Its helps to management students as well as Employees in organization for understanding concept of job satisfaction.

1. A PRACTICAL UNDERSTANDING OF
JOB SATISFACTION
Presented By- PRATIK RAHATE
MBA(Pharmaceutical Management)

2. What is Job Satisfaction?
Job satisfaction is the feeling of pleasure
and achievement which an employee
experience at their job, when the work is
worth doing, or the degree to which their
works gives them satisfaction.

3. Related concepts
 Job involvement : The degree to which a person identifies with a job,
actively participates in it, and considers performance important to self-
worth.
 Psychological empowerment : Employees’ belief in the degree to which
they affect their work environment, their competence, the meaningfulness
of their job, and their perceived autonomy in their work.
 Organizational commitment : The degree to which an employee
identifies with a particular organization and its goals and wishes to
maintain membership in the organization.

4. Measuring Job Satisfaction
There are 2 approaches :-
1. Single global rating
2. Summation of Job facets

5. What are the main causes of job dissatisfaction?

6. What Causes Job Satisfaction???
NOTE: Money is not
always the
main cause of job
satisfaction.
Causes of job
satisfaction at
work Place
Culture
(Social
context)
Interesting
Work
Training
Variety
IndependenceRewards
Low Stress

7. BUT, Pay do come up when people discuss
about Job Satisfaction.
•For people who are poor and lives in poor
country, PAY correlate with job satisfaction and
overall happiness.
•But PAY influence job satisfaction only to a
point.
•It has been observe that people earning ₹ 5
lakh/annum are more satisfy with their job than
those who earns ₹ 20 lakh/annum.
•Money does motivate people, But what motivate
us is not necessarily the same as what makes us
happy.

8. Job Satisfaction is not just about Job Condition
but PERSONALITY also plays a role
Positive core self-evaluation
 Person who believe in their
inner worth and basic
competence
 These people are more satisfied
with their job than those with
negative core self-evaluations.
 They see their work more
fulfilling and challenging.
Negative core self-evaluation
 Less ambitious and more likely to
give up when face difficulties.
 They are less satisfied with their
job.
 They are mostly stuck in boring
repetitive jobs than those with
positive core self-evaluations.

9. The Impact of Satisfied and Dissatisfied
Employees on the Workplace
 One theoretical model—the exit–voice–loyalty–neglect framework—
is helpful in understanding the consequences of dissatisfaction.
Exit and Neglect behaviour include
our performance variables-
Productivity, Absenteeism and
Turnover.
Voice and Loyalty behaviour
include- Constructive behaviour that
allow individual to tolerate unpleasant
situations or to revive satisfactory
working conditions.

10. Job Satisfaction and Job Performance
 HAPPY WORKER-----------------> More Productive
Worker
 JOB SATISFACTION – PERFORMANCE
CONTROVERSY:
 Satisfaction causes performance: S -> P
 Performance causes satisfaction: P -> S
 Reward causes both performance & satisfaction: R -> P&S
 Organizations with more satisfied
employees tend to be more effective than
organizations with fewer.

11. Job Satisfaction and OCB
SATISFIED EMPLOYEE:
 Talk positively about the organization
 Help others
 Go beyond the normal expectations in their job
 Go beyond the formal requirements of the job just in order to
reciprocate their positive experiences
 Voluntarily engage in behaviours that work in favour of the
organization

12. Job Satisfaction and Customer Satisfaction
 Customer satisfaction is a very important requirement for many firms.
Their performance gets marked by keeping their customers satisfied
and happy.
 Satisfied employees increase customer satisfaction and loyalty.
 Since satisfied employees have high retention rate, customers are
more likely to encounter familiar faces and receive experienced
service. All these qualities build customer satisfaction and loyalty.

13.  Customers of CSN Stores
appreciate the excellent
service provided by the
online retailer’s customer
representatives shown
here at the company’s
offices in Boston.

14. Job Satisfaction and Absenteeism
 Consistent Negative Relationship
 Dissatisfied employees are more likely to miss work
 Organizations Provide Liberal Sick Leave Benefits
 Encouraging all their Employees
 Employee Want to Enjoy 3-day Weekend.
 Days come free with no penalties
 Availability of Numerous Alternative Jobs
 Jobs are More Available
 Jobs are Less

15. Job Satisfaction and Turn Over
 Stronger than between Satisfaction and Absenteeism
 Also is affected by Alternative Job Prospects
 Employee is presented with an Undesirable Job Offer.
 Job dissatisfaction is less Predictive of Turnover
 Employees are more likely leaving in Response to “PULL” than
“PUSH”

16. Job Satisfaction and Turn Over Contd…..
 Pull : Attraction of the other job
 Push : The unattractiveness of the current job
 Job dissatisfaction can more likely to convert into turnover.
 When employment opportunities are plentiful because employees
perceive it is easy to move.
 When employees have high “human capital” (high education, high
ability).
 Job dissatisfaction is more likely to translate into turnover because
they have, or perceive, many available alternatives

17. Job Satisfaction and Work Place Deviance
 Job Dissatisfaction and Antagonistic Relationships
with Co-workers
 Predict a Undesirable Behaviors in the Organizations
 Eg. - Substance Abuse, Stealing at Work, Undue Socializing and
Tardiness
 Indicators of a broader syndrome called Deviant Behavior in the
Workplace or counterproductive behavior
 Employees don’t like their work environment, they’ll respond somehow

18. Job Satisfaction and Work Place Deviance
Contd…..
 It is not always easy to forecast exactly how
 One worker might quit
 Another might use work time to surf the Internet
or take work supplies home for personal use.
 To effectively control the undesirable
consequences of job dissatisfaction, employers
should attack the source of the problem—The
Dissatisfaction
 Rather than try to control the different
responses.

19. CASELET
 John Matthews was working in police patrolling department since 1989. Due to his good
investigation skills, he was promoted to the position of detective in 1993. Detective Matthews’
work load includes investigations of every type of crime, while he has specialized in
investigation of cases of robbery and theft.
 Detective Matthews would like to be promoted to a supervisory position where he would have
the opportunity to assist police officers and guide newer detectives in their
investigations. However, promotional opportunities are very rare. Even detective Matthews is
also under the impression that social networking with the current supervisors is more
important to obtain a promotion, rather than work ethic or experience. Detective Matthews
chooses not to engage in office politics and therefore, has been in the same position since 1993
doing the same type of cases.
 Although Detective Matthews work ethic is strong and he still cares for the victims of the
cases he investigates, he is extremely dissatisfied with the department where he works and no
longer tries to go ‘above and beyond’ in order to complete his duties.

20. ISSUES/ PROBLEMS
1. EVALUATIVE DETERMINATION :
The analysis concludes that, reasons of Detective Matthew’s dissatisfaction are
office environment, possibility of promotion, and type of job i.e. routine work.
2. COGNITIVE DETERMINATION :
He finds his job rewarding, because his work ethic is strong and he still cares for
the victims of the cases he investigates. However, he also finds it to be boring
and routine, and finds the atmosphere he works in to be unpleasant.
3. BEHAVIORAL DETERMINATION :
This component of his job satisfaction shows us he is predisposed to go above
and beyond at work .

21.  Although Detective Mathew is not satisfied with his job , he has an overall positive
attitude regarding his life, but also has maintained a level of cynicism from his exposure
to negative influences.
 He has proven himself to be a dedicated.
ASSUMPTIONS

22. CONCLUSION
 Despite a lot of job facet dissatisfaction, the detective's states he is
satisfied with his job globally.
 In conclusion, his case highlights the concept that correlation does not
equal causation. Many factors both related and unrelated to the work
environment have an influence, and must be taken into consideration to
form an accurate understanding of job satisfaction.

23. THANK YOU!!!