNATIONAL), available at . Notes Appendix Appendix A # of people Age Gender nationality Occupation 1 30 man Kuwaiti Owner 2 30 man Kuwaiti Manager 3 61 man Kuwaiti Owner 4 43 man Egyptian House worker 5 38 man Lebanese Company employer 6 39 man Lebanese Manager 7 68 man Egyptian Manager 8 46 man Pilipino House worker 9 30 man Indian House worker 10 39 man Indian Company employer 11 35 woman Kuwait Company employer 12 45 woman Kuwaiti Owner 13 56 woman Kuwaiti Owner 14 36 woman Egyptian Company employer 15 60 woman Lebanese Manager 16 27 woman Chinese Manager 17 56 woman Pilipino House worker 18 47 Woman Pilipino House worker 19 62 Woman Pilipino Company employer 20 38 Woman Pilipino Company employer Appendix B All numbers are ranked from 1-5 according to their job satisfaction (1=Vary dissatisfied, 5=Very satisfied). 1. Age: 1.2 Table of result for the ages between 25 >= 35 1.3 Table of result for the ages between 36 >= 45 1.3. Table of result for the ages between 46 >= 70 2. Gender: 2.2 Table of result for Men 2.3 Table of result for Women 3. Nationality: 3.2 Table of result for Kuwaitis 3.3 Table of result for Arabs 3.4 Table of result for Non Arabs 4. Occupations and place of work: 4.1 Table of result for house workers 4.2 Table of result for company employees 4.3 Table of result for managers 4.4 Table of result for owners Read More