First Day on the Job
Human Resource Management/HRM530
August 25, 2011
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 one’s job; and an attitude towards one’s job. Weiss (2002) has argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and behaviors. This definition suggests that we form attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviors. Discuss the factors causing the employee’s dissatisfaction. Burnout is psychological phenomenon involving emotional exhaustion, cynicism, and a decline in feelings of competence about work. Employees who experience burnout will exhibit several symptoms: 1) feelings of being overextended and emotionally drained; 2) indifference or a distant attitude towards work; and 3) reduced expectations of continued effectiveness. (Nico Shutte, Salla Toppinen, Raija Kalimo and Wilmar Schaufeli, 2000) Organizations must address the challenge of burnout, or their employees may quit. High levels of burnout are associated with low levels of commitment and high turnover intentions. (Raymond T. Lee and Blake E. Ashforth, 1995) Organizations that do not keep an eye out for symptoms of burnout may waste their investments in employee development. Mood and emotions form the affective element of job satisfaction. (Weiss and Cropanzano, 1996). Moods tend to be longer lasting but often weaker states of uncertain origin, while emotions are often more intense, short-lived and have a clear object or cause. There is some evidence in the literature that moods are related to overall job satisfaction. Positive and negative emotions were also found to be significantly related to overall job satisfaction. Frequency of experiencing net positive emotion will be a better predictor of overall job satisfaction than will intensity of positive emotion when it is experienced. Emotion work (or emotion management) refers to various types of efforts to manage emotional states and displays. Emotion management includes...
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
Locke, 1976 cited in Brief, A. P., & Weiss, H. M. (2001). Organizational behavior: affect in the
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
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