job satisfaction

Topics: Job satisfaction, Employment, Management Pages: 5 (1453 words) Published: October 2, 2013
Measuring job satisfaction:
The definition of job satisfaction is a positive feeling about a job resulting from an evaluation of its characteristics. A job is more than just shuffling papers, writing programming code, waiting on customers. Job requires interacting with co-workers and bosses, following organizations rules and policies, meeting performance standards, and the like. The two approaches to this study are popular. The single global rating is a response to one question, such as “all things considered, how satisfied are you with your job?”respondents circle a number between 1 and 5 on scale from “highly satisfied” to “highly dissatisfied.” The second method, the summation of job facets, is more sophisticated. It identifies key elements in a job such as the nature of the work, supervision, present pay, promotion opportunities and relationship with co_ workers. Respondents rate these on a standardized scale, and researchers add the rating to create an overall job satisfaction score. Intuitively, summing up responses to a number of job factor seems likely to achieve a more accurate evaluation of job satisfaction however researchers doesn’t support this intuition. This one of those rare instances in which simplicity seems to work as well as complexity, making one method essentially valid as the other. The best explanation is that the concept of job satisfaction is so broad that a single question captures its essence.

How satisfied are people in their jobs?
Are most people satisfied with their jobs? The answer seems to be a qualified yes. Independent studies over the past 30 years generally indicate more workers are satisfied with their jobs than not. For example 71% of Indian employees surveyed are satisfied with their jobs. These numbers are 8% point norms higher than Asia-pacific norms.

The above research study shows that the job satisfaction of the various countries vary a lot, depending upon which facet we are talking about. As shown in exhibits 2&3 Indian employees are, on average, satisfied with their jobs overall, teamwork and compensation when compared to other countries in the Asia-pacific. Although job satisfaction appears relevant across cultures, that doesn’t mean that there are no cross cultures differences in job satisfaction in an organization.

“favorable job attitude make organizations more profitable” a science or myth?? This statement appears to be true. A recent study of 2178 business units suggested that job attitudes measured at one point in time predicted organizational financial performance roughly six months later. In the study, job attitudes were measured through employees responses to 12 questions and financial performance was measured in terms of revenue and profit margins. Why does employee job satisfaction appear to pay off? The authors of this study uncovered two explanations: satisfied are less likely to quit, and they engender stronger customer loyalty. Low turnover and high customer loyalty both helped make organizations more profitable. This study also found some evidence for what might be called a virtuous cycle: having satisfied employees tends to improve subsequent financial performances, which tends to improve later employee satisfaction even further. No organization can be all things to all employees, but this study does suggest that attention to improving employee attitude is well rewarded. The authors of this study conclude, “improving employee work perceptions can improve business competitiveness while positively impacting the well being of employees.”

Implications for managers:
Managers should be interested in their employees attitudes because attitudes give warnings of potential problems and influences behavior. Creating a satisfied workforce is hardly a guarantee of successful organizational performance, but evidence strongly suggest that whatever managers can do to improve employee attitudes will likely result in heightened...

Links: between job satisfaction and age may still be valid despite differences in survey results. For example, Morello noted that the head of the University of Chicago polling center asserted that age is the best measure of job satisfaction among employees, considering that people in their 50s are usually the most satisfied with their jobs. People in their 50s have usually discovered which field they excel in and they 've had a history of good work in their field that has led to promotions and respect from their bosses. As a result, people who are 50 and older often have more autonomy at work and earn higher salaries than younger workers do.
Younger Workers ' Disatisfaction:
"Los Angeles Times" writer Tiffany Hsu reported the Conference Board survey showed that only about 36 percent of people under age 25 are satisfied with their jobs. Hsu reported that a workplace consultant tied the high job dissatisfaction among younger employees to unrealistic expectations due to their desire to work in an engaging, fast-paced environment. Their dissatisfaction with their work may result from discovering that many companies are resistant to change. Furthermore, younger workers may get frustrated with co-workers who are satisfied with mediocrity.
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