Job Satisfaction Project Report download for mba

7/24/2019 Job Satisfaction Project Report download for mba

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Job satisfaction project report

Job satisfaction or Employee Satisfaction (also referred to as morale) is one of the most

widely used variables in organizational behavior. It is an employee's attitudinal response to

his or her organization. s an attitude! "ob satisfaction is summarized in the evaluative

component and composed of cognitive! affective! behavioral components. s with all

attitudes! the relationship between satisfaction and behavior! most specifically "ob

performance and membership! is comple#. $he following sections summarize the cognitive

and affective components of "ob satisfaction% their relationship to organizational inducements

systems and their impact on performance and membership.

The Evaluative Component

n individual's overall response to the employing organization is summarized in the

evaluative component. It represents disli&e vs. li&e for the organization. hen as&ed for a

single response to the uestion!How satisfied are you with your job,individuals response

with their overall evaluation.

The Cognitive Component

n individual's perceptions! opinion! beliefs and e#pectations regarding the organization are

the focus of his or her cognitions. Employees hold cognitions about each of the four ma"or

inducement systems. ognitions in which the individual perceives that his or her e#pectations

have been met generally lead to positive evaluations. dditionally! positive evaluations are

more li&ely when cognitions (e#pectations) support a positive and secure future with theorganization. Some of the specific cognitions regarding each inducement systems are*

Reward Inducement System. Individuals develop e#pectations regarding their pay through

negotiations! comparison to others! and promises made. Satisfaction is increased when these

salary e#pectations are met. +i&ewise individuals develop an e#pected timetable for

advancement. $he e#tent to which these timetables are met also influences the individuals'

cognitive evaluation.


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Managerial Inducement SystemSatisfaction with one's boss is a function of how he or she

meets your mental model (e#pectations) of how a leader should behave.

Tas! Inducement System. $he e#tent to which one's assigned tas& and responsibilities meet

role e#pectations is the ma"or determinant of an individual's cognitive assessment of his or

her "ob. or& designs that include variables such as autonomy! responsibility and tas&

identity tend to lead to high levels of satisfaction with wor& because they allow for challenge

which when met! lead to validation of important s&ills and competencies.

Social Inducement System,ow cowor&ers behave relative to your e#pectations of them

and how they help or hinder your "ob performance is the basis of the cognitive appraisal of

this inducement system.

The "ffective Component

$his component represents the feeling evo&ed by the organization. -oes thin&ing about and

association with the organization evo&e pleasurable or uncomfortable feelings% feelings of

anger or "oy% feelings of security or stress% feelings of affirmation or invalidation In general!

positive affect results from information! feedbac&! and situations that affirms or reinforces the

individual's self worth and self concept! while negative affect is evo&ed by invalidating

situations. Self worth is validated when individuals feel accepted as values members of the

organization and their competencies and core values are affirmed. hen individuals are in a

positive affect state while wor&ing! they tend to evaluate the organization positively. Some of

the ways in which the individual's affective component is triggered by each of the inducement

systems are*

Reward Inducement System. /ay has a pure instrumental meaning! that is! it is valued as

means of purchasing necessary and desirable goods and services. /ay also has an e#pressive

meaning in that it used by many as a ma"or indicator of worth and status. $he reward system

impacts on an individuals emotional attachment to the organization by the degree to which

one's pay and organizational position validates his or her self worth and status.

Managerial Inducement System. 0ne of the ma"or sources of validation is social feedbac&.

/ositive affect is created when others affirm one's worth! competencies! values! and status.


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$he e#tent to which one's boss indicates that you are a valued and s&illed employee through

his or her words or actions affects your emotional (affective) response to him or her.

Tas! Inducement System. nother source of validating feedbac& comes from direct tas&

feedbac&. hen individuals can affirm their competencies and values through their "obs!

positive affect is created. Emotional satisfying "obs either are intrinsically pleasures or create

the conditions whereby the individuals feels that they are ma&ing a contribution to something

of value and that they have an impact on the success or failure of goals and pro"ects.

Social Inducement System. $he e#tent to which employee en"oys social interactions at wor&

and degree to which wor& social interactions are affirming of one's identity (acceptance!

worth! and status) leads to satisfaction with cowor&ers. 1or high satisfaction to occur! peer(social) feedbac& and acceptance is generally unconditional and positive.

Conse#uences of Job satisfaction and

dissatisfaction

$he relationship between "ob satisfaction and employee behavior is comple#. Job satisfaction

combines with employee motivation to influence certain behavioral patterns.

Membership. $he strongest tie between "ob satisfaction and behavior is found in the

employee membership decision. In the evaluation is negative! employees tend to loo&

elsewhere for employment when alternatives are available. hen e#pectations of future

security advancement or low (cognitive evaluation)! the organization does not compare

favorably to alternative employment sources. hen individuals e#perience strong negative

affect and are consistently in a negative affect the state! they avoid coming to wor&

(absenteeism) and loo& for ways to relieve themselves of this negative affective state by

loo&ing for other means of employment (negative reinforcement). $herefore! we find a

relatively strong relationship between satisfaction and long2term membership and

dissatisfaction and turnover and absenteeism.

"de#uate Role $ehaviors long as individuals remain satisfied in which to continue

employment! they tend to do what is necessary to stay employed! that is! meet at least the


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minimum role e#pectations. dditionally! they engage in behaviors that maintain satisfying

relationships with supervisors! subordinates! and co2wor&ers. s individuals become

dissatisfied with their wor&! they tend to loo& for ways to reduce minimum reuirements. In

some cases! e#treme dissatisfaction (especially dissatisfaction that has a strong affective

component) can lead to behaviors destructive to the organization. ,ighly dissatisfied

employees can sabotage programs and services in an attempt to 3get bac&3 at the organization

for its managers.

E%tra Role $ehavior. 1or e#tra role behavior to occur! there must be some source of

motivation (contingent relationship between e#tra role behavior and either pay! positive social

feedbac&! positive tas& feedbac&! or goal accomplishment). hile high levels of satisfaction

reinforces e#isting e#tra role behavior motivated by the inducement systems! satisfaction

alone does not generate high levels of e#tra role behavior. ,owever! dissatisfaction can have

a strong suppressor effect on e#tra role behavior. $hat is! e#tra role behavior that is motivated

by one inducement systems can be reduced when individuals become dissatisfied.

-issatisfied wor&ers are unli&ely to ta&e on new responsibilities! go out of their way to help

fellow employees! or go beyond "ob reuirements in an effort to help customers are clients.

$his is especially true when the source of dissatisfaction is with supervisors or peers.

Increasing satisfaction (by removing sources of dissatisfaction) is li&ely to increase

membership! but will not generate e#tra role behavior unless some source of motivation is

present.

&'R "() M$" *R'JECT + "SSI,(ME(T -E.*

C'(T"CT /S

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Job Satisfaction Project Report download for mba