JOB SATISFACTION AND JOB PERFORMANCE

Present By MR.MHM.Basheer

JOB SATISFACTION
y Job satisfaction has been defined as a pleasurable

emotional state resulting from the appraisal of one s job, an affective reaction to one s job, and an attitude towards one s job. Weiss (2002) has argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and behaviors.

y Job satisfaction describes how content an individual is with his or her job. Job satisfaction is in regard to one's feelings or state-of-mind regarding the nature of their work. Job satisfaction can be influenced by a variety of factors, e.g., the quality of one's relationship with their supervisor, the quality of the physical environment in which they work, degree of fulfillment in their work, etc. y The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims to enhance job satisfaction and performance; methods include y Job rotation, y Job enlargement and y Job enrichment.

Other influences on satisfaction include y The management style and culture, y Employee involvement, y Empowerment and y Autonomous work groups. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs. Questions relate to y Rate of pay, y Work responsibilities, y Variety of tasks,

MODELS OF JOB SATISFACTION

y Affect Theory

Edwin A. Locke s Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/aren t met.

y Dispositional Theory

Another well-known job satisfaction theory is the Dispositional Theory. It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of one s job. This approach became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core Selfevaluations that determine one s disposition towards job satisfaction: y Self-esteem, y General self-efficacy, y Locus of control, and y Neuroticism. This model states that higher levels of self-esteem (the value one places on his/her self) and general self-efficacy (the belief in one s own competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over her\his own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction.

y Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzberg s two factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction,

JOB CHARACTERISTICS MODEL

y Hackman & Oldham proposed the Job Characteristics Model,

which is widely used as a framework to study how particular job characteristics impact on job outcomes, including job satisfaction. The model states that there are five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.). The five core job characteristics can be combined to form a motivating potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an employee's attitudes and behaviors. A meta-analysis of studies that assess the framework of the model provides some support for the validity of the JCM.

MEASURING JOB SATISFACTION

There are many methods for measuring job satisfaction. By far, the most common method for collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert). Other less common methods of for gauging job satisfaction include: Yes/No questions, y True/False questions, y Point systems, y Checklists, and y Forced choice answers. This data is typically collected using an Enterprise Feedback Management (EFM) system.

y The Job Descriptive Index (JDI), created by Smith,

Kendall, & Hulin (1969), is a specific questionnaire of job satisfaction that has been widely used. It measures one s satisfaction in five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or can t decide (indicated by ? ) in response to whether given statements accurately describe one s job.

The Job in General Index is an overall measurement of job satisfaction. It is an improvement to the Job Descriptive Index because the JDI focuses too much on individual facets and not enough on work satisfaction in general. y Other job satisfaction questionnaires include: y The Minnesota Satisfaction Questionnaire (MSQ), y The Job Satisfaction Survey (JSS), and y The Faces Scale. The MSQ measures job satisfaction in 20 facets and has a long form with 100 questions (five items from each facet) and a short form with 20 questions (one item from each facet). The JSS is a 36 item questionnaire that measures nine facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used widely, measured overall job satisfaction with just one item which participants respond to by choosing a face.

JOB SATISFACTION AND EMOTIONS

y Mood and emotions while working are the raw materials which cumulate to form the affective element of job satisfaction. (Weiss and Cropanzano, 1996). Moods tend to be longer lasting but often weaker states of uncertain origin, while emotions are often more intense, short-lived and have a clear object or cause. y There is some evidence in the literature that state moods are related to overall job satisfaction. Positive and negative emotions were also found to be significantly related to overall job satisfaction Frequency of experiencing net positive emotion will be a better predictor of overall job satisfaction than will intensity of positive emotion when it is experienced.

y Emotion regulation and emotion labor are also related

to job satisfaction. Emotion work (or emotion management) refers to various efforts to manage emotional states and displays. Emotion regulation includes all of the conscious and unconscious efforts to increase, maintain, or decrease one or more components of an emotion.

How emotion regulation relates to job satisfaction concerns two models?

y Emotional dissonance. Emotional dissonance is a state of discrepancy between public displays of emotions and internal experiences of emotions, that often follows the process of emotion regulation. Emotional dissonance is associated with high emotional exhaustion, low organizational commitment, and low job satisfaction. y Social interaction model. Taking the social interaction perspective, workers emotion regulation might beget responses from others during interpersonal encounters that subsequently impact their own job satisfaction. For example: The accumulation of favorable responses to displays of pleasant emotions might positively affect job satisfaction. Performance of emotional labor that produces desired outcomes could increase job satisfaction.

EMPLOYEE PERFORMANCE
y Your ability to perform effectively in your job requires

that you have and understand a complete and up-todate job description for your position, and that you understand the job performance requirements and standards that you are expected to meet. Your supervisor should review your job description and performance requirements with you.

PERFORMANCE THAT DOES NOT MEET REQUIREMENTS

Sometimes an employee s performance will not be consistent with the requirements of the position. If this happens, and normal coaching, counseling and/or training do not bring performance to an acceptable level, a supervisor may use the corrective action process to help constructively bring an employee s performance to an acceptable level. The University s corrective action process implements progressively more y Formal counseling, y Feedback, and y Goal setting.

y Job performance is a commonly used, yet poorly

defined concept in industrial and organizational psychology, the branch of psychology that deals with the workplace. It most commonly refers to whether a person performs their job well. Despite the confusion over how it should be exactly defined, performance is an extremely important criterion that relates to organizational outcomes and success

PERFORMANCE VERSUS OUTCOMES

y First, Campbell defines performance as behavior. It is

something done by the employee. This concept differentiates performance from outcomes. Outcomes are the result of an individual s performance, but they are also the result of other influences. In other words, there are more factors that determine outcomes than just an employee s behaviors and actions.

Organizational Goal Relevance

y Another key feature of job performance is that is has to

be goal relevant. Performance must be directed toward organizational goals that are relevant to the job or role. Therefore, performance does not include activities where effort is expended toward achieving peripheral goals.

Multidimensionality
y Despite the emphasis on defining and predicting job

performance, it is not a single unified construct. There are a vastly many jobs each with different performance standards. Therefore, job performance is conceptualized as a multidimensional construct consisting of more than one kind of behavior.

y The first factor is task specific behaviors which include those behaviors that an individual undertakes as part of a job. y On the other hand, non-task specific behaviors, the second factor, are those behaviors which an individual is required to undertake which do not pertain only to a particular job. y Written and oral communication tasks refer to activities where the incumbent is evaluated, not on the content of a message necessarily y An individual s performance can also be assessed in terms of effort, either day to day, or when there are extraordinary circumstances. y The performance domain might also include an aspect of personal discipline.

y In jobs where people work closely or are highly

interdependent, performance may include the degree to which a person helps out the groups and his or her colleagues. This might include acting as a good role model, coaching, giving advice or helping maintain group goals. y Many jobs also have a supervisory or leadership component. y Managerial and administrative performance entails those aspects of a job which serve the group or organization but do not involve direct supervision

DIFFERENT TYPES OF PERFORMANCE

y Another way to divide up performance is in terms of

task and contextual (citizenship and counterproductive) behaviors. Whereas task performance describes obligatory behaviors, contextual behaviors are behaviors that do not fulfill specific aspects of the job s required role. Citizenship behaviors are defined as behaviors which contribute to the goals of the organization through their effect on the social and psychological condition.

DETERMINANTS OF PERFORMANCE
Campbell (1990) also suggested determinants of performance components. Individual differences on performance are a function of three main determinants:
y Declarative knowledge, y Procedural knowledge and y Skill, and motivation.

y Declarative knowledge refers to knowledge about

facts and things. It represents the knowledge of a given task s requirements. For instance, declarative knowledge includes knowledge of principles, facts, etc. y If declarative knowledge knows what to do, procedural knowledge and skill knows how to do it. For example, procedural knowledge and skill includes cognitive skill, perceptual skill, interpersonal skill, etc. y The third predictor of performance is motivation, which refers to a combined effect from three choice behaviors-choice to expend effort, choice of level of effort to expend, and choice to persist in the expenditure of that level of effort, (Campbell, 1990).

RELATIONSHIPS AND PRACTICAL IMPLICATIONS

y Job Satisfaction can be an important indicator of how

employees feel about their jobs and a predictor of work behaviors such as organizational citizenship, absenteeism, and turnover. Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors.

JOB SATISFACTION AND JOB PERFORMANCE

y The discussion of job satisfaction focuses on employees

attitudes toward their job and the discussion of organizational commitment focuses on their attitudes toward the overall organization. The most recently recognized attitude of organizational commitment follows. y Definition of job satisfaction as a pleasurable or positive emotional state resulting from the appraisal of one s job or job experience. Job satisfaction is a result of employees perception of how well their job provides those things which are viewed as important. These are three important dimensions to job satisfaction. 1. Job satisfaction is an emotional response to a job satisfaction. 2. Job satisfaction is often determined by how well outcomes meet or exceed expectation. 3. Job satisfaction represents several related attitude.

Influences on job satisfaction

y The work itself the content of the work itself is a major source of satisfaction. y Pay wages & salaries are recognized to be a significant, but complex, multidimensional factor in job satisfaction. y Promotions promotional opportunities seem to have a varying effect on job satisfaction. This is because promotions take a number of different forms and have a variety of accompanying rewards performance basis. y Supervision supervision is another moderately important source of job satisfaction. Well supervision will be giving the motivation to increase worker performance.

y Work group the nature of the work group will have an effect on job satisfaction. Friendly cooperative co workers are modest source of job satisfaction to individual employees. y Working conditions working conditions are another factor that has a modest effect on job satisfaction. If the working conditions are good (clean, attractive, surroundings for instance). The personnel will find it easier to carry out their jobs. If the working conditions are poor (hot, noisy, surroundings) personnel will find it more difficult to get things done. In other words, the different of working conditions on job satisfaction is similar to that of the work group. If things are good, there will hotbed a job satisfaction problem, if things are poor, there will be,

OUT COMES OF JOB SATISFACTION

satisfied workers more productive than their less satisfied counter parts. Satisfaction may not necessarily lead to individual performance important, but does lead to organizational level improvement. Finally most research says whether satisfaction leads to performance or performance lead to satisfaction. y Satisfaction & Turnover Research has uncovered a moderate relationship between satisfaction & turnover. High job satisfaction will not, in end of itself, keep turnover low, but it does seem to help. However, it is accurate to say that job satisfaction is important in employee turnover. y Satisfaction & Absenteeism when satisfaction is high, absenteeism tends to be low, when satisfaction is low, absenteeism tends to be high. The research says while high job satisfaction will not necessarily result in low absenteeism, low satisfaction is likely to bring about high absenteeism. ( fred Luthans(1995) organizational Behavior 7th edition)
y Satisfaction & Productivity

JOB SATISFACTION: PUTTING THEORY INTO PRACTICE

y Employee satisfaction and retention have always been

important issues for physicians. After all, high levels of absenteeism and staff turnover can affect your bottom line, as temps, recruitment and retraining take their toll. But few practices (in fact, few organizations) have made job satisfaction a top priority, perhaps because they have failed to understand the significant opportunity that lies in front of them. Satisfied employees tend to be more productive, creative and committed to their employers, and recent studies have shown a direct correlation between staff satisfaction and patient satisfaction.

y Company and administrative policies. y Supervision. y Salary. y Interpersonal relations. y Working conditions. y Work itself. y Achievement. y Recognition. y Responsibility. y Advancement.

Organizational Behavior 7th edition Campbell, J. P. (1990). Modeling the performance prediction problem in industrial and organizational psychology. Campbell, J.P., & Campbell, R.J. (1988). Productivity in Organizations: New perspectives from industrial and organizational psychology. Weiss, H. M. (2002). Deconstructing job satisfaction: separating evaluations, beliefs and affective experiences. Human Resource Management Review. Rode, J. C. (2004). Job satisfaction and life satisfaction revisited: A longitudinal test of an integrated model. Human Relations, Vol 57(9), 1205-1230.
fred Luthans (1995)

THANKS A LOT FOR JOINING WITH ME.