Modern Perspectives on Job Satisfaction

Table of Contents {text:bookmark-start} ABSTRACT {text:bookmark-end} “Happy employees are productive employees; happy employees are not productive employees” (Saari 2004). These statements clearly explain the predicament and debate found among practitioners concerning employee attitudes and the determination of level of job satisfaction. This report is based on recent research on job satisfaction and its findings that will appear significant in present modern organisations. As the branches of job satisfaction are numerous, for the sake of better insight, this report has main focus on the relation and effects of organisational diversity, ethical climate, and employee attitudes with job satisfaction. In the latter part of the report, there are recommendations based on latest literature review for managers to enhance organisational practices and environment that lead to increased level of employee satisfaction. {text:bookmark-start} INTRODUCTION {text:bookmark-end} Job satisfaction of employees is defined as “their positive or pleasurable emotional state based on their job experiences” (Elçi 2009). Several important behavioural factors in an organisation have relationship with job satisfaction, such as propensity to leave, turnover intention, absenteeism, productivity and performance (Saari 2004 & Wood 2006, pp. 58). Studies on the relationship between these various factors and job satisfaction date back to ages and have a very controversial history. For example, initially researchers found a trivial relationship between job satisfaction and performance but later on with recent empirical studies researchers found out that this relationship is significant and it is even stronger for professional jobs (Saari 2004; Mohr 2008 & Pitts 2009). Building on past finding, report centres on new topics of discussion such as diversity management, ethical climate, and employee attitudes, and highlights latest findings based on latest and modern tools of research.

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