Attempting to understand the nature of job satisfaction and its effects on work performance is not easy. For at least 50 years industrial/organizational psychologists have been wrestling with the question of the relationship between job satisfaction and job performance. Researchers have put a considerable amount of effort into attempts to demonstrate that the two are positively related in a particular fashion: a happy worker is a good worker. Although this sounds like a very appealing idea‚ the results
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The major causes of job satisfaction‚ how does job satisfaction impact productivity‚ absenteeism and turnover and how employee satisfaction is related to customer satisfaction in organizations. Job satisfaction is described as a positive feeling about a job resulting from an evaluation of its characteristic (Essentials of Organizational Behavior 10 edition‚ Stephen Robbins/Timothy Judge). According to Locke and Lathan (1976) the definition of job satisfaction is a pleasurable or positive emotional
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the efforts. They implemented the BlueBin system. * Kristiina Hyrka¨s and Denise Dende. (2009). Journal of Nursing Management. Perspectives on nursing job satisfaction‚ the work environment and burnout‚ Apr2009‚ Vol. 17 Issue 3‚ p267-268. 2p. A Series of articles compiled into one. This article presents several examples of Job satisfaction and the burnout syndrome. * John R. Schermerhorn (2012). Organizational Behavior 12th Edition‚ Ch.5‚ p103-107 and Ch. 6‚ p122-124 2. The Organization
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What is Job Satisfaction? 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. Job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect emotion‚beliefs and behaviours.This definition suggests that we form attitudes towards our jobs by taking into account our feelings‚ our
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Employee Involvement Programs at MOBILINK MOBILINK recognises individual differences Mobilink believes that Employees have different needs. Do not treat them all alike. Mobilink spend the time necessary to understand what is important to each employee. This will allow mobilink employee to individualize goals‚ level of involvement‚ and rewards to align with individual needs. Recognising External Factors along with Internal Factors The managers and employees at Mobilink agrees that
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Outline the three theoretical approaches discussed in the text. What image is held of each? What core questions does each approach ask? Which of the three approaches strikes you as the most useful? Why? Approaches 1. Structural-functional approach * Sees society as complex system * Promotes solidarity and stability * Macro-level orientation * Social structure * Social functions * Manifest functions * Latent functions * Social dysfunction * What makes society
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116 CHAPTER- IV SECTION-I JOB SATISFACTION 4.1 INTRODUCTION Human Resource Management is considered to be the most valuable asset in any organization. It is the sum-total of inherent abilities‚ acquired knowledge and skills represented by the talents and aptitudes of the employed persons who comprise of executives‚ supervisors‚ and the rank and file employees. It may be noted here that human resources should be utilized to the maximum possible extent‚ in order to achieve individual
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Theoretical Essay The Three Theoretical Approaches 22.04.08 Introduction In this essay I have looked at the three theoretical approaches‚ The Person Centred‚ The Psychodynamic and The Cognitive Behaviourist approaches. I have done this through the theoretical knowledge gained in class and through my own personal research‚ triad/diad practice and my personal life and experiences and how they relate to the theory. I have taken each theory‚ and the knowledge I have gained‚ and how this relates
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[pic] IMPACT OF DEMOGRAPHIC FACTORS ON JOB SATISFACTION OF LECTURERS OF BUSINESS MANAGEMENT FACULTY OF UiTM (PERAK) AZMAWANIE BINTI AZMI NURLIYANA BINTI CHE ANOUR SARAH BINTI IDILFITRI SITI NUR FATIMAH BINTI MANAP FACULTY OF BUSINESS MANAGEMENT DATE OF SUBMISSION: JULY 2013 ACKNOWLEDGMENT Our thanks go firstly to our beloved lecturer‚ Dr Hayati bin Jalal for all her words of wisdom‚ continuous support and encouragement for us
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looking for another employee who can temporarily fill-in the duty hours of the absentee. With such a background‚ the researchers decided to come up with this study to evaluate and identify the reasons why absenteeism is high among BPO employees. Theoretical Background This study is mainly focused on theories and concepts regarding absenteeism among employees. According to the book written by S. Philbeam and M. Corbridge‚ “Absence from work cannot be eliminated‚ nor would this be a desirable aim‚
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