Essay Example on Job Satisfaction: Attitudes, Behaviors & Feelings that Impact Productivity

Introduction

Job satisfaction refers to the attitudes and feelings of employees concerning their work and the surrounding aspects of their workplace (Aziri, 2011). That means that attitudes are established towards jobs by considering the behaviors, beliefs, and feelings of employees. Satisfied workers tend to be more productive. That is why all organizations attempt to have a happy and conducive staff for their well-being. Job satisfaction highlights diverse interrelated attitudes that are crucial features of a job. They include coworkers, supervision, promotion opportunities, pay, compensations, and the job itself. The attitudes and feelings are either positive or negative and may arise from various situations in an organization. Job satisfaction is measurable by the extent to which the employees' expectations in the workplace are met. The satisfaction or dissatisfaction among employees could be tied to their overall job or specific issues, such as their coworkers' behavior, compensation, or working conditions (Judge & Klinger, 2008). Job satisfaction goes beyond the enjoyment of employees in their roles to include other factors such as concentration levels, supervision and management, and clarity of organizational goals, which also influence employee satisfaction.

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Job satisfaction affects overall organizational productivity, employee motivation, punctuality, efficiency, and health (Judge & Klinger, 2008). Most organizations, therefore, diverted their orientation from production to service, reinforcing human resources by ensuring employee contentment, loyalty and competence, within and outside the organization. This diversion enhances organizational productivity and goal achievement. Various job satisfaction and motivation theories explicate the concept of job satisfaction and its impact on organizational behavior. This paper provides an overview of job satisfaction, its impact on organizational behavior, and the strategies for improvement.

Theories of Job Satisfaction

To begin with is Maslow's theory, which proposes that human needs are hierarchical in order, and the initial physiological and safety needs must be met first before proceeding the subsequent higher levels (Judge & Klinger, 2008). For a business organization to achieve job satisfaction, it must meet the employees' aspects that enhance feelings of satisfaction in the workplace. For instance, adequate financial compensation of the employees to meet their basic physiological and safety needs - this enhances feelings of safety and job security among the employees. According to Judge and Klinger (2008), the satisfaction of one level leads to a focus on subsequent levels of needs in the hierarchy, including the formation of constructive affiliations with coworkers and the supervisors. To achieve job satisfaction, therefore, organizations must consider meeting the needs of the employees progressively. The lack of understanding and addressing the employees' needs result in job dissatisfaction.

Secondly, according to Herzberg's concept, aspects of staff impetus such as adequate compensation and acknowledgment and achievement are linked to work gratification. In contrast, hygiene factors like working conditions, supervision, job security, and workplace interactions are linked to job dissatisfaction (Judge & Klinger, 2008). When the hygiene factors are high, employees are postulated as not dissatisfied, and not mostly satisfied. However, when motivating factors are achieved, the employees are postulated to be satisfied: the interplay of the motivating and hygiene factors aids in establishing the intricacy of employees' feelings of satisfaction or dissatisfaction. An organization should ensure high hygiene factors and strive to meet the motivating factors if it is to achieve optimum job satisfaction among its employees (Ganta, 2014).

Thirdly, Job characteristics philosophy proposes that job satisfaction is enhanced when an organization fundamentally reassures personnel-motivating characteristics such as skill diversity, task distinctiveness and implication, autonomy, and reaction (Judge & Klinger, 2008). These characteristics influence the individual psychological state of meaningfulness, responsibility, and knowledge, which influence the working conditions and job satisfaction. To ensure better working conditions and job satisfaction among the employees, organizations must adopt structures that enhance such employee motivating characteristics.

Lastly, Dispositional theory relates job satisfaction to individual personalities. It proposes that an employee's personality has a far-reaching influence on the satisfaction levels in his/her job (Judge & Klinger, 2008). The dispositional factors include changes in employer or occupation, genetics, emotional stability, and locus of control, affect the level of job fulfillment of an individual. The theory suggests that a person's level of job contentment may not always be influenced by external factors. Instead, satisfaction may be determined by the individual traits of the employees.

Factors Influencing Job Satisfaction

Job satisfaction in the workplace is critical in any organization. According to Ganta (2014), dissatisfaction among employees results in poor organizational culture, absenteeism, and low productivity. Satisfied employees, on the other hand, portray a sense of determination, creativity, and dynamism, which leads to high-quality services and work output. According to Aziri (2011), factors influencing job satisfaction include organizational, working environment, work, and personal factors.

The compensation of employees greatly influences their level of satisfaction with their job (Aziri, 2011). Adequate compensation of an employee in terms of a decent salary, enticements, and employee healthcare benefits meets the underlying physiological and safety needs of the individuals. They thus enhance job satisfaction and employee motivation at work compared to individuals who lack the same.

Working conditions is another factor influencing job satisfaction. Employees want to work in a healthy, comfortable environment. Healthy working conditions result in high productivity contributing to the satisfaction of the employees with their jobs. Employers and managers should aim at providing a conducive working atmosphere for their personnel to boost their job performance and satisfaction (Ganta, 2014).

Job characteristics such as skill diversity, task distinctiveness, and importance, autonomy, and response influence the psychological states of an employee, contributing to his/her satisfaction or dissatisfaction in a particular job (Ganta, 2014). These characteristics are crucial in the development of work gratification attitudes among the workforces. According to Judge and Klinger (2008), the understanding of these characteristics by both the employers and employees improves competence and positively influences motivation and job satisfaction.

Job security and safety is also an essential factor in influencing job satisfaction. Ganta (2014) explains that issues of vulnerability, exposure, weakness, and defenselessness within an organization, results in employee dissatisfaction. Achieving job security requires organizational management to ensure clear channels of communication, a conducive working environment, productive relationships within the workplace, and adequate job compensation. Job security is directly linked to job satisfaction.

Opportunities for growth and autonomy of work enhances the feeling of satisfaction in the workplace. Individuals become increasingly satisfied when they are provided with opportunities to freely exercise their skills and abilities (Ganta, 2014). That enhances personal and professional advancement. When there are limited opportunities for experimentation of such, the employees might be dissatisfied with their job.

Organizational management and supervision contribute to employee job satisfaction. Employees are vital to the production process and act as fuels towards the achievement of organizational goals and objectives (Aziri, 2011). Employers and managers' styles of leadership and supervision influence employee motivation and job satisfaction, either negatively or positively. Management strategies also influence employee commitment, efficiency, and turnover rates, which are linked to job satisfaction.

Educational qualifications, skills, and work experience also influence employees' attitudes towards job satisfaction. Job recruitment and task assignments should be assigned per the individual level of education, skills, and experience. Organizations should also provide opportunities for employees to utilize such qualifications and skills to enhance satisfaction. The lack of such considerations and opportunities for employees results in job displeasure.

Effects of Job Satisfaction

Job satisfaction is a continuous process that is influenced by various factors. The effects of job satisfaction or dissatisfaction are evident in any particular situation in a job setting. According to Judge and Klinger (2008), the positive effects of job satisfaction include the escalation in employee productivity and effectiveness at work. When employees are satisfied with their job, they are motivated and engaged in achieving goals resulting in high productivity and service delivery. It helps to reduce employee's absenteeism.

Job satisfaction enhances the development of meaningful relationships between individual employees and with the management (Judge & Klinger, 2008), leading to social satisfaction and job security among the employees. A decrease in employee turnover and absenteeism is also associated with job satisfaction. Thus improving productivity and presenting a positive organizational image, both internally and externally.

Consequently, job dissatisfaction is associated with various adverse effects on both the employees and the overall organization. According to Dartey-Baah (2010), job dissatisfaction leads to job stress among employees. Dissatisfied employees are more likely to experience and exhibit stress in their workplaces compared to satisfied and highly motivated ones.

Low job satisfaction is also associated with generally poor morale among employees (Ganta, 2014). When employees are dissatisfied with their job, they become less motivated and often portray negative responses and attitudes. These attitudes and feelings are easily transmitted to the other team-members resulting in an overall lack of morale and thus low organizational productivity.

Lack of productivity is a consequence of job dissatisfaction among employees. Low satisfaction is characterized by low worker morale, employee absenteeism, and turnover, lack of engagement to tasks, and job insecurities, which leads to decreased organizational productivity (Aziri, 2011). Lastly, low job satisfaction intensifies employee turnover rates and absenteeism; this influences the retention of qualified employees, as they are more likely to quit upon finding jobs that satisfy them.

Strategies for Improvement and Sustenance of Job Satisfaction

Job satisfaction is essential in the overall company productivity and motivation of the employees. Employers and managers should, therefore, strive to attain job satisfaction. Ewen (1967) identified various components that can be improved to achieve job satisfaction. These include fair compensation, opportunities for advancement, recognition and appreciation, autonomy, social satisfaction, and engagement.

Fair compensation of employees creates a sense of satisfaction in the workplace. Although there are other crucial determinants of satisfaction, employees want to be salaried reasonably regardless of their job (Ewen, 1967)....