Job satisfaction – Motivation – Job performance
Organization’s success alone is not what makes its employees happy: instead, happiness itself makes employees more effective (Kolar, 2015). Motivated employees exhibit an innate penchant for building up optimistic voluntary behaviors and hold fast to them (Armstrong, 2014). They set direction and decide how best to pursue. As per the succinct quote by Johnston and Marshall (2006), performance is the, “behavior evaluated in terms of its contribution to the goals of the organization”, (Echchakoui, 2013). According to Hoffman-Miller (2013), job satisfaction is the extent to which an employee is happy with their job roles, resulting in the willingness to perform at a top- notch level (Wakida and Lawther, 2014). Armstrong (2014) posits, that an employee’s job satisfaction level is visible from their attitude towards the work. Highly satisfied employees have a positive and favorable attitude towards their job role while those unsatisfied have a negative attitude (Abdallah et al., 2017).
Job satisfaction and organizational commitment are one of the most important issues for any organization. Many studies have been done on this aspect still many have little understanding of how it affects employee turnover, organizational productivity and performance (Malik, 2010).
Determinants of Job Satisfaction
Schermerhorn, J (2008), introduced the five facets of job satisfaction as also measured by the Job Descriptive Index, a popular questionnaire:
(1) The work itself responsibility, interest and growth
(2) the quality of supervision - technical help and social support
(3) the relationship with coworkers - social harmony and respect
(4) promotion opportunities - chances for further advancement and
(5) pay - adequacy of pay and perceived fairness compared to peers.
As applied to many studies, pay satisfaction was perceived as the major determinants of job satisfaction and as result employees are more expressive in a sense that, while they appreciate non-monetary considerations, monetary benefits turn to be a necessity rather than an opportunity. To be simple, employees are more interested on satisfying their economic needs. The employers in response, allocate majority of the budget on salaries and wages thereby creating a balance between spending and the return of their investment ( Rovenio, J 2016).
According to Spector (1997), there are three vital features of job satisfaction and most important to be such as:
to achieve job satisfaction requires that organizations should be guided by human values particularly in the aspect of respect and fair treatment of the employees regardless of positions. By doing this, the evaluation of job satisfaction will serve as good indicator of employees’ effectiveness which would mean that, high level of job satisfaction will eventually lead to good emotional and mental state of employees( Rovenio, J 2016).
Integrity of Satisfaction, Motivation and Performance
Job satisfaction, Motivation and Performance is a circular process rather than a linear process as depicted in figure 03, for its interdependence and interactions of the variables( Rovenio, J 2016).
Figure 03: Integration model by Schermerhorn, J (2008).
Source: ( Rovenio, 2016).
It is evident that Motivation plays a key role when it comes to enhancing performance and job satisfaction in any organization. An appropriate Leadership’s contribution is imperial to cultivate motivation as depicted in the diagram by Schermerhorn, J (2008).
The organization I work for enables the employees to set their own goals in line to organizational goals, make decisions by employees themselves and solve problems within their sphere of responsibility and authority. The performance platforms provide an ample exposure to constantly review the performance trend and constant feedback enables to shape operational tasks. In aviation sudden decision-making becomes important and maintaining accuracy is even more important since those decisions decides safety, security, revenue and customer centricity affecting an Airlines operation efficacy. The process of giving its employees a voice in making decisions about their own work even at times things go wrong is abundantly manifested in the organization I work for. New forms of working arrangements such as flexible work schedules, job sharing, compressed work schedules and telecommunicating are actively in place for employee’s benefit surmounting the motivational levels of all employees. A balanced combination of all aspects brings the desired output of good performance and organizational efficacy to optimization.
References
Abdallah, A., Obeidat, B., Aqqad, N., Al Janini, M. and Dahiyat, S., 2017. An Integrated Model Of Job Involvement, Job Satisfaction And Organizational Commitment: A Structural
Analysis In Jordan’S Banking Sector. Scirp.org, viewed 19 November 2020,
<https://www.scirp.org/pdf/CN_2016120715170766.pdf>
Armstrong, Michael 2014, Armstrong’s handbook of human resource management practice,13th edition, Library of Congress Cataloging-in-Publication Data, viewed 02 November 2020.
Echchakoui, S., 2013. Personality Traits And Performance: The Mediating Role Of Adaptive Behavior In Call Centers, viewed on 22 November 2020 https://www.scirp.org/pdf/_2013011710160182.pdf . <http://dx.doi.org/10.4236/ajibm.2013.31003>
Kolar, C., 2015, Workplace Happiness and Employee Motivation, Blog.rpoassociation.org, viewed 03 November 2020.
Malik. 2010,’ Motivation factors at university of Baluchistan’, Serbian Journal of Management, vol 7 (1), p. 89-102.
Rovenio, J 2016, ‘Job Performance, Job Satisfaction, and Motivation: A Critical Review of
their Relationship’, International Journal of Management and Economics, vol 5, p. 39.
Wakida, E & Lawther, W 2014, ‘Job Satisfaction-A Literature review on
Employee motivation, Attitudes and turnover: What is the relationship?', University of Florida, p. 2-5.
Employee motivation is an innate force shaped and maintained by a set of highly individualistic factors that may change from time to time, depending on the particular needs and motives of an employee. Environmental factors do not have a causal link with motivation but do impact on the level of motivation experienced by an employee and, together, innate and environmental forces determine behaviour at work (Pinder, 1998). Gouws (1995) points out that the factors that motivate employees are the same ones that contribute towards their satisfaction in the workplace and subsequently concludes that motivated employees are generally also satisfied with their work. Motivation therefore manifests in job satisfaction (attitudinal) and performance (behavioural) and thus provides the link between employee job satisfaction and employee performance.
ReplyDeleteJob satisfaction represents individuals’ attitudes toward the job roles that they are presently occupying associated with work motivation (Sarrasin et al. 2017). Motivation can be defined as a psychological drive that stimulates, directs, and influences individual behavior (Snepenger et al. 2006). Work environment plays a major role in employees’ job satisfaction (Agbozo et al. 2017, Abualrub et al. 2016). If we are to ask the question ourself as, “What is the impact of work environmental factors such as quantitative demands, job insecurity, social support from supervisors, and role clarity, on job satisfaction?’’. Our understanding of the way how motivation mediate the association between work environmental factors and job satisfaction , shall expose the integrity of the components more vividly.
DeleteMotivation is considered a key driver of performance because it is linked to numerous benefits at work (Pinder 2008). Motivated employees are more engaged in their work (Rich 2006), their performance is of higher quality (Cerasoli et al. 2014) and they profit more from occupational training (Massenberg et al. 2015). Additionally, they are more strongly committed to their work, work longer hours, pick more challenging goals to achieve (Becker et al. 2015), and are more willing to share knowledge at the workplace (Lin2007).
ReplyDeleteThank you Isuru, and yes motivation has a key role to play when it comes to enhancing and intensifying the desire of every member in the organization to work effectively and efficiently (Ehsan, M & Qureshi,M 2019). Once those motivated, contributes the way they are expected, yes engagement develops, overall performance increases, work longer hours and the list goes on.
DeleteEmployee motivation is an intricate and sophisticated subject; however, contemporary managers must face and deal with this topic to obtain organizational success. To enhance understanding of employee motivation, mangers must recognize the imperativeness of employee motivation, its concepts, and differences in individual needs. Subsequently, managers need to be aware of a variety of employee motivational factors and the changes in priorities of these factors over time. Moreover, managers have to learn previous and current motivational programs, examples, and theories behind them because understanding of these fundamentals can enhance their ability to identify rewards systems that could be matched with employee needs. This understanding of the employee motivation process requires a systematic approach, and managers must realize that employee motivation and its process are there to motivate their employees; therefore, employee input must be valued and included throughout this process (Kim, 2006)
ReplyDeleteThank you, Malika, and yes, it is of paramount importance that managers have a comprehensive understanding of the ways of motivating employees (Manzoor, Q 2011). Then again, I honestly get this question in mind, whether all managers know exactly that motivation is a key component in the managerial process itself? or is it just considered a bonus you give to your employees. During the process of setting goals, planning and/or controlling the organizing and leading the execution of any type of activity, motivation again highlighted alongside leadership and therefore, proper leadership could create motivation around (Sabado, A 2012).
DeleteWhile agreeing to your statement wish to comment, according to Vanek (2012), explains that in the 21st Century, it is the Human resource, more or less the ones with knowledge and higher productivity are the biggest assets the organizations possess. Therefore, motivated employees surely are the ones who will take the organization right the top in today's competitive business world.
ReplyDeleteThank you Sohan, as had mentioned motivation is a crucial aspect where the organizations should constantly endeavor to achieve and maintain. To motivate employees by rewards, organizations have setup two categories; Monetary and Non- Monetary (Yousaf et al, 2014). These again oscillate between the Intrinsic and Extrinsic needs of employees and the demographic of employees (Silverman, 2004). As you have stated Motivation is an utmost key element in achieving employee performance and organizations goals and the contribution of human resources as the starter and manager of all above aspects makes it crystal that it is the sole driver in 21 st century business success.
DeleteEmployee motivation should be your first concern, because the mortivational factors are meant to meet all the employees` needs and s soon as their satisfaction is fulfilled, the employees will tend to outline an independent relationship between employee’s involuntary wish of performing the professional activity and mood (Neil & Selesho, 2014).
ReplyDeleteThank you and yes Kelum, nowadays motivation has become a sizzling issue since all organizations tend to increase productivity and makes best use of their financial and human resources (Shahzadi, I et al. 2014).
DeleteOrganizational success is dependent upon members being motivated to use their full talents and abilities, and directed to perform well in the right areas. According to Mullins(2005),the most important reason for productivity loss was poor working morale. This includes absence of positive team spirit, low motivation, and poor sense of belonging, people feeling undervalued and poorly rewarded.
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DeleteOrganizations can induce an environment to eradicate job dissatisfaction and create conditions for job satisfaction (Baah & Amoako, 2011). The challenge is during the process managers are to be aware that just because someone is not dissatisfied, it does not mean one is satisfied either. It is imperative in the work environment to identify conditions for job satisfaction (Dartey 2011). Motivation and job satisfaction is not complex in its holistic form. The problem is many employers and managers look into the hygiene factors only to seek motivation, where in fact, much probe is required on Motivators to achieve efficacy in the process (Hayday (2003). Absence of positive spirit, poor sense of belonging and the feeling of being undervalued as you had righteously mentioned are a result of organizations pondering much and perhaps only on maintaining the Hygiene factors and ignoring Motivators.
Job satisfaction is a collection of attitudes of employees towards work that show two concepts, satisfaction aspects - the tendency of an employee to be more or less satisfied with the various aspects of his work (Work, salary, acceptance, terms of service, colleagues, corporate politics, etc.) and overall satisfaction - the general or complete attitudes of individuals towards different aspects of their work (Johns, 1998).
ReplyDeleteAccording to Hoffman-Miller (2013), Job satisfaction is the extent to which an employee is contented with their job roles, resulting in the willingness to perform at a top-notch level (Wakida and Lawther, 2014).Armstrong (2006) posits, that an employee’s job satisfaction level is visible from their attitude towards the work. Highly satisfied employees have a positive and favorable attitude towards their job role while those unsatisfied have a negative attitude (Abdallah et al., 2017).Job satisfaction is an integrated component to performance and motivation (Rovenio, 2016).
DeleteAccording to a study conducted by Grant (2008), motivation imposes employee outcomes for instance performance and productivity. He also established that motivated employees are more oriented towards autonomy and are more self-driven in contrast to less motivated employees. Further, motivated employees are highly engaged and involved in their work and jobs and are more willing to take responsibilities (Kuvaas &Dysvik, 2009).
ReplyDeleteThank you Kanishka, and yes motivation has a key role to play when it comes to enhancing and intensifying the desire of every member in the organization to work effectively and efficiently (Ehsan, M & Qureshi,M 2019). Once those motivated, contributes the way they are expected, yes engagement develops, overall performance increases, work longer hours and the list goes on.
DeleteReward systems fulfill the drive to acquire, culture fulfills the drive to bond, job design fulfills the drive to comprehend, and performance management and resource allocation processes fulfill the drive to defend (Lee,2008)
ReplyDeleteThank you Asanka, yes the drive to acquire, bond, comprehend and defend are the core foundation pillars for motivation(Lee and Raschke, 2016). These drives are innate in human nature which are recognized to be the foundation of employee motivation. Research further reveals the tools organizations deploy to satisfy the latter in order to achieve efficacy (Doyle, 2002)
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ReplyDeleteAccording to Harter, Schmidt & Hayes (2002), employee motivation is affected by both personal characteristics as well as workplace environment. Organizations benefit from “engaged workers” in a number of ways. Two-way communication helps to shape employee perceptions and aid the company in understanding employees better. Employee satisfaction has positive influence on customer satisfactions in the service industry.
ReplyDeleteIt's important to value learning and development opportunities that help them improve on new important knowledge and skills of employees. When employees have a regular approach to training and development, they are more motivated and engage with colleagues and workload (Ponsonby, R. et al.2018).
ReplyDeleteTwo-factor theory was developed by Frederick Herzberg which is also known as motivation/hygiene theory, it is a widely-accepted theory in the research field of motivation and related topics (Haque et al, 2014). As per his theory, there are two categories of motivating factors; a) Non-monetary factors are termed as hygiene motivating factors by the author, for example, individual satisfaction, appreciation and acceptance. b) Monetary factors were categorized under the second dimension which would motivate employees for example, wages, incentives etc.
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