Employees are often examining and weighing motivations when determining their job satisfaction. These characteristics can be tangible items such as salary, environment or intangible items such as the personality of coworkers and supervisors, or status. This paper is an attempt to identify the impact of employee motivation on overall job satisfaction. A situation resulting in a decreased level of job satisfaction will be examined to identify key motivators employees consider when deciding how much effort to use in completing assignments and the impact of these motivators and stress when determining their level of job satisfaction. Findings suggest employees are often reviewing situations, outcomes and inputs for equity involving others. Supervision, role identification, and employee evaluations are a few approaches that should be considered (Colquitt, Lepine, & Wesson, 2011, p. 104 – 214). .
What Implications Does Employee Motivation Have on Employee Job Satisfaction? Introduction
Employee motivation has been studied for hundreds of years. The concept of motivation involves the forces an employee examines when determining how much energy to put forth to achieve organization goals (Colquitt, Lepine, & Wesson, 2011, p. 176 – 214). The purpose of this paper is to review how job characteristics, motivation, and stress can influence work performance, employee’s level of commitment and overall job satisfaction. In closing, a review of the equity theory will be discussed in an effort to evaluate the inputs and outcomes employee’s use when comparing themselves with others. Context/Situation
For a little less than five years, I have served as an employee on a team of seven on as an analyst. Initially my primary external customers were system users while my internal customer was my supervisor; having very little contact with the four developers on my team. Shortly after being hired my role changed drastically when my team signed on to develop additional systems. I welcomed the challenge of performing my current duties as well as manage the new challenges. My new duties included working directly with one of the developers on my team. A couple of months into my new role, I realized my relationship with my coworker was going to be my biggest challenge. I did not trust my coworker’s work or judgment as her modules rarely met the customer’s needs. She often stated she did not care or often questioned why the customer wanted a specific function after agreeing to develop it for the customer. Her lack of enthusiasm and personal job satisfaction often resulted in missed deadlines as it took an enormous amount of energy and time to get her on board to complete assignments.
Discussion & Analysis
This situation had a sweeping negative impact on my job satisfaction for a couple of months. I allowed his actions to change my mood from pleasant and enthusiastic to being annoyed, shameful, and grouchy throughout the day. Our communication was primarily via email as it was proof of my request and allowed me to indirectly advise my supervisor of requests. I did not share my ideas or thoughts regarding the project. I shut down, began to see the glass as half empty instead of half full and started looking for new positions. This was an enormous challenge for me because it defied a few of my core values to be a team player, do the best that I can do and take pride in my efforts. I believe having a positive attitude often has positive outcomes. Ryan et al. as cited by Koy, stated one of the key factors in organizational performance is not individual performance but shared values. “If a unit’s employees share positive attitudes, they should have norms of cooperation and collaboration, which in turn enhance unit productivity” (2001, p. 102). Job characteristics provide insight into this situation by identifying the correlation between the task and one’s perception of the task. I valued the variety, autonomy, significance and the...
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