The Facts About Job Satisfaction
The Facts About Job Satisfaction
This article was written by Carrie Bloomfield.
Job satisfaction is an attitude that employees have about their work and is based on numerous factors, both intrinsic and extrinsic to the individual. Job satisfaction is important from the perspective of maintaining and retaining the appropriate employees within the organization; it is about fitting the right person to the right job in the right culture and keeping them satisfied. 1,2
Today 's business environment is characterized by weak economies, rapidly changing technology, organizational re-engineering, shortened length of tenure, and outsourcing of peripheral business activities. The pharmaceutical industry is reflective of this environment. Under these circumstances, managers should concentrate on removing sources of dissatisfaction from the workplace in order to keep employees busy, productive, and satisfied. At the same time, employees need to take responsibility for their own satisfaction in their job. 2
A theory of job satisfaction
Herzberg developed one of the earliest theories relating to job satisfaction in the 1950s. His "two-factor" theory emphasizes that there are factors in the workplace that create satisfaction (motivators) and those which lead to dissatisfaction if they are not present (hygiene factors). There are four motivators in the theory: achievement, recognition, responsibility, and advancement; and five hygiene factors: monetary rewards, competent supervision, policy and administration, working conditions, and security. The implication of the theory is that satisfaction and dissatisfaction are not opposite ends of the same scale and that job satisfaction may merely be an absence of job dissatisfaction.2 Herzberg argues that it is necessary to have hygiene factors at an acceptable level simply to reach a neutral feeling about the job. The theory has not been without its critics from the perspective of both the methodology of the studies and the
This article was written by Carrie Bloomfield.
Job satisfaction is an attitude that employees have about their work and is based on numerous factors, both intrinsic and extrinsic to the individual. Job satisfaction is important from the perspective of maintaining and retaining the appropriate employees within the organization; it is about fitting the right person to the right job in the right culture and keeping them satisfied. 1,2
Today 's business environment is characterized by weak economies, rapidly changing technology, organizational re-engineering, shortened length of tenure, and outsourcing of peripheral business activities. The pharmaceutical industry is reflective of this environment. Under these circumstances, managers should concentrate on removing sources of dissatisfaction from the workplace in order to keep employees busy, productive, and satisfied. At the same time, employees need to take responsibility for their own satisfaction in their job. 2
A theory of job satisfaction
Herzberg developed one of the earliest theories relating to job satisfaction in the 1950s. His "two-factor" theory emphasizes that there are factors in the workplace that create satisfaction (motivators) and those which lead to dissatisfaction if they are not present (hygiene factors). There are four motivators in the theory: achievement, recognition, responsibility, and advancement; and five hygiene factors: monetary rewards, competent supervision, policy and administration, working conditions, and security. The implication of the theory is that satisfaction and dissatisfaction are not opposite ends of the same scale and that job satisfaction may merely be an absence of job dissatisfaction.2 Herzberg argues that it is necessary to have hygiene factors at an acceptable level simply to reach a neutral feeling about the job. The theory has not been without its critics from the perspective of both the methodology of the studies and the
References: 1. Ross, Emily. 2001. "Love the Job." Business Review Weekly, 23 [4]: 56-59. 2. Crow, Stephen M. & Hartman, Sandra J. 1995. "Can 't Get No Satisfaction." Leadership & Organization Development Journal. 16 [4]: 34-38. 3. Mitchell, Terence R., Dowling, Peter J., Kabanoff, Boris V. & Larson, James R. 1988. People in Organizations: An Introduction to Organizational Behavior in Australia. Sydney: McGraw-Hill. 4. Knowles, Michael C. Organization Behavior: Changing Concepts and Applications. Sydney: Harper & Row. 5. Ivancevich, J., Olekalns, M. & Matteson, M. 1997. Organizational Behavior and Management. Sydney: McGraw-Hill. 6. Huczinsky, Andrzej & Buchanan, David. 1991. Organizational Behavior, an Introductory Text. London: Prentice Hall. 7. Goleman, Daniel. Emotional Intelligence: Why it can matter more than IQ. 1995. London: Bloomsbury. 8. Onsman, Harry. 1999. "The Secret of a Happy Office." Business Review Weekly. 21 [22]. 9. Way, Nicholas. 2000. "The Kings of Culture." Business Review Weekly. 22 [13]: 100-104.