According to the Encyclopedia of Business and Finance, Second Edition , “If the pleasures associated with one’s job outweigh the pains, there is some level of job satisfaction.” Job satisfaction is defined as, “a worker’s sense of achievement and success on the job. It is generally perceived to be directly linked to productivity as well as to personal well-being. Job satisfaction implies doing a job one enjoys, doing it well, and being rewarded for one’s efforts.” Research shows that job satisfaction is the greatest source of productivity. The fact of the matter is; happy workers will produce more and do their jobs better with a higher rate of commitment to the organization. An employee who is happy is more likely to have enthusiasm about their work. Whereas someone who hates their job just goes through the motions of the job without feeling like they have achieved anything. People perform better when they’re happier, and when they feel as though they are making a meaningful difference in the organization. Employees want to feel as though their job is fulfilling and challenging. Organizations maintain employee satisfaction by creating work and tasks to enhance job satisfaction, increase motivation that aligns with the company objectives, and many other ways that will be discussed.
Job satisfaction is important to both workers and the organization. For an organization, high levels of job satisfaction of its employees make for a workforce that is motivated and committed to high-quality performance. Research shows that an increase in employee happiness has a direct impact on productivity, which in return is a direct connection to a successful business. However, job satisfaction does not come automatically to an organization; it need...
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...stress is when the company is not doing well and has to downsize, the workload is disbursed throughout the remaining employees making their job harder. In doing this, employees no longer work effectively or efficiently because they are worrying if they’re going to finish their large workload; this leads to overwhelmed and overworked employees. This is just another reason why job satisfaction is one of the most important aspects of a business, and should not be overlooked. It is important for employees to be appreciated, recognized and are presented with opportunities to grow. This requires managers to discuss satisfaction one-on-one with the employee since what makes people happy varies from person to person. By doing this, they are not treating every employee a like and are treating him or as an individual. Employees should be reminded that their work does matter.
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...
Motivation also derives from the sense of happiness, without the want to accomplish something and have that sense of accomplishment they would not be motivated to do something. At work would be a good example of how happiness plays a role in motivation. If a person is working in an environment that they thoroughly enjoy they would be more motivated to work at an adequate pace than a person who were to dislike their work environment, wishing they weren’t there and be somewhere else instead. The New York times published an article stating that it had been estimated by the Gallup Healthways studies, that approximately $300 billion dollars is lost per year due to lack of production from unhappiness. A bit of research was done over the course of a decade by Teresa Amabile, a professor at Harvard Business School, and Steven Kramer, an independent researcher, they had collected approximately 12,000 live recorded electronic diaries of employees from seven different companies. The results showed that a third of the employees were more often than not unhappy with their work. The reports resulted in a profound impact on workers’ creativity, productivity, commitment and collegiality. Happy employees are more likely to have more ideas and often perform better at their tasks. Happiness in the workplace is also quite contagious as there are three areas that positive
Gavin and Richard O. Mason make an argument for the importance of happiness in organizational settings. Her main ideas revolve around the recognition that fostering a tradition of well-being in the workplace can have many benefits for each staff member and the group as a whole. The authors argue that promoting employee well-being not only makes moral sense, but also makes strategic sense for the group. They emphasize that happy employees are more engaged, motivated, and productive, which leads to improved overall performance and profitability. Additionally, a great and happy work environment can improve employee retention, attract top talent, and enhance your company's reputation.
The potential ramifications for the employer can be costly when employees succumb to internal and external stressors. To effectively combat job stress and develop a comprehensive stress management program, organizations must be cognizant of several areas that may be contributing factors to an employee’s stress level. Internally, organizations should review the employee’s workload and ensure that they have the necessary skills to complete the tasks they are expected to complete (Ornelas & Kleiner, 2003). They must also work to “motivate, challenge and take full advantage of the employee’s skills and abilities” (Ornelas & Kleiner, 2003). Employee’s job stress can also be decreased by allowing them take an active part in decisions, creating an atmosphere that facilitates a support network, and offering flexibility in their schedules that allows them to address responsibilities outside the workplace (Ornelas & Kleiner, 2003).
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).
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.
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 purpose of this report is to brief the management on the importance of employee satisfaction in achieving the competitive goals of the organization through increasing the retention of the employees.
“Business productivity is dependent on employee job satisfaction”. When an employee feels satisfied, secure and trust the employer, they work harder which will enhance the business productivity (Philip, 1958). Moreover, when the employee feels respected, admired, and appreciated by their employers, they will produce productive work which will generate high profit and revenue and hence less turnover (Kalim, Syed & Muahmmad,
Job Satisfaction. Job satisfaction is a product of a person’s analysis of the insight, or his passion towards job (Smith et al., 2009). At the same time, it is also an attitude of a person’s personal judgment and feeling towards the level of satisfaction on factors, including benefits and training, communication and care, network resources, and the atmosphere in the organization (Pan, 2005), as well as an individual’s personal reaction toward the role he plays in the group (Vroom, 2004). Job satisfa...
Since people are always dealing with certain changes in their lives, they are always dealing with some type of stress. One of the biggest growing issues with stress is stress in the workplace. According to Northwestern National Life, one-fourth of employees view their jobs as the number one stressor in their lives (“Stress at Work,” 1999).... ... middle of paper ...
From a previous experience I can say that it’s very important to be happy with the work you’re doing in order to produce more and feel good about yourself. There are many factors for us to be satisfied with our work, for example: job security, is when you’re not worried about losing your job and keep your rights as a worker. Making good money, when we receive rewards for our work, it makes us feel more satisfied with our jobs. Less stress, job satisfaction increases when we can enjoy a stress-free environment in which we know we’re
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.
This paper discussed broadly about the Quality of Work life and the factors contributing to quality of work life. Specifically the paper concentrated on the factors which influence the level of quality of work life among Gen Y HR executives. The researcher has used descriptive research design as it is concerned with describing the factors of Quality of work life and its level among the Gen Y HR executives and also adopted a standardized questionnaire for the data collection. The data were analyzed and found that the factors such as working conditions, employee engagement and job career satisfaction having an influence on the level of quality of work life in a constructive way. After the analysis, this paper suggested the ways to improve the quality of work life of the Gen Y HR executives who were in the below average level and who wants to improve their level of quality of work life.
Job satisfaction has a great impact on human resources management. It has a positive association with job performance (Judge, Bono, Thoresen, & Patton, 2001), productivity (Glaman, Jones, & Rozelle, 1996) and organisational commitment (Achor, 2011; Mowday, Steers, & Porter, 1979); and negative association with absenteeism (Basford & Offermann, 2012), employee turnover (Koch & Steers, 1978) and job stress (Burke, 1970). Job satisfaction is a cognitive and affective evaluation of one’s job, which influences the emotional state of an employee (Brief, 1988). The Job Descriptive Index was developed by Smith, Kendall, and Hulin (1969) to measure workers’ satisfaction based on five facets: co-workers, supervision, promotion opportunities, salary and