Lit Review Job Satisfaction

The Effects of Work-Life Balance, Workplace Bullying, Pay Satisfaction and Reward on Job Satisfaction - A Literature Review

1.Introduction
Factors which influence job satisfaction is a topic commonly investigated in organisational research, presumably for its intrinsic association with vast amount of key employee behaviours, including intention to quit, absenteeism, motivation and job performance (Hofmans et al. 2013). Job satisfaction is defined as a physiological state resulting from evaluations of one 's current position of employment (Locke, 1976 as cited in Cahil et al. 2015). More specifically, job satisfaction is an employees emotional feeling and attitude towards their job as a whole; working conditions, pay, working hours, pension. The rational behind the importance of job satisfaction is the negative relationship with employee turn over (Aziri, 2011). Employees who have positive attitude towards their employment are considered to have high levels of job satisfaction, compared to those who view their employment negatively, who experience dissatisfaction form their job (Aziri, 2011). Job satisfaction comprised of two dimensions: Affective reaction; employees feelings about job (i.e. like or dislike) and cognitive appraisal; value of job for the employee (i.e. employees thoughts and beliefs about job) (Cahil et al. 2015).

This purpose of this paper is to develop a well-structured review of several variables which may effect an employees job satisfaction. The dependent variables analysed are work-life balance, workplace bullying and pay satisfaction/ financial reward, respectively.

2. Literature Review
2.1 Work-Life Balance
Work-life balance (WLB) refers to successfully achieving and equilibrium between ones career and personal activities, in order to decrease any tension between professional and domestic life. Work-life balance policies are initiatives created and supported by employers which offers employees alternatives to tackle responsibilities in both ones professional and personal life (Mukururi & Nagari, 2014). One major driver for the formation of WLB policies was the increasing number of women in the workforce; desire to combine family and work, as well as the ageing population; older employees wanting to continue working, but working less hours or flexible shift times (Mukururi & Nagari, 2014). Work-Life Spillover theory (Zedeck, 1992) suggests that an employees attitudes, emotions, skills and behaviours produced in one domain (either professional or personal life) can carry over to the over domain (Bell et al. 2012). Work-life spillover can have consequential outcomes if not appropriately monitored and controlled. For example, an employee dealing with the stress of work may bring back tension and frustration into he 's/she 's family life, thus taking out anger on family members (Haar et al. 2014). Employee who experience a positive relationship between the WLB and job satisfaction generally feel as if their job is well integrated into their personal life; employees are not deprived of life experience due to employment demands. Therefore a number of organisations have initiatives designed to increase the relationship between WLB and job satisfaction (Haar et al. 2014).

Zhao and colleagues (2011) investigated into work interfering with family (WIF) and family interfering with work (FIW) and found both negatively effected two dimensions of job satisfaction: affective reaction and cognitive appraisal. Demands of work were found to hinder an employee from satisfying family commitment, or personal burdens reduced employees ability to complete work related task. Consequently, employees experience a dislike towards their job and perceive it as less valuable compared to their personal responsibilities (Zhao et al. 2011). Mukururi & Nagari (2014) conducted a study which analysed the relationship between WLB policies for banking sector employees and job satisfaction. Results found WLD policies acted as a predictor of job satisfaction (r= 0.62). Results suggested that bank mangers should re-assess WLB policies offered to employees in order to increase organisational commitment, job performance and job satisfaction. In addition, results showed a strong and positive relationship between flexibility of policies and job satisfaction (r=0.56) (Mukururi & Nagari, 2014). Mcnall and colleagues (2010) also found similar findings, indicating that greater flexibility in work arrangements provided left employees feeling more satisfied with their job. Various other studies demonstrate the positive relationship between WLB and job satisfaction (Saif et al. 2011; Varatharaj & Vasanth, 2012; Rani et al. 2011).

2.2 Workplace Bullying
The presence of workplace bullying is an issue faced by many modern firms, particularly those with diverse workforce, irrespective of their size and sector (Ikyanyon & Ucho, 2013). Workplace bullying consists of persistent unwelcome mistreatment of an employee, targeted by one or more colleagues and often leaves victim feeling humiliated, frightened or intimated (Arynne, 2009) . Victims of workplace may be subjected to performance sabotage, public ridicule, dishonest behaviour, rumours, attacks on private life, verbal attacks, unnecessary criticism (Devonish, 2013) Consequently they experience lacks in focus, decreased work productivity, inability to trust others, decreased self-confidence on the job and heightened anxiety (Nielsen & Einarsen, 2012). Repercussions of bullying at an individual level include, decreased self-respect, lowered self-esteem, increase stress, phobias, inability to sleep, depression (Bano & Malik, 2013) and even suicidal tendencies (Streud et al. 2008). Consequences of workplace bullying at an organisational level include negative outcomes to employee job satisfaction and commitment, increase absenteeism and turnover (Nielsen & Einarsen S, 2012).

There is abundant literature on the negative influence workplace bullying has on job satisfaction, with research generally depicting a negative relationship between the prevalence of workplace bullying on job satisfaction and job performance (Ikyanyon & Ucho, 2013; Devonish, 2013). Reasoning being workplace bullying makes time at workplace less enjoyable and reducing any reward accrued during working hour (Jennifer et al. 2010). A study (Yildirim, 2009) on nurses found that employees who were bullied experienced decreased job satisfaction and heightened anxiety, depression and intention to quit. Fortunately, workplace support was able to deter nurses from some adverse outcomes (Yildirim, 2009). Ikyanyon & Ucho (2013) found similar results among employees in a federal hospital in Nigeria; nurses who were subjects to high workplace bullying experienced inadequate satisfaction. Interestingly, Lapierre & colleagues (2005) reported that victims of workplace bullying experienced lower levels of job satisfaction than victims of sexual harassment (Lapierre et al. 2005). Another study (Jennifer et al. 2010) found empirical evidence of the adverse effects of workplace bullying on employees, where employees where less satisfied with their jobs and often regarded as an outsider or low status individual to fellow colleagues. In addition, their study found that the negative relationship between bullying and attitude towards job satisfaction was stronger in Australians than Singaporean workers, possibly suggesting an influence of culture between bullying and job satisfaction (Jennifer et al. 2010)

Several studies have investigated the moderating effect of perceived organisational support (POS); degree which employees feel firm supports and cares for their well-being, on the adverse outcomes workplace bullying can have on job satisfaction (Carrol & Lauzier, 2014; Devonish, 2013; Francis, 2014). These studies suggest that the presence of POS can have positive effect on bullies employees; improving job satisfaction and reducing desire to quit, as they felt supported by their employers. Conversely, employees who felt as if they received no organisation support, saw no improvements in adverse outcomes (Quine, 2001 as cited in Francis, 2014).

2.3 Pay Satisfaction and Financial Reward
Previous literature has generally depicted a positive relationship between financial reward (often referred to as 'pay ') and job satisfaction, where financial reward is regraded as a prime determinant of job satisfaction; dissatisfactions in pay leaves employees unsatisfied and de-motivated (Chaudhry et al. 2011). When an individual is questioned to why they work, the primary response is for financial gain. As salary is regarded highly in work evaluation, salary management is crucial for human recourse management (Hofmans et al. 2013)). Employers who pay highly are often highly regarded, easily attract and retain talent, have highly satisfied employees and experience low turnover. Conversely, employees who are not appropriately compensated may experience low levels of job satisfaction, organisational commitment and highly consider leaving (Al-Zoubi, 2012).

According to the equity model (Adams, 1965), employees compare their input and output; referring to financial reward received for work performed, to other employees in order to determine their level of satisfaction for their employment (Hofmans et al. 2013), In addition, the relationship between financial rewards is also evident in many screening instruments used to measure job satisfaction; with both Job Descriptive Index (JDI) and the Minnesota Satisfaction Questionnaire (MSQ) including a sub scale which refers satisfaction with financial rewards (Schleicher et al., 2010 as cited in Hofmans et al. 2013). Bustamam and colleagues (2014) investigates the relationship between reward; both financial (i.e. raises in base salary) and non-financial (recognition), and job satisfaction. Finding showed a significant, positive relationship between both financial (r= 0.82) and non-financial (r= 0.74) reward and job satisfaction, however financial reward had a stronger impact (Bustamam et al. 2014). Another study (Lee & Lin, 2014) found when employees sensed their salary was lower than the market average, they had unsatisfactory feelings and decrease their efforts to the firm, felt fatigued or experienced intentions to quit. Furthermore, a survey on Spectroscopy salaries (2006) found respondents who experienced high levels of job satisfaction generally between $86,000-$100,000 a year, whereas those feeling dissatisfied in their current positions earning between only $ 26,000-$35,000. Those who were regarded as extremely satisfied earn between $101,000- $125,000 (Patel-Predd, 2006).

However, conflicting views suggest that financial reward may not always influence job satisfaction. For instance, the two-factor theory (Herzberg, 1959) argues pay as a hygiene factor; absence may lead to dissatisfaction, however presence may not necessarily lead to satisfaction (Hofmans et al. 2013). Judge and colleagues (2010) investigated the association between pay level and both job and pay satisfaction. Findings showed a weak association between pay level and job satisfaction (r= .10), arguing that level of income is only insignificantly affiliated to job satisfaction (Judge et al. 2010).

4. Future Research and Conclusion
4.1 Work-Life Balance
Further research could investigate the impact of potential mediators (e.g. the effect of work-life spillover theory, employee mood at work, employees perception of fairness) or potential moderators (e.g. organisational culture, organisational climate, presence of social support, gender) on the relationship between WLB and job satisfaction). In addition, future studies could looking into various cultural backgrounds of diverse social communities and differnces in WLB andjob satisfaction relationship (Zhao et al. 2011). In conclusion, literature strongly depicts a positive relationship between work-life balance and employee job satisfaction. Past research emphasise the critical role of WLB in promoting higher job satisfactions and suggests that organisations implement efficient and effective WLB initiatives and policies in order to reduce negative consequences or friction experienced between employees personal and professional life (Mukururi & Nagari, 2014)

4.2 Workplace Bullying
As several studies highlighted the positive effect that perceived organisational support can have in deterring the adverse effect of workplace bullying on job satisfaction, it might be strongly advised that further research should look into forming a clear distinction between the different types of organisational support; whether support is from work colleagues or managers, and investigate their impact variations (if any) on workplace bullying and employee job satisfaction (Carrol & Lauzier, 2014). Furthermore, avenues for future research could identify other intervening variable which influence the relationship of workplace bullying and job satisfaction or investigate other workplace relationship that are strongly tied in with job satisfaction (e.g. workplace bullying and turnover or workplace bullying and job performance) (Carrol & Lauzier, 2014). In closing, literature demonstrates the prevalence of workplace bullying in many modern firms, especially those with diverse workforces. Irrespective of its form, workplace bullying leads to various adverse impacts to both the victimised employee 's well-being and the organisations performance. It is evident from past research that there is a strong negative association between workplace bullying and employee job satisfaction. It is essential that organisations attempt to discourage the presence of workplace bullying to achieve organisation effectives, as employees are the foundation of every business and therefore a constructive and non-threatening work-environment is essential for productivity, as satisfied employees are likely to perform more highly at work (Ikyanyon & Ucho, 2013). Lastly, the presence of support systems at work for workplace bullying benefits both the employer and employee and therefore should be strongly considered (Francis, 2014).

4.3 Pay satisfaction and Financial Reward
Further research on the impact of financial reward and job satisfaction could look into investigating the possible impact of potential moderators of the relationship between pay-level and job satisfaction. These moderators could include the degree in which one values their salary, expectations of pay-level and references of pay-level form others; comparing pay with colleagues (Judge et al, 2010). Another possibility in further research could be investigating the purpose of income for employees. For example, those who have financial goals (e.g. saving for house deposit) could be regarded as generally happier and more satisfied with their job, regardless of pay-level, as their income brings them one step closer to achieving their goal every week. Suggesting that the motives of the goal are what matters and having a goal is what is satisfying (Judge et al, 2010). To conclude, it is evident from scholar literature the importance that ones pay has in satisfying their opinion of employment. Various literature demonstrated a positive relationship between pay satisfaction and job satisfaction, in addition to pay-level and job satisfaction. Therefore, employees with higher salaries, generally felt more satisfies with their income and their job (Hofmans et al. 2013).

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