

Job satisfaction describes how contented

an individual is with his or her job.

It 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. This
definition suggests that we form attitudes
towards our jobs by taking into account our
feelings, our beliefs, and our behaviors.
 Models of Job Satisfaction

Affect Theory

The main premise of this theory is that satisfaction

is determined by a discrepancy 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. When a
person values a particular facet of a job, his satisfaction
is more greatly impacted both positively (when
expectations are met) and negatively (when expectations
are not met), compared to one who doesn’t value that
facet.
 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.
 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 Self-evaluations that determine one’s
disposition towards job satisfaction:
self-esteem, general self-efficacy,
locus of control, and 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.
 Two-Factor Theory

This theory states that satisfaction and

dissatisfaction are driven by different factors –
motivation and hygiene.

Motivating factors are those aspects of the job that

make people want to perform, and provide people with
satisfaction, for example achievement in work,
recognition, promotion opportunities. These motivating
factors are considered to be intrinsic to the job, or the
work carried out.

Hygiene factors include aspects of the working

environment such as pay, company policies, supervisory
practices, and other working conditions.
 Job SATISFACTION & MORALE
Job satisfaction is a set of favorable and or
unfavorable feelings, thoughts, emotion and intentions
with which workers view their work. Job satisfaction is
an effective attitude – a feeling of relative like or dislike
toward the overall job-related factors regarding the
working conditions.

On the other hand, morale is the level of satisfaction

within a group. This is a mental condition of a person
or group with respect to cheerfulness, confidence and
the willingness to cooperate and the overall job
satisfaction of the workers in the organization.
 Morale is defined as the end result of many factors
present in the workplace environment. Some of these
factors are the work setting itself, worker satisfaction
and action, salary, supervisory input, working
conditions, status, and more.

Some of the signs of decreased morale are: tardiness,

absenteeism, apathy, moping, backstabbing, decreased
quality, decreased productivity, increased errors,
accidents or injuries. It's important to note that contrary
to popular belief, morale is not a cause, but rather the
effect or result of many factors going awry.
The key to unraveling the mystery of a morale slump
is to determine the cause or source of the decreased
morale.

Some of the usual suspects are:

a negative event, such as a firing,
a promotion of an employee when others are
overlooked, or
arguments between staff and/or management.
Other reasons may be:
lack of the company's financial help;
too much or too heavy of a workload;
unappreciated or underappreciated work;
working conditions;
supervision that's too rigid, demanding,
direct or involved in the work process;
or
supervision that's not supportive or
strong enough, and doesn't provide
needed guidance or input.
 Steps to Improving Morale

The easiest and fastest way to determine at

least some of the sources of the issue is to
simply ask the employee. Ask what the cause
of poor morale is and what the employee
believes can be done to turn it around.
Obtaining information directly from the person
who's experiencing the poor morale can often be
an important key to solving this mystery.
Additionally, these people will receive a sense of
pride and worth that their boss asked them for
their input.
Other ways to reach your demotivated
employees are:

1.Show concern. If the employee believes the boss

doesn't care about the task at hand or doesn't
care about the employee, then the employee
probably won't care about the task, the
employer or the company.

2.Provide appropriate feedback. The employee

needs to know two crucial variables in this
morale equation: what's expected of them and
how well they're doing.
3. Create goals--especially mutually acceptable goals.
As they say, if you don't know where you're going,
you'll probably end up someplace else! An employee
without a clear understanding of the goals or
without a sense of how their work fits into the
overall goal of the unit, department or section, can
easily waste time on tasks that aren't consistent
with the boss's objectives.

4. Offer recognition of the employee's efforts. It

takes but a few seconds to say, "Nice job," "Well
done," "Marked improvement," "You're on the right
road," or any number of other phrases that
communicate to the employee that you care about
the job and about them, and that you recognize an
improvement in productivity.
Level of job satisfaction

Factors that affect level of job satisfaction:

1. Age. As workers grow older, they initially tend to be
slightly more satisfied with their jobs. They lower their
expectations to more realistic levels and adjust
themselves better to their work situations. They are
usually better paid; have better working conditions;
and hold jobs that make fuller use of their abilities.
2. Occupational level. Holding meaningful jobs and
performing them well are important inputs to their self-
worth and images. Job-involved workers are likely to
believe in their work ethics and to exhibit high growth
needs, and to enjoy participation in decision making.
These workers are willing to work long hours and strive
harder to achieve a higher productivity level.

3. Organizational size. There are evidences to suggest

that levels of job satisfaction are quite higher in small
organizational units than those of larger organizations.
Bigger organization tends to overwhelm people, disrupt
supportive processes, and limit the amount of personal
closeness, friendship, and small-group team work that
are important factors of job satisfaction for many
people.
4. Organizational commitment. Commitment to the
ideals of the organization is the degree to which a
worker identifies himself and to continue actively to
participate in the desired objectives of the
organization. Organizationally committed workers will
normally have good attendance records, demonstrate
a willing adherence to organization policies, and
usually have lower turnover rates.
Workers’ attitude and their effects
Dissatisfied workers may resort to tardiness,
absences, extended break hours and work slow- downs.
On the other hand, satisfied workers may normally
provide acts of customer service beyond the call of
duty, have good work records, and actively participate
in development activities and pursue excellence in all
areas of their jobs.
Workers’ performance

The performance level of a worker is

measured by the quality of output considering time
and cost. A more accurate statement of the
relationship is that high performance contributes to
high job satisfaction.
This result leads to higher economic and
psychological rewards. If these rewards and other
benefits are seen as fair and equitable, then
improved satisfaction develops because workers feel
that they are receiving rewards in proportion to their
performance.
 On the other hand, if the rewards are seen as
inadequate for the level of satisfaction leads to either
greater or lesser commitment and in effect, affects the
productivity level.
Turnover

It is assumed that high job satisfaction means

lower worker turnover. The more satisfied the
workers are, the less likely they leave the
organization. They feel important, self-fulfilled and
receive the appropriate recognition on the job.

Workers’ turnover is usually expensive and

most often, it is difficult to replace workers who left.
The remaining workers may be demoralized from the
loss of valued workers. The organization’s reputation
before the public may also have some negative
perception.
 In some cases, however, some benefits may arise
from turnover, such as more opportunities for internal
promotion and the infusion of expertise of newly hired
workers.
ABSENCES AND TARDINESS
Studies reveal that workers who have low job
satisfaction tend to be absent more often. Workers
often resort to a variety of reasons such as medical
reasons, use of vacation time, sick leave and holidays
to offset their absences.
Another way in which workers may exhibit their
dissatisfaction with job condition is through tardiness.
Tardiness is a type of short period of absenteeism
ranging from a few minutes to several hours for the
day.
While there may be valid reasons for an occasional
tardy arrival, like a sudden traffic jam, a pattern of
tardiness is often a symptom of negative attitudes
requiring attention and concern.