Job Satisfaction, Stress, Motivation
Udaya Kiran Kadali
January 23, 2011
Today’s organization because of global competition and cost cutting had lead to great changes in the organizations leading to greater effect of organizational behaviors. Some organizations are losing employees to other organizations and some employees are losing their efficiency due to the lack of job satisfaction, or due to stress and/or due to lack of motivation, or combination of many factors. Colquitt et al has described various factor effecting employees and its organizations in organizational behaviors, 2nd edition. Controlling stress and self motivating is very important to achieve goals, and when goals are met moral is elevated. Job satisfaction leads to organizational commitment and job performance.
Almost every organization faces some kind of brain drain when an employee leaves the organization. Human resource management and managers have developed many strategies to understand employees and their problems, to improve organizational behaviors by providing trainings to employees related to organizational commitment and engagement, as organizational commitment leads to better job performance and job satisfaction, which leads to better quality of product or service, which leads to more customers and growth in revenue. For an employee, job satisfaction may mean many things like good pay, frequent promotions, enjoyable coworkers, work, authority/status, moral cause, environment, etc (Colquitt et al., 2010). An employee with high job satisfaction will have high positive feeling for the work and organization, and will have high motivation also. When an employee is motivated, attains job satisfaction consecutively performs better. Work related and non-work related stresses have an effect on organizational behavior. An employee has to control stress and reduce the strains caused by stress to take a better judgment and decisions.
Every generation has been demanding something from its people, with time people also became very challenging and people who thrived and succeeded had always been role models for many ambitious leaders. Today’s work place has became more challenging as business is no more concentrating to a small group of people or region, rather businesses are done more globally, across continents targeting wide variant of people. Today’s organizations are facing more competition, has to deliver more quality and quantity for less cost is putting its management and employees on the edge to provide demanding work. Employees who are motivated work hard to meet the goals, when the goals are met their job satisfaction level increases. Last year I was working in a multinational company and their primary business was related to telecommunications and data hauling over optical fiber. Most of my projects and applications are supporting manufacturing and operations of the organizations, whose manufacturing was spread across mainly in USA, China and Thailand. Our team size was ten employees reporting to a manager. Every employee in the team was very happy, enjoyed the work, and took ownership of the project, worked with full commitment. On an average, every employee in the team was with the company for at least 5 years. Senior most employees in the team was working with the same organization for 13 years and youngest was 2 years. Even though every employee was committed to their work, had job satisfaction in various factors, few employees were stressed out and had negative satisfaction with regards to unfair promotions. As few employees felt that the manager was biased and showing favoritism to one of the employee, demoralized employee who were with the company, team for longer time.
Even though every employee was very committed, showed high degree of job performance due to unfair promotions and due to lack of growth opportunity, it demoralized employees, forcing to either quit or underperform or...
References: Colquitt, J.A., Lepine, J.A., & Wesson, M.J. (2009). Organizational behavior: Improving performance and commitment in the workplace (2nd ed.). New York, NY: McGraw-Hill/Irwin
Singh P. & Loncar N. (2010). Pay Satisfaction, Job Satisfaction and Turnover Intent. Department of Relations Industries. 65(3). 20. Retrieved from Business Source Database
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