Employee behavior and job satisfaction
Employee behavior and job satisfaction are correlated. Job satisfaction is described as the employee’s attitude towards the job. It is sub-divided into two levels; effective job satisfaction and cognitive job satisfaction. Effective job satisfaction is the individual emotional feelings towards the job. Cognitive job satisfaction is the employee’s perception of some aspects of the job such as pay and benefits.
The behavior an employee depicts shows their attitude towards the job. If employees are satisfied with their jobs, they are more productive. They also produce higher revenues and can handle the pressure. Job satisfaction also reduces the number of accidents, increases growth and stability and creates a better working environment.
Job satisfaction mostly depends on communication, management, and the ability to complete allocated tasks. People who are less satisfied with their jobs are less productive and they are mostly absent at work. There are two points of view about job satisfaction and performance. One states that job satisfaction leads to performance, while the other states that performance leads to job satisfaction. Apart from communication and management in an organization, job satisfaction is also dependant on payment and promotion opportunities. It is also dependent on benefits, job security, and relation with colleagues. Policies, responsibilities, and the nature of work also determine job satisfaction.
Job satisfaction is a psychology factor; it cannot be touched or seen. Job satisfaction can be measured using various approaches such as single global rating and summation scores. Various theories explain job satisfaction. Some of them include Maslow’s hierarchy of needs, job characteristics model and dispositional approach.
Underpayment, limited career growth, and poor management cause low job satisfaction. Also, lack of interest, unsupportive leadership and limited opportunities for growth reduce job satisfaction. Lack of job satisfaction causes stress and low profit. The employees lack the morale to complete tasks on time.
The management can improve job satisfaction in the workplace. This is done by conducting surveys and determining the challenges employees are going through. Job training and incentive programs should be initiated to help foster morale among the workers. Workers who are satisfied with their work are always excited to carry out new tasks that are not in their job description. They are willing to engage in decision-making processes. Unlike workers with no job satisfaction, those who are satisfied with their jobs are passionate about the work they do. Organizations that create a good environment for workers have fewer employees who are willing to leave the company.
References
Tsai, Y., 2011. Relationship between organizational culture, leadership behavior, and job satisfaction. BMC health services research, 11(1), p.98.
Roodt, G., Rieger, H.S., and Sempane, M.E., 2002. Job satisfaction concerning organizational culture. SA Journal of Industrial Psychology, 28(2), pp.23-30.
Lok, P. and Crawford, J., 2001. Antecedents of organizational commitment and the mediating role of job satisfaction. Journal of managerial psychology, 16(8), pp.594-613.
