level of job satisfaction at workplace

1. LEVEL
OF
JOB SATISFACTION
AT
WORKPLACE
- By Anamika Sharda

2. Contents
What is Job Satisfaction?
Factors affecting level of Job Satisfaction.
Models of Job Satisfaction.
Components of Job Satisfaction.
Measurement of Job Satisfaction.
What Determines Job Satisfaction?
Job Satisfaction Model
Expressing Dissatisfaction
Influence of Satisfaction and Dissatisfaction
Advice to Managers

3. What is Job Satisfaction?
“Job satisfaction is the amount of overall positive
effect or feelings that individuals have towards their
jobs”.
Job Satisfaction cannot be seen, it can only be
inferred

4. Job satisfaction is an important work
attitude in organizational behavior
because it affects a wide range of
behaviors and contributes to workers’
well-being. It is one of the most well
researched work attitudes.

5. Job satisfaction
is an attitude
rather than a
behavior.
In addition to attitudes
about a job as a whole,
people can have
attitudes about various
aspects of their jobs,
such as the kind of work,
pay, relationship with
their supervisor, the
quality of the physical
environment in which
they work, degree of
fulfillment in their work,
etc.
Job Satisfaction is an emotional
response to a job situation. It
determined by how well outcomes
meet or exceed expectations. Job
Satisfaction represents several
related attitudes.

6. Need of the study
Now a day’s organization showing importance to know the
satisfaction level of their employees.
Job satisfaction is an instrument to know the problems of the
employees, what they want to do the work, and to improve the
productivity of the employees.
The study tells us what are the factors help to achieve the goals
of the organization as well as the individual employees.

8. PERSONAL FACTORS.
• Age
• Education
• Gender.
ORGANIZATIONAL
FACTORS.
• Supervision
• The Work Group
• Occupational Level
• Job Content
• Pay And Promotion
• Security Of Job
Determinants of Job
Satisfaction

10. Components of Job Satisfaction
 EVALUATIVE COMPONENT
 COGNITIVE COMPONENT
 AFFECTIVE COMPONENT.

11. Potential consequences of Job
Satisfaction
 Performance:
 Satisfied workers are only slightly more likely to perform at a
higher level than dissatisfied workers.
◦ Satisfaction is most likely to affect work behaviors when
 workers are free to vary their behaviors and when a worker’s
attitude is relevant to the behavior in question
 Absenteeism:
 Satisfied workers are only slightly less likely to be absent than
dissatisfied workers
 Turnover:
 Satisfied workers are less likely to leave the organization than
dissatisfied workers.

12. Potential consequences of Job Satisfaction
Organizational citizenship behavior (OCB):
Satisfied workers are more likely to engage in this behavior than
dissatisfied workers.
◦ OCB: Behavior that is above and beyond the call of duty but is
nonetheless necessary for organizational survival and effectiveness
 Helping coworkers, spreading goodwill
Worker well-being:
Satisfied workers are more likely to have strong well-being than
dissatisfied workers.
◦ Worker well- being: How happy, healthy, and prosperous workers are

13. Theories of Job Satisfaction
There are numerous theories attempting to
explain job satisfaction, but three conceptual
frameworks seem to be more prominent
Content Theories
Process Theories
Situational Theories

14. CONTENT THEORIES
suggests that job satisfaction occurs
when one’s need for growth and self-
actualization are met by the individual’s
job.
Abraham Maslow “hierarchy of needs”
Frederick Hertzberg (1974) “two factor
theory

15. Abraham Maslow’s Hierarchy of
Needs
When discussing human needs, growth, and self-actualization, one
cannot look far before finding Abraham Maslow and his “hierarchy of
needs”.
Maslow’s (1954) traditionalist views of job satisfaction were based on
his five-tier model of human needs. At the lowest tier, basic life
sustaining needs such as water, food, and shelter were identified.
The next level consisted of physical and financial security, while the
third tier included needs of social acceptance, belonging, and love.
The fourth tier incorporated self-esteem needs and recognition by
one’s peers, and at the top of the pyramid was reserved for self-
actualization needs such as personal autonomy and self-direction.
According to Maslow, the needs of an individual exist in a logical order
and that the basic lower level needs must be satisfied before those at
higher levels.

16. Herzberg’s Motivator-Hygiene Theory
Every worker has two sets of needs or requirements:
motivator needs and hygiene needs.
Motivator needs refers to the achievement, recognition,
responsibility etc., the presence of which causes
satisfaction but their absence does not result in
dissatisfaction.
Hygiene needs are associated with the salary , working
conditions, job security etc., the absence of which
causes dissatisfaction but their presence does not result
in job satisfaction.

17. PROCESS THEORIES
Attempt to explain job satisfaction by
looking at expectancies and values.
These
theory of job satisfaction suggests that
workers’ select their behaviors in order
to meet their needs.
Adams’ (1963) and Vroom (1982)
“equity theory”
– Adams' Equity Theory calls for a fair
balance to be struck between an
employee's inputs (hard work, loyalty,
trust, and so on) and an employee's
outputs (salary, benefits, intangibles
such as recognition, and so on).

18. Expectancy
• Belief that
effort will
lead to
acceptable
performance
Instrumen
tality
• Perform
ance
rewar
d
Valence
• Employee’s
value
to the reward
Motivation
[Expectancy
x
Instrumental
ity x
Valence]
Vroom (1982) “equity theory”

19. Situational Theories:
The situational occurrences theory emerged in 1992, when Quarstein,
McAfee, and Glassman stated that job satisfaction is determined by two
factors:
Situational characteristics are things such as pay, supervision, working
conditions, promotional opportunities, and company policies that typically
are considered by the employee before accepting jobs.
Situational occurrences are things that occur after taking a job that may be
tangible or intangible, positive or negative. Positive occurrences might
include extra vacation time.
Within this theoretical framework, job satisfaction is a product of both
situational factors and situational occurrences.

20. Other Models
.Affect theory
Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most
famous job satisfaction model. The main premise of this theory is that
satisfaction is determined by a discrepancy between what one wants in
a job and what one has in a job.
Dispositional theory
It is a very general theory that suggests that people have innate
dispositions that cause them to have tendencies toward a certain level
of satisfaction, regardless of one’s job. This approach became a notable
explanation of job satisfaction in light of evidence that job satisfaction
tends to be stable over time and across careers and jobs.

21. Other Models
Job characteristics model
Hackman & Oldham proposed the Job Characteristics Model, which is widely used
as a framework to study how particular job characteristics impact on job outcomes,
including job satisfaction.
The model states that there are five core job characteristics (skill variety, task
identity, task significance, autonomy, and feedback) which impact three critical
psychological states (experienced meaningfulness, experienced responsibility for
outcomes, and knowledge of the actual results), in turn influencing work outcomes
(job satisfaction, absenteeism, work motivation, etc.)

22. MEASUREING JOB
SATISFACTION
 SINGLE GLOBAL
RATING.
 SUMMATION OF JOB
FACETS.

23. Measuring Job Satisfaction
1. single global
rating
One question, such as “All
things considered, how
satisfied are you with your
job? ”
2. summation of job
facets
Identifies key elements of the job
such as nature of work,
supervision, present pay,
promotion opportunities,
and relations with coworkers.
Researchers add the ratings to
create an over all job satisfaction
score.
=Minnesota satisfaction
questionnaire.
=Job Descriptive Index(JDI)
=Job satisfaction survey(JSS)

24.  Minnesota SatisfactionQuestionnaire
 FacesScale
 Job DescriptiveIndex
 Job In GeneralScale
 Custom-Designed Scales(butbeware…)
Measurement of Job Satisfaction.

25. Popular Job Satisfaction Questionnaires
MSQ:-
Developed in 1967 by Weiss, Dawis, England, &
Lofquist, the Minnesota Satisfaction Questionnaire
(MSQ) has become a widely used instrument to
evaluate job satisfaction.
MSQ measures by means of:- Working Conditions.
Chance of Advancement.
• Freedom to use one’s own Judgment. Praising for
doing a good job. Response choices are “Very
Satisfied”, “Satisfied”, "N"
(Neither Satisfied nor Dissatisfied), “Dissatisfied” and
“Very Dissatisfied.”

27.  Pros
 good measure of global job satisfaction
 good measure to use when reading ability is
low
 Cons
 too simplistic
 possibly insulting and/or low face validity for
upper- level positions
FACES SCALE

29. • Job DescriptiveIndex (JDI) measuredbymeans of:-
o Thework itself –responsibility, interest and growth.
o Quality of Supervision – technical help and socialsupport.
o Relationship with co-workers – social harmony andrespect
o Promotions opportunities - chances for further
advancement.
o Pay- adequacy of pay.

30. YOUR PAY AND PROMOTIONS
What are YOUR PAY AND PROMOTION OPPORTUNITIES like? Circle YES if the
item describes your PAY AND PROMOTIONS, NO if the item does not describe
your PAY AND PROMOTIONS, and ? if you cannot decide. Choose a response
for each item.
Pay
UNDERPAID......................................................... Yes ? No
INCOME ADEQUATE FOR NORMAL EXPENSES........ Yes ? No
BARELY LIVE ON INCOME.................................... Yes ? No
INCOME PROVIDES LUXURIES.............................. Yes ? No
BAD.................................................................... Yes ? No
HIGHLY PAID....................................................... Yes ? No
Promotions
GOOD OPPORTUNITY FOR ADVANCEMENT.............. Yes ? No
PROMOTION ON ABILITY........................................ Yes ? No
DEAD-END JOB........................................................Yes ? No
GOOD CHANCE FOR PROMOTION............................ Yes ? No
UNFAIR PROMOTION POLICY................................... Yes ? No
INFREQUENT PROMOTIONS......................................Yes ? No

31. Job in General Scale (JIG)
 Developed as a global measure of job
satisfaction
 Similar to JDI
 Pros
 Quick and easy to use
 Cons
 Doesn’t give information regarding specific factors

32. YOUR JOB IN GENERAL
What is your JOB like MOST OF THE TIME? Choose YES if the item describes
your JOB, NO if it does not describe your JOB, and ? if you cannot decide.
PLEASANT..............................………… Yes ? No
BAD…....................................………….. Yes ? No
IDEAL…..............................................… Yes ? No
WASTE OF TIME.................................. Yes ? No
GOOD...........................................……… Yes ? No
UNDESIRABLE...................................... Yes ? No
WORTHWHILE………………............... Yes ? No
WORSE THAN MOST...............………. Yes ? No
ACCEPTABLE……………………….... Yes ? No
MAKES ME CONTENT……........……. Yes ? No
INADEQUATE………........................... Yes ? No
ROTTEN……..……………………….... Yes ? No

33. Expressing Dissatisfaction
Exit:
Behavior directed toward leaving the organization, including
looking for a new position as well as resigning.
Voice:
Actively and constructively attempting to improve conditions,
including suggesting improvements, discussing problems with
superiors, and some forms of union activity.
Loyalty:
Passively but optimistically waiting for conditions to improve,
including speaking up for the organization in the face of external
criticism, and trusting the organization and its management to
“do the right thing.”
Neglect:
Passively allowing conditions to worsen, including chronic
absenteeism or lateness, reduced effort, and increased error
rate.
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34. Influence of Satisfaction and Dissatisfaction
Job satisfaction and absenteeism:
There is negative relationship between satisfaction and
absenteeism, but it is moderate to weak. While it certainly
makes sense that dissatisfied employees are more likely to
miss work other factors affect the relationship.
Job satisfaction and turnover:
The relationship between the job satisfaction and turnover
is stronger than between satisfaction and absenteeism. The
satisfaction turnover relationship also is affected by
alternative job prospects.
Job satisfaction and workplace deviance:
Job dissatisfaction and antagonistic relationship with co-
workers predict a variety of behaviors organizations fine
undesirable including unionization attempts, substance
abuse, stealing at work, undue socializing and tardiness.
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35. Conclusion
Creating a satisfied workforce is
hardly a guarantee of successful
organizational performance, but
evidence strongly suggests
 managers’ efforts to improve
employee attitudes will likely result
in positive outcomes, including
greater organizational
effectiveness, higher customer
satisfaction, and increased profits.