JOB SATISFACTION

Job satisfaction is a worker's sense of achievement and success on the job. It is generally perceived to be directly linked to productivity as well as to personal well-being. Job satisfaction implies doing a job one enjoys, doing it well, and being rewarded for one's efforts. Job satisfaction further implies enthusiasm and happiness with one's work. Job satisfaction is the key ingredient that leads to recognition, income, promotion, and the achievement of other goals that lead to a feeling of fulfillment.

WHAT WORKERS NEED IN JOB SATISFACTION

Major specifics of what workers need in job satisfaction include self-esteem and identity. A significant portion of job satisfaction often comes just from the sheer fact of being employed. If work creates positive features about being employed, unemployment almost invariably lowers self-worth. Genuine job satisfaction comes from a feeling of security whereby one's performance is judged objectively by the quality of work performance rather than artificial criteria such as being related to highly placed executives or to relatives in the firm. Yet at the same time, monotonous jobs can almost shatter a worker's initiative and enthusiasm. Employees have definite needs that they feel are essential to activate as they spend their working hours and years expending their efforts on behalf of their employers.

IMPORTANCE TO BOTH WORKER AND ORGANIZATION

For the organization, high levels of job satisfaction of its workers strongly suggest a workforce that is motivated and committed to high-quality performance. Increased productivity—quantity and quality of output per hour worked—would seem to be almost an automatic by-product of improved quality of workmanship. It is important to note, however, that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. Studies dating back to Frederick Herzberg's (1957) have shown surprisingly only a low correlation between high morale and high productivity. But this is contrary to easily formed logic that satisfied workers tend to add more value to an organization.

Unhappy employees, motivated by fear of job loss, will give 100 percent of their effort for a while, but not for very long. Though fear is a powerful motivator, it is also a temporary one. As soon the threat is lifted, the performance declines.

Tangible ways in which job satisfaction benefits the organization include reduction in complaints and grievances, absenteeism, turnover, and termination, as well as improved punctuality and worker morale. Job satisfaction also appears to be linked to a healthier workforce and has been found to be quite a good indicator of longevity. Although only low correlation has been found between job satisfaction and productivity, some employers have found that satisfying or "delighting" employees is a prerequisite to satisfying or delighting customers, thus protecting the "bottom line." No wonder Andrew Carnegie is quoted as saying: "Take away my people and soon grass will grow on the factory floors. Take away my factories, but leave my people, and soon we will have a new and better factory" (quoted in Brown, 1996, p. 123). Job satisfaction and occupational success can result not only in job satisfaction but also in complete personal satisfaction.

PROMOTING JOB SATISFACTION

Job satisfaction does not come automatically to business organizations. In a broad sense, the job satisfaction program needs to exist and should have activities carefully designed to achieve the intended job satisfaction goals. It must be an action program. And it should be carefully monitored to ensure that changes are periodically made as needed.

Most large organizations now include human resource departments within their management structure. At one time human resource departments were limited to handling the acquisition of new workers. Today, however, many human resource programs take the worthwhile initiative of helping to develop complete programs of personnel practices, such as conducting research on current wage structures.

Most human resource departments learn about employees through interviews, administration of insurance policies, study of legislation that deals with workers, and participation in decisions that affect employees' jobs. These activities must be carefully designed to concentrate in a positive manner on job satisfaction so that employees feel that all the personnel activity is for their benefit.

A primary reason for the emergence of labor unions during the early 1920s was to develop safety measures for working conditions and equipment. Throughout the years labor unions appear to have played an uncertain role in achieving job satisfaction. In some cases, employees join labor unions primarily because they are the only organizations that bring health insurance benefits and increased legal benefits. Sometimes union members get better vacation and retirement benefits than do nonunion members.

ADDITIONAL FACTORS RELATING TO JOB SATISFACTION

When considering job satisfaction, probably the most important point to bear in mind is that many factors that affect it. What makes workers happy with their jobs varies from worker to worker and from day to day. Apart from the factors previously mentioned, job satisfaction is influenced by the employee's personal characteristics, the manager's personal characteristics and management style, and the nature of the work itself. Managers who want to maintain high levels of satisfaction in the workforce must understand the needs of each member of the workforce.

JOB ENRICHMENT

Managers who are serious about the job satisfaction of workers can also take other deliberate steps in increasing a stimulating work environment. One such step is job enrichment, a deliberate grading of responsibility, scope, and challenge in the work itself. Job enrichment usually includes increased responsibility, recognition, and more opportunities for growth, learning, and achievement. Large companies that have used job enrichment include IBM and DaimlerChrysler.

STEPS TO ACHIEVING JOB SATISFACTION

What are the elements of jobs that increase job satisfaction? Organizations can help to increase job satisfaction by putting systems in place that will ensure that workers are being rewarded for being successful. Arthur P. Brief wrote: "If a person's work is interesting, the pay is fair, the promotional opportunities, and the supervisor is supportive, and the coworkers are friendly, then employees will be satisfied" (1999).

The following list of suggestions may contribute to job satisfaction:

• Flexible work arrangements, possibly including telecommuting
• Training and other professional growth opportunities
• Interesting work that offers variety and challenge and allows the workers to put their "signature" on the finished product
• Opportunities to use one's talents and to be creative
• Opportunities to take responsibilities and direct one's own work
• A stable, secure work environment that includes job security and continuity
• An environment in which workers are supported by an accessible supervisor who provides timely feedback as well as congenial team members
• Flexible benefits, such as child-care and exercise facilities
• Up-to-date technology
• Quality health insurance

If the pleasures associated with one's job outweigh the pains, there is some level of job satisfaction.

see also Management/Leadership Styles ; Motivation

bibliography

Brief, Arthur P. (1999). Attitudes in and around organizations. Thousand Oaks, CA: Sage.

Brown, Mark G. (1996). Keeping score: Using the right metrics to drive world-class performance. New York: Quality Resources.

Daft, Richard L. (2005). Management (7th ed.). Mason, OH: Thomson South-Western.

Herzberg, Frederick, Mausner, B., Peterson, R. O., et al. (1957). Job attitudes: Review of research and opinion. Pittsburgh: Psychological Service of Pittsburgh.

Sirota, D., Mischkind, L. A., & Meltzer, M. I. (2005). The enthusiastic employee: how companies profit by giving workers what they want. Indianapolis, IN: Wharton School Pub.

G. W. Maxwell

job satisfaction This is conventionally measured in interview surveys by asking a question along the lines of ‘How happy are you, overall, with your job?’, with 80–90 per cent of adults in industrial societies routinely responding that they are ‘satisfied’. Dissatisfaction is more often voiced in relation to specific aspects of a job, such as pay, promotion prospects, or conveniently flexible hours of work. Although job dissatisfaction, as defined by the standard question, is rare, research shows that it is closely associated with worker behaviour such as absence from work, job change, and labour turnover. See also WORK, SUBJECTIVE EXPERIENCE OF.