Levels of Job Satisfaction - Essay Example

?If you want your employees at soaring levels, you must create high levels job satisfaction: Discuss Introduction The relationship between happiness about the assigned task and the satisfaction after the accomplishment of the task is doubtlessly the most relevant aspect for consideration in the performance analysis of employees. There are several factors that relate to the aspect of job satisfaction, which is required for the assurance of continuous service of an individual with boundless commitment to work for the growth of the organization he works for. The concept of job satisfaction is a vital element involved in the management of every organization as the leadership factors in the operation of the employment sector are highly influential of ethical, spiritual and emotional concerns of the stakeholders of the business. Since the organizational set up of every collective human effort requires meeting the needs of the workforce, factors other than monetary benefits are of prime importance in the successful implementation of management plans. This essay focuses on a comprehensive evaluation of job satisfaction as a relationship with performance enhancement in workplaces from the perspectives of both employees and employers. According to studies, job satisfaction is related to a number of factors ranging from job productivity, stress levels, retention, absenteeism, and overall quality of life. To illustrate, according to the study by Colquitt et al (2011), satisfied workers are less prone to accidents at the workplace as compared to dissatisfied workers. Thus, the scholars managed to prove that accidents at the workplace are very closely linked to job satisfaction levels of the employees. Also, the study revealed that the connection can be the other way too. That means if there are less numbers of accidents at a workplace, the employees tend to be more satisfied. Job Satisfaction and Performance Enhancement The more analytical as one goes with the experimental angle of job satisfaction, it becomes a point to remember that the neoclassical utilitarian approach in the community life demands higher amount of moral and emotional stability apart from the financial security for better performance. The economic angle of the organization is secured only with the continuous effort of the entire workforce with their result oriented attempt. Some studies related to the performance evaluation (Motowildo & Scotter, 1994) refers to the fact that behavioral patterns of the employees are the prime factors considered for the performance appraisal for comparative evaluation of the economic value of the work with the happiness of employees. Hence, it becomes a prime requirement of the business to keep the regular attendance of the employees. In a social point of view, the regularity of employees at workplace is a managerial achievement possible only with the right motivation and continuous appreciation of inter-personal relationships. A grownup individual is normally bound to several expectations at workplace and the community where he belongs to in various ways. The paramount ones among those expectations is the consistency to stay with the chosen career and the financial stability of the employee by doing the job. Some observations also reveal the factors supporting to the co-existence of the two elements – performance volume and job satisfaction – as a relationship with executive trials of the employers in meeting self-esteem needs of the workforce through the reduced implications of work pressure and reciprocal approach; and the new mechanism for implementing these factors based on interim meta analyses meant for ascertaining the satisfaction levels of employees (Lapierre & Hackett2007). Evidently, most people are driven by the passionate feelings of love, respect, care and attention; these emotional factors usually reflect in the individualized performance patterns each day. In this regard, a badly tuned emotional treatment perceived by the individual can result in his inferior performance at workplace. Modern management experts are of the opinion that the provision for recreation at workplace is the best way to keep the young employee attendance regular in large organizations. However, the preferences for non-monetary benefits from the work are estimated to vary significantly with changes in age, place of residence and position occupied by the individual in the organization as well as the society. As a phenomenal act, employees choose to work in a place in which they feel comfortable; the meaning of comfort in their view is a completely secured situation where most of their demands are met. Their demands are the basic things the management to focus on, because, the negligence in dealing with their spiritual requirements can directly reflect in decreasing productivity and the failure to meet targeted assignments thereby. When the overall working conditions are relatively satisfactory, employees are sure to promote harmony among them and the resultant factor will be continuous co-operation which is required for contextual performance. A gradual evaluation of the positive merits and efforts of employees are observed closely by the employers and they will be happy to announce a pay-hike in the later stages. As a result of this possible satisfaction, the employees will remain constantly committed to the organization. According to a study, “employees with high levels of organizational commitment are more work-oriented than other employees.” (Scotter, 2000, p. 5). Yet another important point is the relation between satisfaction and job efficiency. To illustrate, the study by Iaffaldano and Muchinsky (1985) has shown adequate evidence to believe that satisfied workers perform better than their unsatisfied counterparts. That means, a satisfied employee gets better adjusted to the workplace, to the work in hand, and the social and emotional areas of the workplace. That means, there is less friction between the employee’s self and these various factors. Thus there is better functioning and more productivity. Also, the study throws light into the fact that when these factors are running smoothly, there is better social, emotional, and domestic life for the employee. Another area that is explored by researchers is the relation between job satisfaction and absenteeism. Judge (2001) looked into the effect of job satisfaction on levels of absenteeism in organizations. Through the observation, the scholar managed to prove that absenteeism shows some connection with the ladder of hierarchy in an organization. That means, the senior level employees and managers show less absenteeism. As one goes down the ladder to the position of supervisors, there is a considerable rise in absenteeism and the levels of absenteeism is the highest among technical workers. When the reasons are searched out, it is found that managers and other people at the top of the hierarchy are generally more satisfied with their jobs than the people below them are. That means, there is a link between job satisfaction n and absenteeism. The explanation for this phenomenon can be as follows. A satisfied worker has a positive attitude towards his work. As a result, the employees find s it a good feeling to be at work. That means, an employee who is satisfied with his work will try to avoid being absent. On the other hand, the ones who are not satisfied with their work will find it a good feeling to be away from their work. This will be reflected in the form of absenteeism. The study by Snipes, et al (2005) reveals that job satisfaction is a very important factor in improving service quality. This is so because the study that took 8667 customers and 351 employees from higher education industry found that the employees who feel satisfied with their jobs manage to provide higher levels of customer satisfaction. However, this much of information is not sufficient to reach the conclusion that employee satisfaction is linked to higher productivity. This is so because the link between employee satisfaction and productivity are not yet clear. To illustrate, according to people like Spector (2006), there are paradoxes like the Apple where the employees were not so happy working under the dictatorship of Steve Jobs. Even though Steve Jobs depended on the traditional Great Man like leadership, the company soared to success. This is in stark contradiction with the modern concepts of situational and behavioral leadership. Adding fuel to the fire, the study by Vroom (1964) has reported an average correlation of 0.14 between job satisfaction and work performance. Similarly, the study by Iaffaldano & Muchinsky (1985) came up with the finding that the correlation is, in fact, 0.15. A more recent addition to this argument came from Time Judge et al (2001) which took the correlation up to 0.30. However, the studies make the strong argument that there is little connection between job satisfaction and work performance. Admittedly, this view is supported by a number of eminent figures in the field. To illustrate, Peccei (2004) reveals that based on the data from the 1998 British Workplace Employee Relation Survey, the HR policies adopted by organizations have a direct and considerable impact on the wellbeing of the employees, and this impact tends to be positive. However, the impact of such HR policies aimed at improving employee satisfaction on employee performance is not as simple or direct as most literature works point out. This is so because the practices that are usually suggested by scholars to create a happy workplace are far too different from the ones which are suggested to create a high-performing workplace. As far as this contradiction remains in the area of HR literature, it is not possible to conclusively argue that happy workplace is directly linked to high performance (ibid). Thus, one reaches the conclusion that employee satisfaction and work performance are not as patently connected as many scholars might argue. On the other hand, employee satisfaction might lead to higher levels of contextual performance like positive work behaviors (Harter, et al, 2010). However, even if it is so, it becomes possible to argue that better attitudes are reflected in the form of better job performance, even though contextual. Though there are strong arguments on both the sides makes the issue rather troublesome, there is adequate evidence to show that happy workplace policies have a direct and positive impact on the wellbeing of employees. In fact, it becomes necessary to take a recourse into the issue through psychological literature rather than through management ones. The Economist dated July 2010 contained an article that pointed out that wellness programs have already become a necessary part of many American companies. Such programs include smoking sessions, fitness programs, gyms, canteens, mental health programs, and so on and on. It is pointed out that such programs are based on the finding that slightly less than 40% of the health related issues reported by employees have their roots in psychological issues. From the points, it becomes evident that though the direct link between job satisfaction and productivity has not been well-established, there is a visible link between job satisfaction and employee wellbeing. Also, it is easy to argue that the feeling of wellbeing is directly linked to work performance. Thus, despite the complexity of the delicate-at first sight issue, People like Sattler and Mullen argue that it is necessary for organizations to introduce measures to improve job satisfaction. Some suggestions made by the scholars to improve the situation are clarifying responsibilities and setting goals, providing effective training, teaching time management, using participatory management, reducing red tape and bureaucracy, and modifying behaviors as necessary. Clarifying responsibilities and setting goals means enabling a person to clearly understand his or her role and responsibilities. While removing role ambiguity, it is necessary to remind the employees that they also are supposed to act as a part of the team. Also, while setting goals, it is necessary to ensure that the goals are achievable and short-term. The second point is providing effective training. This involves having a specific and effective training program which is well-linked to the actual work context. Also, the trainers should be well-experienced and interested in the work. Training should also include hands-on practice and positive and immediate feedback. One important factor in ensuring employee satisfaction is to promote participatory management. The term ‘participative management’ means to develop the feeling of shared goals in all employees throughout the hierarchy. This involves giving the employees a chance to contribute positively towards mission statement, policies and procedures and determining remuneration. Yet another vital point is the removal of red-tape. This involves reviewing policies and procedures in order to identify and remove unwanted and time-consuming paperwork. Thus, by simplifying procedures, it is possible to enhance satisfaction and productivity. The last point is modifying behaviors as necessary. This involves developing such behaviors through recognition, praise and rewards. It is necessary to ensure that the employees are not reprimanded publicly, and if there is reprimanding, it is necessary to ensure that the same is focused on the issue in hand. Supporting this view, the European Working Conditions Observatory comes up with the observation that while working time flexibility is linked to increased job satisfaction, overtime work has a negative correlation with job satisfaction. Another point as evidenced by the study is that there is a relationship between satisfaction with working conditions and work-live balance. It is observed that in Bulgaria, 85% of the respondents who had good work-life balance were satisfied with the working conditions too. However, only 53% of those who reported poor work-life balance were satisfied with their working conditions. That means, good working conditions leads to good social life and vice versa. Supporting this observation Bornschein et al (2006) conducted a survey among the physicians in Munich in order to understand the relation between working hours and satisfaction. The 2004 study surveyed nearly 2450 physicians and reached the conclusion that many physicians were not satisfied with their job and the primary reason was the burden of long working hours. Conclusion In the present context of excessive competition and increasing tendency of inconsistency of employees, organizational managements have to identify the needs of their workforce and take necessary actions to eliminate the chances of loss as far as possible. Since the operational management is a collective effort of the human elements associated with the organization, it is essential to see that the self esteem needs of the employees are given prime consideration. Also, while knowing that the continuous employment of the human resource to the productive areas is the most essential requirement of the successful management of the organization, every possible effort should be made to ensure the existence of job satisfaction for increased performance level of the employees. References Bornschein et al . 2006. Working hours and job satisfaction among physicians in hospitals and general practice in Munich. Results of an anonymous questionnaire. U.S. National Library of Medicine, 68(8-9):535-44. Colquitt, JA, LePine, JA & Wesson, MJ., 2011. Organizational Behavior: Improving Performance and Commitment in the Workplace. New York: McGraw-Hill Irwin. Harter, J. K et al 2010. Casual impact of employee work perceptions on the bottom line of organizations. Perspectives on Psychological Science, 5(4), 379. Iaffaldano, MT & Muchinsky, PM., 1985. Job satisfaction and job performance: A meta-analysis, Psychological Bulletin, 97(2), pp.251-273. Judge, TA, Thoresen, CJ, Bono, JE & Patton, GK., 2001. The job satisfaction-job performance relationship: A qualitative and quantitative review. Psychological Bulletin, 127(3), pp. 376-407. Lapierre, LM & Hackett, RD., 2007. Trait conscientiousness, leader-member exchange, job satisfaction and organizational citizenship behavior: A test of an integrative model, Journal of Occupational and Organizational Psychology, 80, pp. 539-554. Motowidlo, SJ & Van Scotter, JR., 1994. Evidences that task performance should be distinguished from contextual performance. Journal of Applied Psychology, 79(4), pp. 475-480. Peccei, R. 2004. Human Resource Management and the search for the happy workplace. Inaugural Addresses Research in Management Series: Erasmus Research Institute of Management. [online] http://publishing.eur.nl/ir/repub/asset/1108/EIA-2004-021-ORG.pdf, 0-0 [Accessed 11 April 2012]. Spector, PE., 2006. Industrial and Organizational Psychology: Research and Practice, Hoboken, NJ: John Wiley & Sons, Ins. Snipes, R L et al. 2005. The effects of specific job satisfaction facets on customer perceptions of service quality: an employee-level analysis. Journal of Business Research, 58 (10),pp.1330–1339. Van Scotter, JR., 2000. Relationship of task performance and contextual performance with turnover, job satisfaction; and affective commitment, Human Resource Management Review, 10(1), pp. 79-95. Read More