2. Topics
What is Job Satisfaction?
Work Values.
Work Attitudes.
Theories of Job satisfaction.
Potential Consequences of Job
satisfaction.
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3. What is Job satisfaction?
Job satisfaction has been defined as a
pleasurable emotional state resulting
from the appraisal of one’s job or job
experiences.
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4. Work Values
A worker’s personal conviction about what
outcomes one should expect from his works
and how one should behave at work.
The most general and long-lasting feelings
and beliefs people have that contribute to
how they experience work.
Values can be intrinsic (i.e., related to the
nature of work itself) or extrinsic (i.e.,
related to the consequences of work).
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5. Intrinsic vs. Extrinsic Work Values
Intrinsic Values
Interesting work
Challenging work
Learning new things
Making important
contributions
Responsibility and
autonomy
Being creative
Extrinsic Values
High pay
Job security
Job benefits
Status in wider
community
Social contacts
Time with family
Time for hobbies
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6. Work Attitudes
Collections of feelings, beliefs, and thoughts
about how to behave that people currently
hold about their jobs and organizations.
Compared to values, attitudes are
◦ More specific
◦ Not as long lasting
Specific work attitudes:
◦ Job satisfaction is the collection of feelings and
beliefs that people have about their current jobs.
◦ Organizational commitment is the collection of
feelings and beliefs that people have about their
organizations as a whole.
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9. 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.12 June 2013
10. 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.
Sample 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.
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11. Herzberg’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.
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12. Herzberg’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,12 June 2013
13. 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. 12 June 2013
14. 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.
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16. Potential Consequences
of Job Satisfaction
Performance: Satisfied workers are only slightly
more likely to perform at a higher level than
dissatisfied workers.
◦ Satisfaction is most likely to affect work behaviors when
workers are free to vary their behaviors and when a
worker’s attitude is relevant to the behavior in question.
Absenteeism: Satisfied workers are only slightly
less likely to be absent than dissatisfied workers.
Turnover: Satisfied workers are less likely to
leave the organization than dissatisfied workers.
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17. Determinants of Absence from Work
Motivation
to Attend Work
is Affected by
Job satisfaction
Organization’s
absence policy
Other factors
Ability
to Attend Work
is Affected by
Illness and
accidents
Transportation
problems
Family
responsibilities
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18. Potential Consequences
of Job Satisfaction
Organizational citizenship behavior (OCB):
Satisfied workers are more likely to engage in
this behavior than dissatisfied workers.
◦ OCB: Behavior that is above and beyond the call
of duty but is nonetheless necessary for
organizational survival and effectiveness
Helping coworkers, spreading goodwill
Worker well-being: Satisfied workers are
more likely to have strong well-being than
dissatisfied workers.
◦ Worker well-being: How happy, healthy, and
prosperous workers are
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19. Advice to Managers
Do not assume that poor performers are dissatisfied with their jobs
or that good performers are satisfied with their jobs.
Do not assume that workers who are absent are dissatisfied or that
they were not motivated to come to work. Absence is also a
function of ability to attend.
Manage absenteeism. Don’t try to eliminate it, and keep in mind
that a certain level of absence is often functional for workers and
organizations.
Realize that turnover has both costs and benefits for an
organization and that you need to evaluate both. In particular,
before becoming concerned about worker turnover, examine the
performance levels of those who quit.
If workers do only what they are told and rarely, if ever, exhibit
organizational citizenship behavior, measure their levels of job
satisfaction, identify the job facets they are dissatisfied with, and
make changes where possible.
Even if job satisfaction does not seem to have an effect on
important behaviors in your organization, keep in mind that it is an
important factor in worker well-being.
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