1. Presented By: Rupinder Singh
Job Satisfaction
Presented By:
Rupinder Singh

2. Contents Introduction Concept Of Job Satisfaction
Importance Of Job Satisfaction
How Employees Can Express Dissatisfaction
Theories of Job Satisfaction
Assessment of Job Satisfaction

3. Job Satisfaction
Overall measures of satisfaction may be too broad: current measures address different facets of job satisfaction
Overall job satisfaction rate has remained the same for over 50 years
When people say they are satisfied, they often mean they are not dissatisfied!!

4. Concept Of Job Satisfaction
Job satisfaction is simply how people feel about their jobs and different aspects of their jobs. It is the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs. (Spector, 1997)
An alternative approach is based on the assumption that there are basic and universal human needs, and that, if an individual’s needs are fulfilled in their current situation, then that individual will be happy. This framework postulates that job satisfaction depends on the balance between work-role inputs - such as education, working time, effort - and work-role outputs - wages, fringe benefits, status, working conditions, intrinsic aspects of the job. If work-role outputs (‘pleasures’) increase relative to work-role inputs (‘pains’), then job satisfaction will increase.

5. Determinants of Job Satisfaction
4. Supervision
5. Coworkers
6. Attitude
toward work
2. Pay
3. Growth and
upward
mobility
1. The work
itself

6. Personal Characteristics and Job Satisfaction
Age: in general, increases with age
Malcontents have stopped working
Older workers have greater chance of fulfillment
Gender: inconclusive results
Race: whites are happier
Cognitive Ability: slight negative relationship between level of education and satisfaction

7. Personal Characteristics, Cont.
Use of Skills
Job Congruence
Personality: less alienation and internal locus of control lead to higher satisfaction
Occupational Level: the higher the status level the greater the satisfaction

8. Importance Of Job Satisfaction
Investigated by several disciplines such as psychology, sociology, economics and management sciences, job satisfaction is a frequently studied subject in work and organisational literature.
This is mainly due to the fact that many experts believe that job satisfaction trends can affect labour market behaviour and influence work productivity, work effort, employee absenteeism and staff turnover.
Moreover, job satisfaction is considered a strong predictor of overall individual well-being, as well as a good predictor of intentions or decisions of employees to leave a job.

9. Job Satisfaction Measuring Job Satisfaction
Single global rating
Summation score
How Satisfied Are People in Their Jobs?
Job satisfaction declined to 50.4% in 2010 from 52.1% in 2001.
Decline attributed to:
Pressures to increase productivity and meet tighter deadlines
Less control over work

10. How Employees Can Express Dissatisfaction
Exit
Behavior directed toward leaving the organization.
Voice
Active and constructive attempts to improve conditions.
Loyalty
Passively waiting for conditions to improve.
Neglect
Allowing conditions to worsen.

11. Responses to Job Dissatisfaction
Source: “When Bureaucrats Get the Blues,” Journal of Applied Social Psychology.

12. The Effect of Job Satisfaction on Employee Performance
Satisfaction and Productivity
Satisfied workers aren’t necessarily more productive.
Worker productivity is higher in organizations with more satisfied workers.
Satisfaction and Absenteeism
Satisfied employees have fewer avoidable absences.
Satisfaction and Turnover
Satisfied employees are less likely to quit.
Organizations take actions to retain high performers and to weed out lower performers.

13. Job Satisfaction and OCB
Satisfaction and Organizational Citizenship Behavior (OCB)
Satisfied employees who feel fairly treated by and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectations of their job.

14. Job Satisfaction and Customer Satisfaction
Satisfied employees increase customer satisfaction because:
They are more friendly, upbeat, and responsive.
They are less likely to turnover which helps build long-term customer relationships.
They are experienced.
Dissatisfied customers increase employee job dissatisfaction.

15. Low Satisfaction and Job Behavior
Absenteeism: any given day 16-20% of workers miss work. Costs businesses $30 billion dollars a year
Younger have higher absence rates
Rates are influenced by economic conditions
Turnover: Not always a bad thing!
Functional Turnover: when bad workers leave
Dysfunctional Turnover

16. Theories of Job Satisfaction
Each theory of job satisfaction takes into account one or more of the four main determinants of job satisfaction and specifies, in more detail, what causes one worker to be satisfied with a job and another to be dissatisfied.
Influential theories of job satisfaction include
The Facet Model
Herzberg’s Motivator-Hygiene Theory
The Discrepancy Model
The Steady-State Theory
These different theoretical approaches should be viewed as complementary.

17. The Facet Model
Focuses primarily on work situation factors by breaking a job into its component elements, or job facets, and looking at how satisfied workers are with each.
A worker’s overall job satisfaction is determined by summing his or her satisfaction with each facet of the job.
Job facets:
Ability utilization: the extent to which the job allows one to use one’s abilities.
Activity: being able to keep busy on the job.
Human relations supervision: the interpersonal skills of one’s boss.

18. Average Job Satisfaction Levels by Facets
Overall (78 %)
Work Itself (76 %)
Coworkers (70 %)
Supervision (66 %)
Pay (58 %)
Promotion (20 %)

19. Hertzberg’s Motivator-Hygiene Theory
Every worker has two sets of needs or requirements: motivator needs and hygiene needs.
Motivator needs are associated with the actual work itself and how challenging it is.
Facets: interesting work, autonomy, responsibility
Hygiene needs are associated with the physical and psychological context in which the work is performed.
Facets: physical working conditions, pay, security

20. Hertzberg’s Motivator-Hygiene Theory
Hypothesized relationships between motivator needs, hygiene needs, and job satisfaction:
When motivator needs are met, workers will be satisfied; when these needs are not met, workers will not be satisfied.
When hygiene needs are met, workers will not be dissatisfied; when these needs are not met, workers will be dissatisfied.

22. The Discrepancy Model
To determine how satisfied they are with their jobs, workers compare their job to some “ideal job.” This “ideal job” could be
What one thinks the job should be like
What one expected the job to be like
What one wants from a job
What one’s former job was like
Can be used in combination with the Facet Model.

23. The Steady State Theory
Each worker has a typical or characteristic level of job satisfaction, called the steady state or equilibrium level.
Different situational factors or events at work may move a worker temporarily from this steady state, but the worker will eventually return to his or her equilibrium level.

26. Assessment of Job Satisfaction
Job Descriptive Index
work
pay
promotion opportunities
supervision
coworkers
Minnesota Satisfaction Questionnaire
intrinsic satisfaction
extrinsic satisfaction
Job in General Scale
similar to JDI, but measures global job satisfaction

27. Advice to Managers
Realize that some workers are going to be more satisfied than others with the same job simply because they have different personalities and work values. Also realize that you can take steps to increase levels of job satisfaction because it is determined not only by personality but also by the work situation.
Try to place newcomers in work groups whose members are satisfied with their jobs.
Ask workers what facets of their jobs are important to them, and do what you can to ensure that they are satisfied with these facets.
Because job satisfaction has the potential to impact workers’ behaviors in organizations and their well-being, use existing measurement scales to periodically survey your subordinates’ levels of job satisfaction. When levels of job satisfaction are low, follow the advice in the preceding step.
Recognize that workers’ evaluations of job facets, not what you think about them, determine how satisfied workers are and that changing some facets may have longer-lasting effects on job satisfaction than changing others.

28. Managers Can Create Satisfied Employees
Mentally Challenging Work
Equitable Rewards
Supportive Working Conditions
Supportive Colleagues

29. Job Satisfaction In Different Countries
Source: Society for Human Resource Management (

30. Yearly Average Job-Satisfaction Levels: Public and Private Sector Workers in India
Mean Job Satisfaction Public
Mean Job Satisfaction Private
2001
5.66 (1.39)
5.43 (1.56)
2002
5.61 (1.28)
5.46 (1.40)
2003
5.51 (1.32)
5.41 (1.38)
2004
5.44 (1.37)
5.35 (1.41)
2005
5.47 (1.30)
5.33 (1.39)
2006
5.46 (1.28)
5.38 (1.34)
2007
5.50 (1.25)
5.43 (1.32)

31. Job Satisfaction in the USA
2005
2006
2007
2008
2009
2010
Very satisfied 49 46 48
Moderately satisfied 38 40 39
A little dissatisfied 10 9 11
Very dissatisfied 3 2 4

32. Source: International Social Survey Programme (ISSP), 2007

38. Thank You