THE RELATIONSHIP BETWEEN JOB SATISFACTION AND ABSENTEEISM IN A SELECTED FIELD SERVICES SECTION WITHIN AN ELECTRICITY UTILITY IN THE WESTERN CAPE BEVERLEY ANN JOSIAS SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF COMMERCE IN THE FACULTY OF ECONOMIC AND MANAGEMENT SCIENCES DEPARTMENT OF INDUSTRIAL PSYCHOLOGY OF THE UNIVERSITY OF THE WESTERN CAPE NOVEMBER 2005 SUPERVISOR: Mr Karl Heslop 1 ABSTRACT Absenteeism - employees not showing up for
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Most research in job design suggests taking a look at the aspect of job structure. This structure tells us how these elements in a job are organized can act to increase or decrease effort. When I took a look at the Job Characteristics Model (JCM) it describes five core job dimensions that managers should look into to increase motivation within employees. I have heard employees say “I only come to work for this easy check‚ there is nothing to do here but eat‚ sleep and the most work if any is when
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recent years‚ job satisfaction and how an employee perceives his or her job‚ has become one of the key areas of study for an organization. This is because‚ whether an employee is content with his working conditions or not‚ has an impact on the functioning of the whole organization. Every firm wants maximum productivity from their employees. This essay will discuss how the above can be achieved through job satisfaction. It will also talk about the negative impacts of low job satisfaction and its effects
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The job characteristics model consists of five components which are skill variety‚ task identity‚ task significance‚ autonomy and feedback. These components affect factors such as performance‚ motivation‚ absenteeism ‚ turnover and satisfaction of the employees. The purpose is to increase performance‚ motivation and satisfaction of the employees and to decrease absenteeism and turnover. The job characteristics model is one of the most important attempt models to design jobs. This model is proposed
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The Impact of Enrichment on Job Satisfaction‚ Organisational Commitment and Turn Over The case of Police Officers National Coast Guard by Geeandeo Cheetamun TABLE OF CONTENTS ________________________________________ Page No Acknowledgement vii Abstract viii List of Tables ix List of Figures x List of Appendices xi Abbreviations xii CHAPTER 1 (INTRODUCTION) 1.0 Overview of the
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The job characteristics model was projected in the 1970s by Richard Hackman and Greg Oldham to present a comprehensive and precise description of the consequences of job design involving motivation‚ job satisfaction‚ performance‚ and other vital features of organizational behavior. The job characteristics model concentrates on the aspect that makes jobs intrinsically motivating. Hackman and Oldham rationalize that when employees are intrinsically motivated‚ good performance makes them feel good.
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The SIJ Transactions on Industrial‚ Financial & Business Management (IFBM)‚ Vol. 2‚ No. 7‚ September 2014 Factors Influencing Employee’s Job Satisfaction: An Empirical Study among Employees of Automobile Service Workshops in Assam Bidyut Bijoya Neog* & Dr. Mukulesh Barua** *Research Scholar‚ University of Science and Technology‚ Meghalaya‚ INDIA. E-Mail: bbneog{at}gmail{dot}com **Executive Director‚ Royal Group of Institutions & Principal‚ Royal School of Business‚ Guwahati‚ Assam‚ INDIA. E-Mail:
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I. INTRODUCTION 1.1 JOB SATISFACTION Job satisfaction describes how content an individual is with his or her job. The happier people are within their job‚ the more satisfied they are said to be. Logic would dictate that the most satisfied (“happy”) workers should be the best performers and vice versa. This is called the "happy worker" hypothesis. However‚ this hypothesis is not well supported‚ as job satisfaction is not the same as motivation or aptitude‚ although they may
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Job Performance Sabine Sonnentag‚ Judith Volmer and Anne Spychala Individual performance is of high relevance for organizations and individuals alike. Showing high performance when accomplishing tasks results in satisfaction‚ feelings of selfefficacy and mastery (Bandura‚ 1997; Kanfer et aL‚ 2005). Moreover‚ high performing individuals get promoted‚ awarded and honored. Career opportunities for individuals who perform well are much better than those of moderate or low performing
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BSG 302 – Organizational Behavior Repairing Jobs That Fail to Satisfy (Case Study) PURPOSE/OBJECTIVES: To help students become aware of the complexity of human behavior in organizations. To help students deepen their understanding of group dynamics and organizational culture. To help students understand the importance of job satisfaction and incentive systems. To improve the students’ group and teamwork skills. To improve the students’ written and oral presentation skills. PROCESS:
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