The Importance of Job Satisfaction, measurement of job satisfaction, Reasons and impact of Job dissatifaction of employees on the organisation

1. SEMINAR BY
Ruokuonuo Glesilda Kesi (1416122)
Rohan Monis (1416120)
Sagar Naik (1416123)

2. WHAT IS JOB SATISFACTION?
• Job satisfaction is the feeling of pleasure and
achievement which an employee experience at
their job, when the work is worth doing, or the
degree to which their works gives them
satisfaction.
• Job satisfaction is the collection of feelings and
beliefs people have about their current jobs.

3. DEFINITION
Job satisfaction is the level of
contentment a person feels regarding
his or her job. This feeling is mainly
based on an individual's perception of
satisfaction.

4. Measuring Job
Satisfaction
• Single Global
• Rating
One question,
such as
“All things
considered,
how satisfied
are you with
your job? ”

5. Measuring Job Satisfaction
• Summation score
Typical element here are the nature of
work, supervision, present pay,
promotion opportunities, and relations
with coworkers.

6. How Satisfied are People in
their Jobs?
70
60
50
40
30
20
10
0
Average Job Satisfaction Levels by Facet
Overall Job
Satisfaction
Team work Compensation
and Benefits
Incentive pay
70 67
40 43

7. How Satisfied are People in
their Jobs?
71% of the Indian employees surveyed
are satisfied with their jobs.
These numbers are 8 percentage points
higher than the Asia-Pacific norms.

8. How Satisfied are People in
their Jobs?
People are on average-satisfied
with their jobs
with the work itself,
with their supervisors
and coworkers
However, they tend to be
less satisfied with their pay and with
promotion opportunities.

9. What causes Job Satisfaction?
 There is strong correspondence between
how well people enjoy the social context of
their workplace and how satisfied they are
overall.
 Interdependence, feedback, social support
and interaction with co-workers are
strongly related to job satisfaction even
after accounting for characteristics of work
itself.

10. What causes Job Satisfaction?
Pay comes up often when people
discuss job satisfaction.
For poor people or people living in poor
countries pay does correlate with job
satisfaction and overall happiness.

12. What causes Job Satisfaction?
Money does motivate people.
But what motivates people is not
necessarily the same as what makes
them happy.
Job satisfaction is not just about job
conditions.
Personality also plays a role.

13. What causes Job Satisfaction?
Research shows that people who have
Positive core self-evaluation (who
believe in their inner worth and basic
competence) are more satisfied with
their jobs than those with negative core
self-evaluation.

14. WHAT HAPPENS WHEN
EMPLOYEES LIKE THEIR
JOBS?

15. When they Dislike their
Jobs?
One theoretical model – the exit-voice-loyalty-
neglect framework is helpful in
understanding dissatisfaction.
The four responses differ along two
dimensions :
Constructive/destructive
Active/ passive

16. Impact of Satisfied and
Dissatisfied Employees on the
Workforce
Active
EXIT VOICE
NEGLECT LOYALTY
Constructive
Passive
Destructive

17. The exit response directs behavior
toward leaving the organization,
including looking for a new position as
well as resigning.
Dissatisfaction expressed through
behavior directed toward leaving the
organization.

18. VOICE
The voice response includes actively
and constructively attempting to improve
conditions, including suggesting
improvements, discussing problems with
superiors, and undertaking some forms
of union activity.
Dissatisfaction expressed through active
and constructive attempts to improve
conditions.

19. The loyalty response means
Passively but optimistically waiting for conditions to
improve
Speaking up for the organization in the face of
external criticism
Trusting the organization and its management to
“do the right thing”.
Dissatisfaction expressed by passively waiting for
conditions to improve.

20. NEGLECT
The neglect response passively allows
conditions to worsen and includes
chronic absenteeism or lateness,
reduced effort, and increased error rate.
Dissatisfaction expressed through
allowing conditions to worsen.

21. Exit and Neglect behaviors encompass our
performance variables such as productivity,
absenteeism, and turnover.
Voice and loyalty encompasses
constructive behavior that allow individuals
to tolerate unpleasant situations or revive
satisfactory working conditions.

22. JOB SATISFACTION AND
JOB PERFORMANCE
• “Happy Workers are Productive Workers”
– Developed in 1930’s & 1940’s
– Result from Hawthorne studies at Western
Electricals
– In 1980’s- relationship between satisfaction and
performance was not particularly high.
– Recently as per review found the correlation
between job satisfaction and performance
moderately strong/
– Satisfaction was a likely cause of better
performance, but higher performance was not a
cause of higher job satisfaction.

23. Satisfaction-Performance relationship is
present in both Individual and
organizations level.
Organizations with more satisfied
employees tend to be more effective
than organizations with fewer.

24. JOB SATIFACTION AND
OCB
Job satisfaction is the major determinant
of an employee’s OCB.
Satisfied employees – Talk positively, help
others and go beyond the call of duty.

25. JOB SATISFACTION AND
CUSTOMER SATISFACTION
Satisfied employees increase
customer satisfaction and loyalty.
Zappos – “Deliver WOW through
service”
2 reports TSA and airline passenger
complaints – argue that low employee
morale was a major factor undermining
passenger satisfaction.
Jet Airways

26. JOB SATISFACTION AND
ABSENTEEISM
There is a consistent
negative relationship
between satisfaction
and absenteeism.
Dissatisfied employees
are more likely to miss work.

27. JOB SATISFACTION AND
TURNOVER
The relationship between job satisfaction
and turnover is stronger than between
satisfaction and absenteeism.
Also affected by alternative job prospects.
Push and Pull
When employees have high “Human
Capital”(high education and high ability),
job dissatisfaction is more likely to translate
into turnover because they have, or
perceive, many available alternatives.

28. JOB SATISFACTION AND
WORKPLACE DEVIANCE
Deviant behavior in the workplace (counter
productive behavior or employee withdrawal).
If employees don’t like their work environment,
they’ll respond somehow.
Behavior is caused. There is always a cause
and effect relationship to a particular behavior.
Employers should attack the source problem –
the dissatisfaction- rather than try to control
the different responses.

29. MANAGERS OFTEN
“DON’T GET IT”
Job satisfaction can affect
the bottom line.
Many managers are unconcerned about
employee job satisfaction.
Others overestimate how satisfied employees
are with their jobs.
Regular surveys reduce gaps between what
managers think employees feel and what they
really feel.
Birla company (survey every 3 months)
Employees feel good about giving their
opinions.