Measuring Job Satisfaction
Employee satisfaction had always been an issue to employees and employers alike. A satisfied employee works harder, produces more output, have less absences and are likely to stay with the employer (Robbins, 1998). To the employer, this means fewer turnover, increase in productivity and lower costs. Thus, for the past years employers and companies have tried to increase job satisfaction in their workers. Job satisfaction is the favourableness or unfavourableness with which employees view their work. It expresses the amount of agreement between one’s expectation of the job and the rewards that the job provides.
It is an attitude based on employee perceptions (negative or positive) of their jobs or work environments (Reilly, Chatman & Caldwell, 1991). However, as established by Herzberg and subsequent studies satisfaction does not come from monetary gains only (Syptak, Marsland, & Ulmer, 1999). A person’s job is more than the salary and job description. It involves interaction with co-workers and bosses, following organizational rules and policies, meeting performance standards, living with working conditions that are often less than ideal and the like.
With this in mind, studying job satisfaction must include the elements found in the job and work environment. Problem Statement This study attempts to investigate
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Employees who are satisfied with their jobs identify with the tasks they work on. Employees who are satisfied with their jobs are those who feel that the work itself is interesting. Employees who are satisfied with their jobs are those who have a positive relationship with their supervisors. Conceptualization This study takes into account the interrelationships of salient elements of the job and work environment as contributors to job satisfaction, the hypotheses serve as benchmarks of the degree of satisfaction. Wherein, the presence of the mentioned concepts indicates high job satisfaction.
The salient elements used in this study are work achievement, working conditions, task identification, work itself and relationship with supervisors. Work achievement directly translates to performance. High performance leads to high job satisfaction (Davis, 1982). When people perform well, they are likely to develop more satisfaction with their work. Likewise, favourable working conditions in general enhance job satisfaction. Employees who are given adequate and reasonable conditions to which he/she can Work satisfaction Page #3 accomplish his/her tasks are more likely to be satisfied.
Equally important is when an employee identifies with the work he does, and his/her commitment to it is an indication of a high level of satisfaction. Similarly, the very nature of the work can also be a source of satisfaction for employees. Employees who are interested and enjoy his/her job are more likely to be highly satisfied. Furthermore, a positive relationship between the employee and his/her supervisors is a factor in the satisfaction of the employee. Employees who perceive their bosses as good leaders are more likely to have high job satisfaction.