Job satisfaction

Job satisfaction is considered as one of the most important and studied employee attitude in organisational behaviour. Locke (1976) defines job satisfaction is “a pleasurable or positive emotional state resulting from the appraisal of one’s job experiences.” It is a result of how the employee perceives that their job provides all the things that are considered as important. Thus, job satisfaction results from a positive evaluation of one’s job. There are generally three accepted dimensions to job satisfaction which include: It is an emotional response (it is anecdotal) , it is determined by how the outcomes meets or exceed the expectations (also being influenced by perceived fairness) and represents several related attitudes.

Smith, Kendall and Hulin (1969) defined five facets of job satisfaction such as: the work itself , pay, promotion opportunities, co-workers, and supervision. Later Locke (1976) added: recognition, working conditions, the company and management.According to Two-Factor Theory by Herzberg (1987, 1959), explains that the factors that lead to job satisfaction are distinctive from those that influence job dissatisfaction.

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Therefore, managers who pursue to eliminate factors that can lead to job dissatisfaction will help to reduce the dissatisfaction or frustration among the employees but not necessarily lead to contentment. Consequently, Herzberg rendered conditions such as quality of supervision, pay, company policies, physical working conditions, relationships with others, and job security as hygiene factors. When they’re adequate, people will not be dissatisfied; neither will they be satisfied. According to Herzberg, accentuating factors which are associated with the work itself or with outcomes that are directly derived from it to motivate people in their job, such as promotional opportunities, personal growth opportunities, recognition, responsibility, and achievement.

These characteristics are considered as intrinsically rewarding by the employees. He thus believed that job satisfiers were related to job context and job satisfiers to job content.?The Job characteristics model is another prominent explanations of job satisfaction (Hackman & Lawler, 1971). A number of studies have examined the relationship between job characteristics and job satisfaction (Blegen, 1993; Brown & Peterson, 1993; Loher, Noe, Moeller, & Fitzgerald, 1985). The Job Characteristics Model by Hackman and Oldham (1980), focuses on five core job characteristics that make one’s work challenging and fulfilling: (1) task identity – degree to which one can see one’s work from beginning to end; (2) task significance – degree to which one’s work is seen as important and substantial; (3) skill variety – degree to which the job allows employees to perform different tasks; (4) autonomy – degree to which employees have control and decision for how to conduct their job; (5) feedback – degree to which feedback for how the employee is performing the job is given by the work itself. According to the theory, jobs that are enriched to provide these core characteristics are likely to meet individuals’ needs for mental challenge and fulfilment in their work, and thus will be more satisfying and motivating to employees. Thus, jobs that entail such characteristics provide challenging work and fulfilment which keeps the employee satisfied.

Humphrey, Nahrgang, and Morgeson (2007) meta-analysed the results of over 250 studies of work characteristic – job outcome relationships. All five intrinsic job characteristics were found to be strong predictors of employee job satisfaction.