“Employees Job Satisfaction”

(Planning & Development (P&D) Department Civil Secretariat Quetta)

Literature Review
&
Theoretical Framework

By:
Samee Ullah
MBA(B&F)-3rd

June 22, 2010

Submitted to:
Miss, Musarat Karamat Ali
Lecturer BUITEMS
 ::LITERATURE REVIEW::

Introduction:

The advent of managed care and capitation has demanded that the supervisors
become more than just a leader in their practices. For the practice to compete
in the increasingly corporate world of competition, the supervisor must also be
an efficient and effective manager. This managerial role calls for the ability to
do everything from negotiating managed care contracts to guiding the day-to-
day functioning of the office. As managed care demands tighter cost control
from employees, office efficiency becomes increasingly important.

For many supervisors, management is not a pleasant role. They consciously

"switch hats" as they move from the exam room to the manager's office. The
manager's office is where tough decisions need to be made, while the exam
room is where "people are prepared to be managers" This switch in roles is too
dramatic for many supervisors, and they prefer to leave the role of manager to
others. We see this in the large number of employees serving on supervisory
positions.

Employee satisfaction is defined as the attitude of workers toward the

company, their job, their fellow workers and other psychological objects in the
work environment. A favorable attitude toward these indicates employee
satisfaction and vice versa. Employee satisfaction can be measured directly
through questionnaires or attitude scales containing questions or statements
about the company, the job, etc, to which employees are asked to respond in a
manner which is quantifiable. It can also be measured indirectly by means of
statistical summaries of absenteeism. (Beer, 1964)

Job satisfaction is a global construct, defined as the feeling an employee has

about the job in general. It encompasses pay, work, supervision, opportunities,
conditions and organizational practices (Smith, Kendall and Hulin, 1975).
Productivity is defined by Bain (1982) as the contribution toward an
organizational and results in relation to resources consumed. (Smith, 1999)

Job satisfaction represents one important type of achievement affect. Intuitively,

one would expect higher levels of job performance to be associated with higher
levels of job satisfaction, but these variables do not consistently correlate
(Schwab & Cummings, 1970; Vroom, 1964). Perhaps the level of job
performance is not the important factor determining affective reactions. What
may be more important in establishing a job performance-job satisfaction
relationship are the causes to which successful job performance is attributed. If
performance is attributed to internal causes, resulting job satisfaction (an
achievement affect) may be higher than for subjects who attribute job success
to external causes (Porac, Nottenburg, & Eggert, 1981). By assigning internal
causes to job performance, the individual takes personal credit for job success
and personal responsibility for future job performance. Such attributions may
foster a more positive affective reaction to the job as the individual experience a
greater sense of control over job outcomes. (Norris & Niebuhr, 1984)

Job satisfaction is an attitude. Attitudes are usually described as containing at

least two components: an affective (emotional, feeling) component, and a
cognitive (belief, judgment, comparison) component (Eagly and chaiken, 1993).
Both of these components are important, contribute unique variance to the
overall attitude, and may be differently caused and differently linked to behavior
(Breckler and Wiggins, 1989: Millar and Millar, 1996: Millar and Tesser 1986).
Job satisfaction is often defined as an affective reaction to ward’s one’s job.
(Cranny et al., 1992: Porac 1987). (Fisher, 2000)

Job satisfaction might have important causal effects on job performance.

Vroom (1964) concluded from a review of the literature that when rewards are
linked to performance, high performers become more satisfied because they
are rewarded at higher levels. Consequently, although the idea may have
intuitive and popular appeal, there is little empirical or theoretical basis for
believing that people perform more effectively or produce at higher levels
because they are more satisfied. (Motowidlo, 1984)

Job satisfaction represents one important type of achievement affect. Intuitively,

one would expect higher levels of job performance to be associated with higher
levels of job satisfaction, but these variables do not consistently correlate
(Schwab & Cummings, 1970; Vroom, 1964). Perhaps the level of job
performance is not the important factor determining affective reactions. What
may be more important in establishing a job performance- job satisfaction
relationship are the causes to which successful job performance is attributed.
As research has suggested, if performance is attributed to internal causes,
resulting job satisfaction (an achievement affect) may be higher than for
subjects who attribute job success to external causes (Porac, Nottenburg, &
Eggert, 1981). By assigning internal causes to job performance, the individual
takes personal credit for job success and personal responsibility for future job
performance. Such attributions may foster a more positive affective reaction to
the job as the individual experiences a greater sense of control over job
outcomes. (Norris and Niebuhr, 1984)

Locke (1970) has argued that satisfaction may be a result of performance.

However, Cherrington, Reitz and Scott (1971) add that satisfaction results only
when performance is appropriately rewarded. Performance is largely
determined by an individual's efforts to obtain desirable organizational
outcomes, while satisfaction is a function of the outcomes actually received
(Lawler, 1973, p. 85). If we accept this basic premise, then it seems logical to
conclude that performance will be related to satisfaction when the organization
rewards performance-either directly through its formal reward systems or
indirectly by meeting needs for acceptance, esteem or achievement-and these
rewards are meaningful to the individual involved. A key to understanding the
performance-satisfaction relationship then lies in identifying (1) a classification
variable which influences the type of organizational outcomes which will be
salient to individuals and (2) the type of rewards which are likely to accrue to
high performers at each level within this classification. (Gould and Hawkins,
1978)

Job satisfaction is one of the best-researched concepts in work and

organizational psychology for at least two reasons. Job satisfaction is relevant
for all those who are interested in the subjective evaluation of working
conditions such as responsibility, task variety, or communication requirements
(e.g., Hackman and Oldham, 1980) because job satisfaction is supposed to be
strongly caused by such conditions. Job satisfaction is also of major concern
whenever outcome variables such as absenteeism (e.g., Breaugh, 1981; Keller,
1983; Tharenou, 1993), fluctuation (e.g., Farkas and Tetrick, 1989; Rusbult and
Farrell, 1983), or organizational inefficiency such as counterproductive behavior
(e.g., Gottfredson and Holland, 1990) or sabotage (Chen and Spector, 1992),
are dealt with because job satisfaction is supposed to be a major cause of such
problems. By integrating these two perspectives job satisfaction is placed as a
central concept in work and organizational psychology, which mediates the
relation between working conditions on the one hand and organizational and
individual outcomes on the other hand. (Dormann and Zapf, 2001)

Job satisfaction is an affective or emotional response toward various facets of

one's job. This definition means job satisfaction is not a unitary concept.
Rather, a person can be relatively satisfied with one aspect of his or her job and
dissatisfied with one or more other aspects. Five predominant models of job
satisfaction specify its causes. They are need fulfillment, discrepancy, value
attainment, equity and dispositional/genetic components. (Kincki, Kreitner)
One of the most important and widely studies work attitudes is job satisfaction.
Job satisfaction represents a person's evaluation of his or her job and work
context. It is an appraisal of the perceived job characteristics and emotional
experiences at work. Satisfied employees have a favorable evaluation of their
job. Based on their observations and emotional experiences. Job satisfaction is
really a collection of attitudes about specific facets of job. Employees can be
satisfied with some elements of job while simultaneously dissatisfied with
others. An employee might complain to the supervisor when dissatisfied with
low pay but not with co-worker dissatisfaction. Overall job satisfaction is a
combination of the person’s feelings toward the different facets of job
satisfaction. (McShane)

::THEORITICAL FRAMEWORK::

In my research dependent variable will employee’s job satisfaction and

independent variable is good management support and rewards. Good
management support increases the job satisfaction. When an employee
receives management support and rewards it increases the satisfaction with
his/her job.

Management
support

Employee job
satisfaction
Rewards
Dependent variable
Independent variable

Employee job satisfaction:

A high-quality staff is the cornerstone of a successful organization. Attracting
and retaining high quality staff is, thus, a primary necessity for any organization.
One step in developing a high quality staff is to understand the factors
associated with employee’s quality and retention.

Good management support:

Management leadership style (transformational or transactional), decision
making strategy (autocratic versus participative), and employees perceptions on
satisfaction from the job. More specifically, it attempts to find out how much of
the variation in job satisfaction can be attributed to their perceptions of their
occupation, as compared to their perceptions about their management
leadership style and decision-making strategy.

Rewards:
Rewards include everything the employee perceives to be of value resulting
from the employment relationship. Included in a person's job satisfaction are
the rewards for doing the job and performing it well. If a person is rewarded for
high performance or stands to gain a reward for doing the work, he/she may
find the job more satisfying. These rewards range from improved work
environment (a corner office, a nicer chair), to higher security and more
responsibility. Of all of these types of incentives, money is one of the few that
we can quantify and measure. Due to the social influence described by
 Bandura, money can often have a powerful effect on job satisfaction regardless
of how important motivator money is to that person.

OPERATIONALIZATION OF CONCEPTS

Operationalization of job satisfaction

Job Satisfaction

Satisfaction

Security
Development Status
opportunity

Job
security
To apply what To do
learn in Respect Recognition
work
training on freely
job.

Authority to do
work

Dimensions of Job Satisfaction

1- Development Opportunity
2- Status
3- Security

Elements of Development Opportunity

1- To apply what learn in training on job.
2- To do work freely.

1- To apply what learn in training on job.

When an employee learn something from training than apply those things on
his or her job. If employee is satisfied then he or she will join training very
happily and learn new things and when he learns that new things than he also
apply those things on his job also.

2- To do work freely.
When an employee wants to do his work in his own style then he should be
allowed to do these things. Then he will feel free to do job and also will be
satisfied with his job and also use his own skills and ability.

Elements of Status
1- Respect
2-Recognition
3-Authority to do work
1- Respect
Employee feels great when his collogues and staff gives him respect and feels
that he is something and enjoy his work and also be satisfied.

2-Recognition
Acknowledges or gives special attention to employee actions, efforts, behavior
or performance. It meets an intrinsic psychological need for appreciation for
one's efforts and can support business strategy by reinforcing certain behaviors
(e.g., extraordinary accomplishments) that contribute to organizational success.
Whether formal or informal, recognition programs acknowledge employee
contributions immediately after the fact, usually without predetermined goals or
performance levels that the employee is expected to achieve. Awards can be
cash or non-cash (e.g., verbal recognition, trophies, certificates, plaques,
dinners, tickets, etc.).

Elements of Security
1-Job Security

Every employee wants job security because he/she want to be secure, if his/her
job is secure then there will be job satisfaction.

Operationalization of good managerial support

Good Managerial
Support

Pay Facilities Training

opportunities

Attractive Use latest

Convince Refreshment Latest
salary during
tech
Facility Teaching equipment
working method

Flexible Understand
Timing employee
physic

Dimensions of good managerial support

1-Pay
2-Facilities
3-Training opportunities

Elements of Pay:
1-Attractive salary

1-Attractive salary:
There are several different ways that pay can be distributed among the
employees and not all of the methods of pay involve simple pay checks! These
systems can be divided up into three different categories and reflect how the
company is structured and managed.
When an employee gets an attractive salary then he can fulfill his needs
because every money is the basic thing for which an employee want to do job,
when he get good salary then he will be satisfied with his job.
The first category describes individual pay systems. The second involves
rewarding employees for their hard work. Finally, the third category describes
how employees can be paid as group.

In the category of individual pay, there are currently three major methods of
payment. One of the most frequently used pay systems is the hourly wage.
Employees take home a pay check that reflects how long they were there.
Another common method is salary payment.
One of the results of pay incentives is the so called "golden handcuffs"
situation. In a situation like this the individual is paid so much that he/she
cannot afford to quit despite their job dissatisfaction.
In addition to pay, the employee may feel an affective factor that causes the
individual to identify with the company, their goals, and the people who work
there. In some cases a person feels that they can't quit because the social
norms have forced them to conform to the ideal lifestyle. Thus it seems
necessary to hold a 9-2 job, support their family, and in effect, "settle
down".

Elements of Facilities:
1-Convence Facility
2-Refreshment during working hours
3-Flexible Timing

1-Convence Facility:
It is not necessary that every employee has his or her own car or any other
convince. It is the duty of organization or manager that provide convince facility
to their employees.

2-Refreshment during working hours:

When an employee feel tired then he want refreshment because the
refreshment makes a person fresh and person will be ready for doing more
work. Employee works 9-2.it is a long day that a person works, as a human
being they feel tired, so there should be some refreshment. Tea, Coffee or any
cold drink that should be provided by manager.
3-Flexible Timing:
Flexible timing helps a person do relax and be fresh again for doing work and
employee also can perform his/her responsibility in a good manner.

Elements of Training
1-Latest Teaching method
2-Use of latest teaching equipment
3-to understand Student physic

1-Latest Teaching method:

Through training a teacher can learn new teaching methods and can teach very
well. Then his/her students and Boss will be satisfied from him/her.

2-Use of latest teaching equipment:

Training also tells employee that how to use latest equipment on his/her job.
new equipment helps a teacher do a very good job. Latest equipment also
helps them in teaching during class and they can teach in a nice and
comfortable way.

3-To understand employee physic:

When a teacher get training then he/she will also learn that how to understand
the students physic. Then it will help a lot that how a student will be satisfied
from his/her teaching.
References:

 Michael Beer
Organizational Size and Job Satisfaction,
JSTOR: The Academy of Management Journal, Vol. 7, No.1(Mar., 1964), pp.
34-44
Stable URL: http://www.jstor.org/pss/255232 retrieved on 22 April, 2010

 D McNeese-Smith
JONA . vol 25, No.9 September 1995

http://pdfs.journals.lww.com/jonajournal/1995/.../Job_Satisfaction,_Productivity,_
and_O
rganizational.6.pdf retrieved on 22 April,2010

 Ibid

 Dwight R. Norris and Robert E. Niebuhr

Attribution Influences on the Job Performance-Job Satisfaction Relationship
The Academy of Management Journal, Vol. 27, No. 2 (Jun., 1984), pp. 424-
431
(article consists of 8 pages)
Published by: Academy of Management
Stable URL: http://www.jstor.org/stable/255933 retrieved on 25 April, 2010

 Ibid

 Cynthia D. Fisher
Mood and emotions while working: missing pieces of job satisfaction?
Journal of Organizational Behavior, Vol. 21, NO: 2 ,(YR: 2000), Pg: 185-
202
School of Business, Bond University, Gold Coast, Queensland 4229,
Australia
Email: Cynthia D. Fisher (Cynthia_Fisher@Bond.edu.au)

 Smith, Kendall and Hulin

The relationship between managerial motivation, leadership, nurse
outcomes and patient satisfaction
Journal of Organizational Behavior, Vol. 20, NO: 2 ,(YR: 1975), Pg: 243-
259
Stable URL:
http://www3.interscience.wiley.com/journal/55000814/abstract retrieved
on 18 June, 2010

 Ibid

 Breckler and Wiggins, Millar and Millar, Millar and Tesser

Accessibility of affective versus cognitive components of attitudes
European Journal of Social Psychology, Vol. 28, No. 1 (1989,1996, 1986),
pp.23-35
Stable URL: http://www3.interscience.wiley.com/journal/1827/abstract
retrieved on 25 April, 2010

 Dormann and Zapf

Job satisfaction: a meta-analysis of stabilities
Journal of Organizational Behavior, Vol. 22, NO: 5 ,(YR: 1975), Pg: 483-
504
Stable URL:
http://www3.interscience.wiley.com/journal/84502693/abstract retrieved
on 18 June, 2010
 Brudney, J. L., & Coundrey
Pay for performance: Explaining the differences in managerial motivation
Public Productivity & Management Review, Vol. 17, NO: 2 ,(YR: 1993),
Pg: 483-504

 Cote, S., & Heslin

Job Satisfaction and Organizational Commitment
Stable URL: www.ufstudies.net/tim/VITA/index.htm retrieved on 19 June,
2010

 Dormann, C., & Zapf,

Job satisfaction: A meta-analysis of stabilities
Journal of Organizational Behavior, vol. 22, no 5, pp. 483-504.
Stable URL: www.eawop.org/docs/Annexe_EAWOP_NL_Summer.pdf
retrieved on 19 June, 2010

 Green, C., & Heywood, J. S.

Does performance pay increase job satisfaction?
The London School of Economics and Political Science, (YR: 2007)
pp. 1-19.
Stable URL: mpra.ub.uni-muenchen.de/18238/ retrieved on 19 June,
2010