First Day on the Job
First Day on the Job
Vivian Quattlebaum
Strayer University
Human Resource Management/HRM530
August 25, 2011
Abstract
Job satisfaction describes how content an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation or aptitude, although it is clearly linked. Job design aims to enhance job satisfaction and performance. Methods include job rotation, enlargement, enrichment and re-engineering. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work position. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs. Questions relate to rate of pay, work responsibilities, variety of tasks, promotional opportunities, the work itself and co-workers. Some questioners ask yes or no questions while others ask to rate satisfaction on 1-5 scale (where 1 represents "not at all satisfied" and 5 represents "extremely satisfied”).
Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life – physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. Job satisfaction can also be seen within the broader context of the range of issues which affect an individual 's experience of work, or their quality of working life. Job satisfaction can be understood in terms of its relationships with other key factors, such as general well-being, stress at work, control at work, home-work interface, and working conditions.
First Day on the Job
Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of one’s job; an affective reaction to
Vivian Quattlebaum
Strayer University
Human Resource Management/HRM530
August 25, 2011
Abstract
Job satisfaction describes how content an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation or aptitude, although it is clearly linked. Job design aims to enhance job satisfaction and performance. Methods include job rotation, enlargement, enrichment and re-engineering. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work position. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs. Questions relate to rate of pay, work responsibilities, variety of tasks, promotional opportunities, the work itself and co-workers. Some questioners ask yes or no questions while others ask to rate satisfaction on 1-5 scale (where 1 represents "not at all satisfied" and 5 represents "extremely satisfied”).
Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life – physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. Job satisfaction can also be seen within the broader context of the range of issues which affect an individual 's experience of work, or their quality of working life. Job satisfaction can be understood in terms of its relationships with other key factors, such as general well-being, stress at work, control at work, home-work interface, and working conditions.
First Day on the Job
Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of one’s job; an affective reaction to
References: Cranny, Smith & Stone, 1992 cited in Weiss, H. M. (2002). Deconstructing job satisfaction: separating evaluations, beliefs and affective experiences. Human Resource Management Review, 12, 173-194, p.174 Fisher, D Locke, 1976 cited in Brief, A. P., & Weiss, H. M. (2001). Organizational behavior: affect in the workplace Nico Shutte, Salla Toppinen, Raija Kalimo and Wilmar Schaufeli. (2000). The Factorial Validity of the Maslach Burnout Inventory-General Survey Across Occupational Groups of the Three Dimensions of Job Burnout". Journal of Applied Psychology 81, (p123-133.) Stewart, G., & Brown, K. (2008). Human resource management: 2010 custom edition (1st ed.) Hoboken, NJ: John Wiley & Sons Weiss, H. M. (2002). Deconstructing job satisfaction: separating evaluations, beliefs and affective experiences. Human Resource Management Review, 12, 173-194 Weiss, H