Job Satisfaction, Motivation and Stress in the WorkPlace

Topics: Motivation, Employment, Emotion Pages: 6 (1951 words) Published: February 27, 2014

Job Satisfaction, Motivation, and Stress in the Workplace
03/25/2013 
Job Satisfaction, Motivation and Stress in the Workplace
Job satisfaction, motivation, and stress are among key topics covered in the broader subject of Organizational Behavior. “Job satisfaction refers to the feelings people have toward their job” (Bauer & Erdongan, 2012, p. 80). Satisfied employees can make organizations thrive while dissatisfied workers could be an economic burden to organizations. Motivation is a related subject that could be a determinant factor to job satisfaction or the vice versa. “Motivation is defined as the “desire to achieve a goal or a certain performance level, leading to goal-directed behavior” (Bauer& Erdogan, 2012, p. 97). Motivation is also one of the three factors that contribute to job performance; other factors are ability and the environment (Bauer et al, 2012, p. 97). Although job satisfaction and motivation are desirable attributes in employees, the phenomena of stress is widespread in the modern workplace and affect job satisfaction and the overall productivity. According to Bauer et al, psychologists define stress as a reaction of the body to changes that require physical, mental and emotional response (Bauer et al, 2012, p. 149). If not handled properly, stress can be a source of demotivated and dissatisfied employees, which in turn affect organizational performance. With lots of research conducted on these subjects, this small paper summarizes three scholarly articles, each of which devoted one of the three topics above. Job satisfaction is a vital quality desired of the employees in the workplace. Satisfied employees can make organizations thrive while disgruntled workers are an economic burden to organizations. In his article “A Review of Job Satisfaction” article, Zhu (2012) pointed out the concept of job satisfaction aroused the interest of researchers (Zhu, 2012, p. 293). Zhu (2012) highlights the evolving nature of the subject definition. Because job satisfaction is an attitude, the author starts with defining “attitude”, based on different perspectives drawn from research. Motivation can be summarized to “the extent to which a person likes or dislikes a particular entity such as things, people or events” (Zhu 2012, p. 293). The author stated “attitude” can also be defined from cognitive, affective and behavioral points of view rather than a single view (Zhu, 2012, p. 293). The cognitive aspect is about defining the subject on the basis on opinion, knowledge and information; the affective aspect is seen from feelings and emotions while behavioral component relates to the inherently intended actions toward events, people or things (Zhu 2012, p.294). Zhu (2012) then moved on discussing the trend of definitions and models of job satisfaction. The definitions presented include: a) job satisfaction as a product of non-regulatory mood tendency toward the nature of the job and the environment within which the job exists; b) to a kind of pleasant positive feeling or emotional spirit on the part of the individual, and c) job satisfaction as emotionally held assumptions of consciousness, perception, reasoning and judgment (Zhu, 2012, p. 293-294). Despite logic and sense in all these definitions, the author showed that existing measures focused largely on the cognitive aspect with little effort in assessing the employees’ feelings and emotions toward job (Zhu, 2012, p. 294). The author based this claim on research conclusions made by Brief (1989), Moorman (1993) and other researchers (Zhu, 2012, p. 294). Zhu (2012) demonstrated the fact that job satisfaction was initially held as a single construct in contrast to today’s holistic view of combining the job nature and the relative environment. In other words, job satisfaction can be measured from the perspectives including remuneration, the nature of the job, promotion, supervisor and the work colleagues (Zhu, 2012, p. 294). In this...

References: Bauer, T. & Erdogan, B. (2012). Organizational behavior (1.1 ed.). Nyack, NY: Flat World Knowledge.
Kofoworola, O., & Alayode, A. (2012). Strategies for Managing Stress for Optimal Job Performance. International Journal of Psychological Studies, 4(2), 162-168. Doi:10.5539/ijps.iiiv4n2p162
Mahazril’Aini, Y.Y., Zuraini, Y.Y., Hafizah, H.K., Aminuddin, A., Zakaria, Z., Noordin, N., & Mohamed, B. (2012). Work Motivation Among Malaysian Public Servants. Asisan Social Science, 8(12),238-242. doi:10.5539/ass.v8nl2p238
Yanhan, Z. (2013). A Reveiw of Job Satisfaction. Asian Social Science, 9(1), 293-298. Doi:10.5539/ass.v9nlp293
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