Role of Job Satisfaction on Employee Behavior

Role of play joy on Employee conductIn todays complex blend in surroundings maintaining snug employees that will unfold to serve an g e trulywherenment is the ultimate goal of near(prenominal) human re line of descent department of a company. mull over bliss is the close to frequently analyse variable in constitutional demeanour interrogation (Spector, 1997). It has been cont intentiond in a variety show of ship vogue, and is defined distinctly in un homogeneous studies. and so in methodicalnessliness to understand and appreciate the role of trouble pleasure on employee behaviour this study has been undertaken.The enquiryer has introduced the designs of Attitude and bearing and then moved further into explaining the trey main components of major traffic Attitude which consists of logical argument mesh, Organization Commitment and pedigree bliss. The Dimensions, Antecedents and Measures of contemplate blessedness take a crap similarly been touc hed upon in detail. The researcher has excessively self-collected information on several(a) pauperization theories that argon applied in organizations by the managersThere is enough discussion on the impact of Job Satisfaction and Dis cheer on employee fashions which in subprogram bear upons the earnings and accomplishance of an organization. To desist with the researcher has discussed stock merriments necessity for an employee since it not only upholds his/her bailiwick liveliness besides also his somebodyal intent. It is rattling essential for organizations to identify the determinants of profession delight in an effort to optimize the productivity of their employees and avoid the toll of employee employee perturbation rate. Restructuring of activities and kit and boodle in organizations and the human resources to suit the particular demands and postulate of such structures is of resilient importance to both the employees and managers. The viewpoint o f many an(prenominal) managers and employees from various articles has been taken into consideration. designOrganization Behavior (OB) is a rattling important study and application of experience nigh how people as individuals and as groups act inwardly organizations. It studies what people do in an organization and how their behavior affects the organizations surgical operation. It endeavors to identify ways in which people kindle act more(prenominal) effectively. It is an applied behavioural science that is built on contri neverthelessions from a number of behavioral disciplines. It provides a useful stick of tools at many aims of analysis. For instance it seconds managers understand the behavior of individuals operative within an organization. It also aids their brain of the complexities involved in inter soulal relations. People, structure, technology, and the environs in which the organization ope tempos argon the winder elements in the study of organization b ehavior (Robbins, try out and Sanghi, 2008).In todays ferment environment, organizations emphasis a lot of their attention towards ensuring contrast rapture for each of their employees. The cost of disgruntled employees is extremely gamy for any organization. satis calculatey employees argon believed to be more productive, perform break and atomic number 18 more presumable to perform acts that lead to customer satisfaction. Dissatisfied employees on the other hand, argon those that argon not satisfied with their working conditions for a variety of reasons and the consequences of having them in an organization atomic number 18 genuinely disastrous in nature (Newstrom and Davis, 1993 George and Jones, 1999 Bennett, 1991).ATTITUDES AND BEHAVIORAttitudes are the lifes and beliefs that largely influence as to how the employees would grok their working environment, commit themselves to designated actions and move as a result. They are evaluative reconcilements in nature which bath be both party favorable or unfavorable- concerning objects, people or events. They primitively reflect as to how an individual feels ab break through something. Attitudes is formed by three main components cognitive component which talks about the opinion or belief segment of an attitude, affective component stresses on the emotional or the feelings segment of an attitude and fin eithery behavioral component talks about having an intention to behave in a certain way towards some or something. These components, together, care in understanding the complexity and the potential human affinity surrounded by attitudes and behavior. In organizations, attitudes are important because of their behavioral component. In company to explain the linkage between attitudes and behavior, Leon Festinger proposed the hypothesis of Cognitive Dissonance in the late 1950s. This theory refers to any incompatibility that an individual might perceive between two or more attitudes or bet ween behavior and attitudes.Recent researches have confirmed to Festingers belief by evidencing that attitudes signifi burn downtly annunciate future behavior and also that kinds between employees and the organization elicit be heightened by taking into concern moderating variables. Important Attitudes that reflect fundamental note values, self interest, or acknowledgement with individuals or other groups that a person values are considered to be in truth important in nature. Attitudes that the individuals consider important melt to show a stronger descent to behavior. The link between the two is even stronger when the attitude and the behavior are very unique(predicate) in nature. For instance asking an employee about their intention to stay with the concerned organization for the next few months is going to serve well in predicting the turnover for that person as compared to if they were asked about how satisfied they were with their pay. Attitudes that are easily persp ective of or are a good deal showed by an employee play a key role in predicting behavior than those attitudes that are not easily affable in the memory.Variances between attitudes and behavior are abjuree likely to hand when cordial structures stress people to behave in certain ways. This tends to characterise behavior in organizations. excessively the attitude-behavior relationship is likely to be more than stronger if an attitude refers to something with which the individual has direct ain experience. Attitudes are usually apply to evaluate and understand after an action has taken place alternatively of using it before so as to guide an action. Organization Behavior concentrates on only a limited number of work- disturbd attitudes even though a person could have an unlimited number of attitudes. Either whitethorn it be substantiative or negative evaluations that an employee carries about his/her work environment are raptusd by these work related to attitudes. Job Sat isfaction, Job Involvement and Organizational Commitment are the three main attitudes that have been studied by a lot of scholars and researchers.MAJOR romp ATTITUDESJOB meshJOB happinessORGANIZATIONAL dedicationJOB INVOLVEMENTJob link helps in measuring the take aim to which people mentally relate themselves with their railway line and conceive their self worth with the perceived direct of death penalty. It has been testify that employees who are gamyly involved with their put-ons strongly identify themselves with their work and value its worth in their life. Because of their attachment with their work they highly engross themselves in their military controls, invest valuable time and energy in them and view work as a fundamental part of their boilersuit lives. Higher take of play involvement and psychological empowerment leads to higher to organizational citizenship and business concern surgical operation by the individual. Holding meaningful callings and perfor ming them well are important to their own self image which helps to explain the traumatic make of melodic line loss on their esteem needs. People involved in their avocations participate in fol kickoffing the code of work ethics of their study exhibit high growth needs, and also enjoy their involvement in making decisions. Thus, trouble involvement also helps in lowering the disappeareeism rate and turnover rates. Also a managers high involvement in the job leads to higher job satisfaction of his employees thus making it an important federal agent for an organizations effectiveness in a highly competitive environment.ORGANIZATIONAL COMMITMENTOrganizational Commitment is usually defined as the strength of ones identification and involvement with their respective organization (Mowday et al., 1979) as cited by Silva. P (2006). Its the state when an employee identifies himself/herself with a particular organization and its goals and sees he/she working with that organization in t he future also. It is a way by which an employees willingness to remain as a member of that organization for the future also is evaluated. It often reflects the employees belief in the mission and goals of the firm, willingness to put in effort in their accomplishment and intentions to continue working at that place. Under the case of high job involvement an employee identifies with ones specific job, while under high organizational commitment an employee identifies with ones employing organization. It has been identified that a positive relationship exists between organizational commitment and job productivity. Employees who are organizationally committed usually have low absenteeism rate, low turnover rates and also have a willingness to adhere their concerned companys policies.JOB SATISFACTIONTake away my people, but leave my factories, and soon grass over will grow on the factory floors. Take away my factories, but leave my people, and soon we will have a new and better factor y Andrew Carnegie(as quoted by Brown, 1996)Job satisfaction, in the words of Ivancevich and Matteson, 1990, is an attitude that individuals digest about their jobs. It results from their perception of their jobs. Various aspects of a job such as pay, promotion opportunities and co-workers plays a role in forming the base of job satisfaction. Also factors such as of the work environment such as the supervisors style, policies and procedures and so forth affect a persons level of job satisfaction. It details other determinants of job satisfaction such as promotion, co-workers, managerial styles and policies/procedures. Job Satisfaction is a set of favorable or unfavorable feelings and emotions with which employees perceive their work. Job satisfaction is an affective attitude- a feeling of relative likes or dislikes. It can be viewed as an boilers suit attitude or it can apply to the various parts of an individuals job.Job satisfaction is related to the positive feeling an employee perceives about ones job resulting from an evaluation of its characteristics. Jobs require interaction with coworkers and bosses, following organizational rules and policies, confluence performance standards, living with working conditions. It has been identified that a positive relationship exists between a persons job satisfaction level and holding of positive feelings about the same concerned job whereas a person dissatisfied with his job carries negative feelings about the job and organization. Every organization works towards having satisfied employees. There are multiple reasons for the same such as incrementd employee performance as pointed out by George and Jones (1999), higher indigence levels as found by Bennett (1991) and longevity in tenure with the organization as stated by Robbins (1996). All of the above are requisite for any organization especially in case of the hospitality effort where employee performance, high levels of motivation and saving costs incurred in replacing employees are vital.Dimensions of Job SatisfactionJob Satisfaction is a complex concept and not easy to standard at the same time. Job satisfaction is different from motivation. It is more of an attitude, an internal state. It could, for example, be associated with a personal feeling of achievement, either quantitative or qualitative whereas motivation is more of a process which whitethorn lead to job satisfaction as a result. It is not clear whether job satisfaction consists of a single balance or a number of separate ratios. But there sure enough seems to be a positive coefficient of correlation between satisfaction and different areas of work. But some workers may be satisfied with certain aspects of their work and dissatisfied with other aspects. Level of job satisfaction gets affected by a wide cast off of variables related to individual, social, cultural, organizational and environmental factors. These factors all influence job satisfaction of individuals in a given set of circumstances, but not necessarily in others (Mullins. L, 2001).It is important that managers know the amazing discrepancies that seemed to exist in the past between what they thought workers commanded from their jobs and what workers state they literally wanted. It is also important that they realize what effect an economic or other change has on these priorities. One may generalize at this point that individuals act on the basis of their perceptions or interpretation and not on the basis of reality itself. One of the main reasons behind understanding the study of behavioral sciences is that they help in getting our perceptions to realism. Therefore, by take their perceptions closer and closer to reality- what their people really want- managers can often increase their effectiveness in working with employees. Managers just cannot make and act on their own self made assumptions. They have to know and understand the factors that trip their employees (Hersey. P and Blanchard. K, 1992).ANTECEDENTS OF JOB SATISFACTIONA lot of researchers and scholars have carried out studies to determine and understand the variables and factors affecting an employees job satisfaction. A wide range of individual, social, organizational and cultural variables have been identified as factors affecting an employees level of job satisfaction. These factors affecting an employees job satisfaction can be dissever into internal and external factors. Internal factors usually refer to the factors that can affect the employees job satisfaction within the organization and are always centre around the environment of the organization, working conditions, relation with other members in the organization, benefits that employees nab as outcomes to their work and many other factors. constituents outside the organization like employees family/social life, the identity and image of the organization in the outside merchandise are categorized under external factors affecting an employees level of job satisfaction.It is not important that the employees may be satisfied with their job but may not have the same feelings about all the aspects of their job (Spector, 1997). George and Jones (1999) found that there are four main factors that affect the level of job satisfaction namely, personality, values, the work situation and social influences. These can also be broadly grouped as non work and work related determinants of job satisfaction.Determinants of Job SatisfactionSource www.google.comFive main components of job satisfaction, that is, work, supervision, coworkers, pay and promotion play a very key role in affecting an employees job satisfaction levels. Personal factors such as age, health, length of job experience, emotional stability, social status, leisure activities, and family and other social relationships also play a certain role in influencing job satisfaction. Even role ambiguity and role conflict are considered to be vital in influencing an empl oyees job satisfaction. An employers behavior at the workplace in many ways can also to some extent affect an employees job satisfaction. Outcomes such as organizational commitment or intention to leave are some of the end results that come into being because of these factors. spirit also plays an influential role in forming as an antecedent of job satisfaction since it is subjective to individual experience and expectations (Judge, Heller Mount, 2002). An employees personality traits can influence satisfaction or dissatisfaction at work. Employees with oddball A personalities are usually more aggressive in nature. They believe in oscilloscope high standards for themselves and therefore are more prone to job dissatisfaction. Whereas employees who are quite relaxed in their attitude fall under the category of Type B personalities. Their personality shows its effect on their attitude towards work in a very relaxed way. People who find themselves in jobs which fit accord to their a ttitudes and personalities stay more satisfied and committed to their work. The characteristic of the job also influences ones attitude towards it which may include the aesthetics of that workplace. Financial Rewards are viewed as satisfactory only when it is equitable and is in line with the expectations of the workers (Khandewal. V, 2008).The use of great(p) selection methods and having a good match between employee and jobs can visualise right person for the right job which in turn would help in enhancing job satisfaction. Job satisfaction factors for employees keep changing over time. Thus it is the responsibility of the managers and the employers to keep in pace with their changing needs and demands so that they remain committed to the organization.MEASURES OF JOB SATISFACTIONTo evaluate an employees satisfaction or dissatisfaction at work is a complex process which consists of assessing a number of discrete job elements. One of the popular methods to evaluate the attitudes o f employees is by the use of attitude surveys. It helps in drawing out responses from employees through questionnaires as to their feelings about their jobs, work groups, supervisors and the organization. Managers are provided with valuable feedback on how employees perceive their working conditions by using attitude surveys on a regular basis. It helps in revising an organizations policies and procedures so that they work in favor of the employees.In research literature, the two most extensively validated employee attitude survey measures apply are the Job Descriptive Index (JDI) which questionnaire widely used to capture job satisfaction data that was created by Smith, Kendall Hulin (1969). It measures ones satisfaction in flipper facets pay, promotions and promotion opportunities, coworkers, supervision and the work itself. JDI is a very reliable method. few more job satisfaction questionnaires include Minnesota Satisfaction Questionnaire (MSQ) created by Weiss, Dawis, Englan d Lofquist (1967), the Job Satisfaction Survey (JSS) And the Faces Scale. The MSQ method has the advantage of skillfulness. All of these measures have led to greater scientific understanding of employee attitudes and it has proven to be very successful for many practioners and researchers (www.wikipedia.org)Many organizations often wish to obtain a more detailed assessment of employee attitudes in order to ensure employee satisfaction as an end result. It is very important to analyze and interpret effectively the data obtained from these employee attitude surveys in order to understand the results and in turn take appropriate actions to improve employee attitudes and job satisfaction. Employee surveys used effectively can act as catalysts for improving employee attitudes and producing organizational change. Survey feedback and action help support and drive organizational change (Ulrich, Brockbank, Yeung, Lake, 1995).IMPACT OF JOB SATISFACTION AND DISSATISFACTION ON EMPLOYEE BEHAVI ORWhen employees are dissatisfied with their jobs, lack job involvement and are low in their commitment to the organization, a wide variety of consequences follows in. Dissatisfied employees may engage in psychological climb-down, physical withdrawal or even acts of aggression and retaliation for presumed wrongs. Many researchers and authors like Davis Newstrom (1989), Lawler (1977), doorman Steers (1977), Newcomb, Betts Cano (1987) have attributed job turnover, absenteeism and job burnout to a lack of job satisfaction. agreeable employees may provide acts of consumer function beyond the call of duty, have scintillation work records, and actively pursue excellence in all areas of their jobs. both(prenominal) specific outcomes of job satisfaction and dissatisfaction in a workplace are explained as underJob Satisfaction and Job PerformanceThe relationship between Job satisfaction and Job performance is one of the most researched topic by many scholars (Judge, Thoresen, Bono, and Patton, 2001). According to Landy (1989) their relationship in the dramaturgy of Industrial psychology was described as the Holy Grail. The satisfaction-performance relationship is more complex that the simple path of satisfaction leads to performance. Thus it is wrong to make that high satisfaction always leads to high employee performance. Satisfied workers actually may be high, average or even low producers will tend to continue the level of performance that brought them satisfaction before also. The study of the relationship between job satisfaction and job performance has a very controversial history. In 1930s the Hawthorne studies conducted helped the researchers in becoming aware of the make of employee attitudes on their work performance.According to Newstrom and Davis (1993), one way to view this dimension is in believing the relationship that high performance contributes to high job satisfaction. This sequence states that better performance typically leads to higher economic, sociological and psychological remunerates. If these rewards are seen in a fair light then the overall employee satisfaction improves. On the other hand if these rewards are seen inadequate for ones level of performance then dissatisfaction tends to arise. It is important for managers to devote its efforts to aid its employee performance, which will likely produce satisfaction as a by product. In 2001, Judge et al identified seven different sit arounds that can be outflank used to describe the job satisfaction and job performance relationship. just about of these models view the relationship between job satisfaction and job performance to be unidirectional which states that either job satisfaction causes job performance or vice versa.Job Satisfaction and Organizational Citizenship Behavior (OCB)Job satisfaction is considered to be a major determinant of an employees organizational citizenship behavior (OCB). A modest relationship exists between job satisfaction and OC B. Satisfied employees seem more likely to talk positively about the organization, help others, and go beyond the normal expectations in their job. They are also very likely to go beyond the formal requirements of the job just in order to reciprocate their positive experiences. They voluntarily engage in behaviors that work in favor of the organization.Job Satisfaction and client SatisfactionCustomer satisfaction is a very important requirement for many firms. Their performance gets marked by keeping their customers satisfied and happy. Employees of receipts based organizations often interact with their customers, thus the satisfaction of these employees is very important in order to keep the customers loyalty to the concerned organization. Satisfied employees increase customer satisfaction and loyalty. Service organizations know that satisfied and loyal customers are highly mutualist on how frontline employees deal with their customers. Satisfied employees are more likely to be f riendly, upbeat and responsive in nature which the customers appreciate. Since satisfied employees have high retention rate, customers are more likely to encounter familiar faces and converge experienced service. All these qualities build customer satisfaction and loyalty. The dissatisfied customers can increase an employees job dissatisfaction in a similar fashion.Many service based companies like, FedEx, Southwest Airlines, Four Seasons Hotels are American Express very customer oriented companies who go out of their way in order to please their customers. In order to provide that great impeccable service to their customers they focus on building employee satisfaction- recognizing that employee satisfaction will go a long way towards contributing to their goal of having happy customers. These firms seek to call upbeat and friendly employees, train the employees in the importance of customer service, reward customer service, provide positive work climates and track employee satisf action on a regular basis through various attitude surveys.Job Satisfaction and Absenteeism/TardinessA consistent negative relationship exists between satisfaction and absenteeism. Dissatisfied employees are more likely to be absent at their work, other factors have an impact on the relationship and reduce the correlation coefficient. Employees who have less job satisfaction tend to be absent more often. But this connection is not sharp for a couplet of reasons. Some absences are caused by legitimate medical reasons and therefore a satisfied employee may have a valid absence at times. Tardiness is another way by which employees may exhibit their dissatisfaction with job conditions. A tardy employee is one who arrives late at work. Tardiness is a type of brief period absenteeism ranging froma few minutes to several hours for each event, and it is another way by which employees withdraw from active involvement in the organization. This may block the timely completion of work and di srupt productive relationships with coworkers.Job Satisfaction and TurnoverSatisfaction is also negatively related to turnover, but the correlation is way stronger than that in the case of job satisfaction and absenteeism. Yet there are various factors such as labor-market conditions, expectations about alternative job opportunities, and length of tenure with the organization are important constraints on the actual decision to leave ones current job for some other work. cause indicates that an important moderator of the satisfaction-turnover relationship is the employees level of performance i. e, it is said that level of satisfaction is less important in predicting turnover for superior employees as compared to the scurvy performers. But studies suggest that job satisfaction should be more important in influencing poor performers to stay than the superior performers because regardless of level of satisfaction, the high performers are likely to remain with the organization only on government note of receipt of recognition, praise and other rewards.Job Satisfaction and Withdrawal Behaviorsnumerous studies have shown and proven that dissatisfied employees are more likely to quit their jobs or be absent than satisfied employees (eg. Hackett Guion, 1985 Hulin, Roznowski Hachiya, 1985 Kohler Mathieu, 1993). Job satisfaction shows correlations with turnover and absenteeism. It also appears to be related to other withdrawal behaviors like lateness, unionization, grievances, dose abuse, theft or decision to retire. Using different methods that statistically measure the financial impact of employee attitudes on organizations, practioners can reveal costs of low job satisfaction and the value of improved employee attitudes on such outcomes as absenteeism and retention (Saari Judge, 2004).Job Satisfaction and Workplace DevianceJob dissatisfaction predicts a lot of specific behavior, including unionization attempts, substance abuse, stealing at work, unwarrantabl e socialization and tardiness. Researchers say that these behaviors are indicators of a broader syndrome that is usually termed as aberrant behavior in the workplace. If the employees do not like their work environment then they world respond in some way which could either be in favor or not in favor of the organization. If the employers want to control the undesirable consequences of job dissatisfaction, they have to attack the source of the problem i. e. the dissatisfaction rather than trying to control the different responses.Source An overall model of the Job Dissatisfaction-Job Withdrawal Processwww.geocities.comThe consequences of job dissatisfaction are very long term in nature. Mowday (1984) suggested that the negative effects of job turnover on organizations may include increased costs in recruiting, selecting and genteelness new employees, demoralization of remaining employees, negative public image of the organization, disturbance of day-to-day activities and decreased organizational opportunities to pursue future growth strategies. Thus it is important to have a thorough understanding of the factors that lead to job satisfaction and dissatisfaction so that it would help in putting a pick up on the negative consequences associated with job dissatisfaction (Davis Newstrom, 1989 Mowday, 1984 and Berm, 1989).MOTIVATION THEORIESIt has been evidenced to consider Job satisfaction as one aspect of life satisfaction because what a person does on the job reflects while he is off the job. A persons job satisfaction can actually impact his life, a person works to earn a living and therefore his entire personal and professional life depends upon his job therefore a single factor leading to dissatisfaction can cause a great deal of detriment to his overall life satisfaction and vice versa (Davis and Newstrom, 1989). Similarly, it is important for managers to monitor the employees attitudes towards their life along with their attitude towards their job and a lso work environment. Motivating employees so that they work more productively and efficiently is one of the crucial problems cladding todays organizations. This in turn helps in increasing their feelings of satisfaction, involvement and commitment.Two Factor Theory (Motivator-Hygiene Theory)The two factor theory, also called as motivation-hygiene theory proposed by psychologist Federick Herzberg was used in order to understand the factors affecting peoples attitudes about their work. This theory states that satisfaction and dissatisfaction are driven by different factors that are inbred and extrinsic factors. Intrinsic factors which are also known as satisfiers are related to job content (work itself). It also includes achievement, recognition, work itself and responsibility. It is stated that motivation can be seen as an inner force that drives individuals to attain personal and organizational goals (Hoskinson, Porter Wrench). These motivating factors those aspects of the job t hat make people want to perform, and provide people with satisfaction. While the extrinsic factors which also know as the hygiene factors are related to the job context (work environment). It involves company policy, administration, supervision, salary, interpersonal relations and working conditions. According to this theory, the factors leading to job satisfaction are separate and distinct from those that lead to job dissatisfaction. The opposite of job dissatisfaction is, no job dissatisfaction but instead not satisfaction (Herzberg et al, 1959).Job Characteristics lay (JCM)The Job Characteristics Model was proposed by Hackman Oldham which is widely used in many organizations to study how particular job characteristics impact the job outcomes, including job satisfaction. The model states that there are five core job characteristics (skill variety, assign identity, task significance, autonomy and feedback) which impacts three critical psychological states (experienced meaningful ness, experienced responsibility for outcomes and knowledge of the actual results) which in turn influences the work outcomes of the employees (which covers aspects like job satisfaction, absenteeism, work motivation etc). These five core job characteristics can be combine to form a motivating potential score for a job which can be used as an index of how likely a job is going to affect an employees attitudes and behaviors.Attitudes are generally acquired over a long period of time. Similarly, job satisfaction or dissatisfaction emerges as an employee gains more and more information about the workplace. Nevertheless, job satisfaction is dynamic, since it can resist even more quickly than it dev