Job satisfaction
- 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.