Employee job satisfaction and retention happens to be an issue to be debated in terms of attaining an increased degree of productivity within the organization. Job satisfaction is best defined as a set of feelings and emotions employees associate with their work. Theoretically, an organization with employees that display actions of substantial absenteeism as well as turnover due to low levels of job satisfaction would generally suffer from greater recruitment and retraining cost that will hinder profitability. Unfortunately, the majority of businesses have failed to make job satisfaction a top management priority; this particular trend is attributed to the failure to recognize the significant advantages an organization would enjoy just by adjusting their mindset. Organizations that can produce multicultural work environments, which attract, motivate and keep hard-working people, are better positioned to succeed in today's competitive global markets.
Working for most people is inevitable. Work is what people must do to pay the bills and make their dreams real. However, sometimes it appears as though work just takes too much energy and all workers wind up accomplishing is feeling tired, frustrated, unfulfilled and eventually burned out. Accomplishment and the sense of inner fulfillment and pride achieved when performing a specific job is not there. Job satisfaction occurs when an employee feels he has accomplished something having importance and value worthy of recognition and a feeling of joy. This definition suggests that workers form attitudes towards jobs by taking into account feelings, beliefs, and behaviors. Taken as a whole and adding cultural diversity in today's global business environments greatly affect job satisfaction which in turn affect business functions and profitability.
Job Satisfaction Factors
Age, occupational level, organizational size and commitment are a few of the factors that affect job satisfaction. As workers grow older, these tend to be slightly more satisfied with their jobs. They lower their expectations to more realistic levels and adjust themselves better to their work situations. These employees are usually better paid, have better working conditions, and hold jobs that make fuller use of their abilities. Holding meaningful jobs and performing them well are important inputs to their self-worth and images. Job-involved workers are likely to believe in their work ethics and to exhibit high growth needs, and to enjoy participation in day-to-day decision making. These workers are willing to work long hours and strive harder to achieve a higher productivity level. Levels of job satisfaction are quite higher in small organizational units than those of larger organizations. Bigger organization tends to overwhelm people, disrupt supportive processes, and limit the amount of personal closeness, friendship, and small-group teamwork that are important factors of job satisfaction for many people. Also, commitment to the ideals of the organization is important as it is the degree to which a worker identifies himself and continues actively to participate in the desired objectives of the organization. Organizationally committed workers will normally have good attendance records, demonstrate a willing adherence to organization policies, and usually have lower turnover rates.
Workers’ Attitude and their Effects
Dissatisfied workers may resort to tardiness, absences, extended break hours and work slow-downs. The performance level of a worker is measured by the quality of output considering time and cost. This result leads to higher economic and psychological rewards. If the rewards are seen as inadequate for the level of satisfaction this leads to either greater or lesser commitment and affects the worker productivity level.
Workers’ turnover is usually expensive and most often, it is difficult to replace those who...
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