JOB SATISFACTION

Team – 2
MBA 1st year ‘B’ section
 Job Satisfaction-Definition

Sense of inner fulfillment and pride achieved when performing a

particular job .

It can be defined as the amount of overall positive affect that

individual have towards their jobs.
- Keith Davis

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 Job Satisfaction Factors

What is it that makes people feel satisfied with their job?

The job isn’t monotonous, but allows employees to change
pace with varying tasks.
The job does not waste a person’s time and effort. It has
been planned in such a way that it can be done without
exerting energy uselessly.
Employees are free to plan their work the way they can do
it most effectively.
Employees believe they have a reasonable degree of
authority over how their work should be done. #
 Factors contd..
Employees believe they have adequate opportunities for
individual growth and recognition.
Employees don’t feel too closely supervised, over-instructed or
rigidly controlled.
Employees see their job as an integral part of the whole
company and each employee is treated as an individual, not
merely a cog in the wheel.
The answer to the question, “How am I doing?” comes from the
job itself. Thus, employees can correct their own errors and
improve their techniques.
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Superiors offer feedback without causing embarrassment.
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Antecedents of job satisfaction

Antecedents of
job
satisfaction

Person - Personal Environmenta

job fit antecedent l antecedents
s

Job
Pay
characteristics
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 Environmental antecedents

 Jobs characteristics
• Skill variety
• Task identity (all or part of the job)
• Task significance (impact)
• Autonomy (freedom)
• Task feedback (correctly performing the job?)
 Pay
• Association with satisfaction
• More important: Fairness
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 Personal antecedents
Genetic
 Personality
• Different jobs same satisfaction
• Predictive value of up to 50 years later
• Traits studied
– Negative affectivity (tendency to experience negative
emotions)
– Locus of control
 Gender, age, cultural & ethnic, etc.

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 Person-job fit

 Interaction of both factors

 Satisfaction occurs if there is a good match
 Having vs. wanting
 Satisfaction ~ smaller gap

1. The work
itself

3. Growth and
2. Pay upward
mobility

6. Attitude
4. Supervision 5. Coworkers toward work #
 Models of Job satisfaction
Affect theory

It is the most famous satisfaction model.

Satisfaction is determined by a discrepancy

between what one wants in a job and what
one has in a job.

When a person values a particular facet of

a job, his satisfaction is more greatly
impacted both positively and negatively
compared to one who doesn’t value that
facet. #
Dispositional theory

 Suggests that people have innate dispositions that cause

them to have tendencies toward a certain level of
satisfaction, regardless of one’s job.

 States that higher levels of self-esteem and general self-

efficacy lead to higher work satisfaction.

 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

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Motivator-Hygiene Theory

 This theory states that satisfaction and dissatisfaction are

driven by different factors – motivation and hygiene factors,
respectively.

 Hygiene factors include aspects of the working environment

such as pay, company policies, supervisory practices, and other
working conditions.

Limitation

The model has been criticized in that it does not

specify how motivating/hygiene factors are to #

Job characteristics model

Widely used as a framework to study how particular job

characteristics impact on job outcomes, including job satisfaction.

It states that there are six core job characteristics, which impact
three critical psychological states in turn influencing work
outcomes (job satisfaction, absenteeism, work motivation, etc.)

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 Survey in job satisfaction

Survey indicates the specific areas of satisfaction or dissatisfaction in

the particular group of employees. In other words a survey tells how
employees feel about their jobs, what parts of their jobs these feelings
focused on which departments are particularly affected and who’s
feelings are involved. A survey is a powerful diagnostic instrument for
assessing broad employee problems.
Ideal Survey Conditions:
Surveys are most likely to produce some of the benefits reviewed
when the following conditions are met.
Top management actively supports the survey.
Employees are fully involved in planning the survey.
A clear objective exists for conducting the survey. #
Types of survey questions

Closed end questions

It is present a choice of answers in such a way that employees
simply select and mark the answers that best represent their own feelings

Open end questions

It presents a variety of topics but lets employees answer in their own
words.

The other survey method is typical survey. It comprises of both closed

and open end questions.

Critical issues:
Job satisfaction surveys procedures are more complicated than they
appear to be at first glance. Reliability and validity are two elements that
serve as the backbone of any effective study.
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Survey design and follow up
Identify reason for survey

Obtain management commitment

Develop survey instrument

Administer surveys

Tabulate results

Analyze results

Provide feedback to participants

Implement action plan #

 Using survey information

It is a final important step in a job satisfaction survey. When

appropriate action is taken, results can be excellent.
Communicating the results
Comparative data
Employee comments
Committee work follows up
Feedback to employee

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 JOB SATISFACTION SURVEY
Paul E. Spector
Department of Psychology
University of South Florida
Copyright Paul E. Spector 1994, All rights reserved .

PLEASE CIRCLE THE ONE NUMBER FOR EACH QUESTION THAT 1. Disagree very much
COMES CLOSEST TO REFLECTING YOUR OPINION 2. Disagree moderately
ABOUT IT.
3. Disagree slightly
4. Agree slightly
5. Agree moderately
6. Agree very much
1 I feel I am being paid a fair amount for the work I do. 1 2 3 4 5 6

2 There is really too little chance for promotion on my job. 1 2 3 4 5 6

3 My supervisor is quite competent in doing his/her job. 1 2 3 4 5 6

4 I am not satisfied with the benefits I receive. 1 2 3 4 5 6

5 When I do a good job, I receive the recognition for it that I should receive. 1 2 3 4 5 6

6 Many of our rules and procedures make doing a good job difficult. 1 2 3 4 5 6

7 I like the people I work with. 1 2 3 4 5 6

8 I sometimes feel my job is meaningless. 1 2 3 4 5 6

9 Communications seem good within this organization. 1 2 3 4 5 6

10 Raises are too few and far between. 1 2 3 4 5 6

11 Those who do well on the job stand a fair chance of being promoted. 1 2 3 4 5 6

12 My supervisor is unfair to me. 1 2 3 4 5 6

13 The benefits we receive are as good as most other organizations offer. 1 2 3 4 5 6

14 I do not feel that the work I do is appreciated. 1 2 3 4 5 6

15 My efforts to do a good job are seldom blocked by red tape. 1 2 3 4 5 6

16 I find I have to work harder at my job because of the incompetence of people I work 1 2 3 4 5 6
with.

17 I like doing the things I do at work. 1 2 3 4 5 6 #

18 The goals of this organization are not clear to me. 1 2 3 4 5 6
 Relationship between job satisfaction and
productivity

Usually it’s believed that a well satisfied

worker takes initiative in increasing productivity.
But later researchers have proved that this
assumption is not correct.
The relationship between job satisfaction and
production may be
 High productivity in low job satisfaction
 High job satisfaction and low productivity
 High productivity related to high
satisfaction #
 Job Dissatisfaction

Why are people dissatisfied with their jobs?

 They don't feel valued
 They work below their capabilities
 Incompetence of colleagues and managers
 They expect to hate work
 They are made to feel that they can't change
things
 Their values are compromised

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Job dissatisfaction results in..

 Low productivity
 Absenteeism
 High employee turnover
 Low morale
 Fatigueness
 Stress

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 Tips to overcome job dissatisfaction

Career contentment is a state of mind that comes from

within; it is not dependent on what an employer provides.
That’s why some people can be content in their jobs despite
enduring poor working conditions, difficult coworkers, or a
bad day. People who have achieved contentment find
meaning in their work, are resilient in the face of workplace
challenges, and have a vision of how this job fits into long-
term career objectives. Career contentment means you
exercise control over your thoughts, emotions, reasoning,
talents, and choices to have and enjoy the career you desire
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without depending on employers to make you satisfied.
 Domino’s - Case Summary

Main Problem
Domino’s faced high employee turn over rate
Store Manager kept leaving every 3 – 6 months
Company Policies avoid increasing basic wage.

How they Handled the Problems

 Recruit better store manager by implementing new test
 Improving employee skills by training the weak points.

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What happened in DOMINO’S

 Low Pay (obvious)

 Lack of relationship between boss and
worker.
 Mean colleague + boring days
 Lack of leadership element (note that store
manager leave ever 3-6 months)
 Main Problems is : “Store Manager”

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 Negative impact due to turnover

 Employee Repo cost

 Learning cost
 What they out for worker are more less than they get
from new worker.
 Level accident new employees, usually tend to be
higher
 There is a production that has lost during turnover
 Production equipment that cannot full operate
 A lot of waste because of the new employees

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 Different Approach used

 Domino used a different approach, where they didn’t raise

salary.
 They believed working environment and quality of store
manager plays an important role in turnover rate.
 They believed when store manager position turnover is high, it
will has ripple effect to the layer below

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Incentive Program
Types of incentives

Employee Incentive
Consumer Incentive
Dealer / Channel Incentive
Sales Incentive
Type of Reward :
Cash Reward
Non Cash Reward
Non Monetary Reward
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 Rewards for managers and employees

Employee Stock Option Plans

Company introduced program that grants stock options to
about 15% of store managers based on criteria such as sales
growth and customer services
Suggestion Rewards :
A simple ‘Thank You’ appreciation of good work
Treat your employee with respects
Start birthday program
Have employee field trips
Casual lunch with staff
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 Result
The result was significant :
The employee turnover rate declined by 107% which was
far below previous and average industry.

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QUESTIONS?

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