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Variables of job satisfaction
Variables of job satisfaction
Variables of job satisfaction
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This research was conducted to assess the relationship between selected demographics, job mastery, and job satisfaction. A total 6,902 participants were gathered from the telephone and Internet provider BellSouth. A significant relationship was found between age and job satisfaction. Job satisfaction was also significantly correlated with years spent with the company. Significant differences were found between gender and job satisfaction, as well as level of education and job satisfaction. These findings suggest that as age and years spent with the company increase job satisfaction also increases and job satisfaction may depend upon the level of education of the employee.
The Relationship between Specific Demographic Variables, Job Mastery, and Job Satisfaction
Job satisfaction serves as important factor in improving not only the general happiness of employees, but also enhancing the work performance. For these reasons, psychologists and employers alike have studied the factors that may effect overall job satisfaction among employees. For example, previous research has found a negative significant relationship between social stressors and job satisfaction (Harris, Harvey, & Kacmar, 2009). This research signified that as the social stressors of employment decreased the job satisfaction of the employee increased. Although this research was beneficial in the implication of increasing job satisfaction of employees, previous research in evaluating other factors effecting job satisfaction has not been as successful. Previous research evaluating the relationship between specific demographic factors and job satisfaction has been inconclusive (Scott, Swortzel, & Taylor, 2005). However, Harris et al. (2009) ...
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... week, so that all employees would have a chance to complete the survey and the data could not be linked to the shift that the employee worked.
Results
Frequencies were preformed on call waiting, caller id, Internet, and multiple lines. Results indicated that 58.40% of employees did not own multiple telephone lines and 41.60% of employees did own multiple lines. Similar results were found for caller id and call waiting. Frequencies revealed that 48.40% of employees did not own caller id’s and 51.6% of employees did own caller id’s. Frequencies also indicated that 49.10% of employees did not have call waiting and 50.90% did have call waiting. The most surprising information provided by frequencies was the lack of employees who had Internet. Results indicated that only 26.10% of BellSouth employees had Internet, while 70.00% of employees did not have Internet.
Comcast Corporation is a company that specializes in cable networking and high speed internet access for residential and commercial customers. “Comcast Creates More Than 5,500 New Jobs as Part of Multi-Year Customer Experience Transformation” (Comcast.com, 2015). I spent a total of three years working for them in a call center atmosphere before relocating my family. This job was one of my most memorable and enjoyable mainly because they followed the management practices which allowed everyone to function efficiently. Nominally “The primary function for most call centers, also known as ‘inbound’ call centers, is to receive telephone calls initiated by customers. Inbound call centers typically spend 60–80% of their budget on staff members who handle phone calls” (der Horst, et al., 2012, 435). My days were spent with between eight to twelve hours a day attached to a desk and phone system monitoring all aspects of job performance. Comcast “today announced a new, multi-year plan to reinvent the customer experience and to create a culture focused on exceeding customers’ expectations, at all levels of the company. The plan centers on looking at every decision through a customer lens and making measureable changes and improvements across the company” ...
Some of the things that companies could do to improve job satisfaction for example, would be to identify when an employee is bored on the job, address it, obtain feedback from the employee for ideas to make their job more interesting and challenging. This would allow a leader to assist this individual in designing different ways to perform duties or depending on individual’s future career goals and performance level, may need more responsibility or promotion in order for the employee to maintain job satisfaction and retention with t...
Based off of the gratification an individual contains towards their work, job satisfaction is a key. The productivity could either be positive or negative, while the relationship between the productivity and satisfaction may not be consistent. There are multiple internal and external factors in job satisfaction that can impact the behavior of an employee and engagement over time. The way the worker’s attitude concerning their field affects the performance they perform on a daily basis. One who is satisfied with the job they do, succeeds at what they do.
Everyone deals with these demands differently, affecting the employee’s quality of life and job satisfaction. Though the job and office types and locations have changed over the years, the need for job satisfaction has not. In today’s economy, the job is not as stable as it used to be. One must be prepared for changes in the future. The structural-functional analysis of jobs in the U.S. is governed by the workforce stratification and technology.
It is important to reiterate that when dealing with job stress, the organization must be sure to make the careful distinction between the commonly perceived definition of stress and positive stress within the organization. Through Seley’s research, he postured that positive stress can “be helpful when it motivates people to accomplish more” (The American Institute of Stress). This positive stress serves as a motivator that drives people to reach goals.
It is well established reality that organisations in the world today can no longer survive without focusing on their employees. If they have to be at the competitive edge they have to invest in human resource, and placing their employees on top priority. This notion has lead to the strategies that, most organisations are pursuing through employee management. To achieve the optimum performance from employees organisations must motivate their employees, and have to engage them in activities that will benefit and help employees in achieving their predetermined goals and objectives. In order to achieve this, it is imperative for managers to set in motion work conditions that will help employees to achieve satisfaction of their job, low turnover and absenteeism rate and promoting the environment that promotes the organizational commitments and organizational citizenship behavior. Job satisfaction has been identified as a major requirement for organisations which aim to achieve excellence in their operations. Armstrong (2003) refers to job satisfaction as the attributes and feelings people have about their work. By extension, job satisfaction will mean positive or favourable attitudes towards one’s job whilst a negative or unfavourable attitude indicates job dissatisfaction.
In many organisations, managers and bosses have found it a struggle implementing successful strategies to improve job satisfaction and productivity among its employees. While dealing with unproductive, unmotivated and unsatisfied employees, there is an increased risk for turnover, which can be prevented. The risk of high turnover is a problem to workplaces as turnover has been proven to ‘take its toll’ on productivity as it disrupts current projects and increases workloads for other employees. It also has a negative impact on team cohesion (Patrick and Sonia, 2012). Job satisfaction is one’s general attitude to the job, and higher the job satisfaction, the more likely he/she will hold a positive attitude towards their job (De Menzes, 2011). De Menzes (2011) believes that employees who are satisfied with their jobs are likely to be more committed to their organisation and be more productive. People are significantly more productive when they are content and achieving individual and organisational goals are able to be fulfilled in a work environment where employees feel happy and motivated. Interventions which can be used to improve job satisfaction and productivity to decrease rates of turnover and unmotivated employees include an increase in workplace training, as well as performance pay.
The problem of job dissatisfaction is a global workplace issue. Although Americans are happier in their jobs, satisfaction in the United States is declining due to downsizing and overburdening. (Robbins & Judge, 2009). Before outlining job dissatisfaction a definition of job satisfaction is needed. Job satisfaction is “[an] individuals’
As per preliminary analyses conducted with job satisfaction and anticipated job retention—it was concluded that the two were not correlated. (Cohen & Cohen, 1983). As per the results of this analysis, the prominent job satisfaction factors were:
It is important that employees do not fear for their jobs, are stressed of their tasks and their deadlines, etc. Employee happiness should be one of the most important topics for any organizations. If they are happy, they are more likely to focus on their own tasks, work hard, and create a good environment. If they are stressed they are more likely to make mistakes and influence the environment
Job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences. It has been treated both as a general attitude and satisfaction with five specific dimensions of the job: pay, the work itself, promotion opportunities, supervision, and coworkers. Challenging work, valued rewards, opportunities for advancement, competent supervision, and supportive coworkers are dimensions of the job that can lead to satisfaction (Nelson & Quick, 2013, pg. 58-59).
Improving employee job satisfaction brings along additional benefits such as a direct impact on increase customers’ satisfaction and employees’ work performance. Satisfied employees tend to add extra effort to job performance, then work harder and better. Hence the organizational success totally depends on human capabilities, highly satisfied work force is completely essential for an organization.
Making a telephone call no longer should conjure up visions of operators connecting cables by hand or even of electrical signals causing relays to click into place and effect connections during dialing. The telephone system now is just a multilevel computer network with software switches in the network nodes to route calls get through much more quickly and reliably than they did in the past. A disadvantage is the potential for dramatic and widespread failures; for as has happened.
Different facets of organizational behavior were addressed in the three articles reviewed for this project. Pay Satisfaction, Job Satisfaction, and Turnover Intent by Parbudyal Singh and Natasha Loncar examines the relationship between employee position and salary satisfaction and job turnover. The 4 Rs of Motivation by Michael Maccoby suggests a formula from which leaders should pull to motivate subordinates, and Relations Between Leader-Subordinate Personality Similarity and Job Attitudes by Lior Oren, Aharon Tziner, Gil Sharoni, Iafit Amor, and Pini Alon examines the effect the relationship between leaders and subordinates has upon job satisfaction.
In conclusion, the of motivation factors have a strong influence on job satisfaction resulting in any positive feelings that accompany human, who is trying to keep this state as long as possible, which leads to further efforts.