Theoretical Framework

Career Contentment

A number of factors are attributed to career contentment of an individual in an organization

– salary, working environment, co-workers and managers and career prospects and

organizational practices (Griffin and Bateman, 1986). It suggests that poor pay results to

decreased motivation, poor morale and work quality and increased turnover (Schmitt 2003). A

good social relationship in workplace also promotes contentment (Robbins, 1998). Recognition

arguably as important as salary, is also a subtle but great way to increase an individual’s

contentment (Metzler, 1998).

Equity Theory

Equity theory as defined by Walster and Bershcheid (1978) is how a person perceives

fairness in regards to social relationships. It was first developed in 1963 by J. Adams, an industrial and

organizational psychologist as well as a behavioral psychologist. He suggested that employees seek

to maintain equity in the inputs they bring in to a job and the outputs they receive from it. Equity is

measured by the ratio of cost (input) and reward (output) of each person. Input includes; time, effort,

hard work, commitment, skill, ability, adaptability, flexibility, tolerance determination, trust in their

authority, enthusiasm, support from colleagues and personal sacrifices. While outputs on the other

hand includes: salary, self-esteem, benefits, recognition, reputation, sense of achievements etc.

The core idea of this theory is about payment being reciprocated by equal effort. Any employee

wants to feel that their work and contributions are equally compensated and rewarded. If any employee

feels that he is not compensated enough, it may result toward hostility toward the organization and

coworkers resulting to low motivation and poor performance. In contrast, when someone perceives

that they are compensated enough with the skills and effort they input, he will feel satisfied and more

motivated to do their work.

 According to Adams, when an individual feel that there is an inequity, it potentially forms

a tension that is proportional to the inequity perceived by the person. Equity theory identifies four

mechanisms present:

a. Employees seek to maximize their outcomes.

b. Groups can maximize collective rewards by developing accepted systems for

equitably apportioning rewards and costs among members.

c. When employees feel an inequity, they become dissatisfied or distressed. Both the

person receiving “too much”, by feeling guilt or ashamed, and “too little”, by feeling

angry or humiliated, feel dissatisfied.

d. Employees who perceive that they are in an inequitable relationship attempts to

eliminate their dissatisfaction by restoring equity.

Job Competency

According to Penny (2019), there are twelve (12) core competencies needed for a

successful job performance. These include;

1. Decision Making – uses sound judgement based relevant information and follows

through their decisions.

2. Teamwork – Willingness to cooperate and exchange information. Putting aside own

goals for the benefit of the organization.

3. Work Standard – Adheres to high standards and pays attention to accuracy and

completeness.

4. Motivation – Displays enthusiasm and putting additional effort toward their work.

5. Reliability – Completes work in timely and consistent manner.

6. Problem Solving – Analyzes problems and coming up with appropriate solutions.

7. Adaptability – Able to deal with changing environment and diverse people.

 8. Planning and organizing – Can set priorities and properly allocate resources.

9. Communication – Expresses ideas effectively and listens actively.

10. Integrity – Adheres to policies and procedures set by the company.

11. Initiative – Can generate ideas and do more than what is required.

12. Stress tolerance – Emotionally resilient and deals with situations without their

performance suffering.

Job Characteristics Theory

Hackman and Oldman (1976) proposed that there are a number of job characteristics that

impact job outcomes. These are Skill Variety (SV), the degree to which a job requires a variety of

different activities in carrying out the work and involves the use of different skills and talents of

the individual, Task Identity (TI), degree to which the job requires completion of a ‘whole’ and

identifiable piece of work, Task Significance (TS), the degree to which the job has substantial

impact on the lives or work of people in other departments in the organization or in the external

environment, Job Autonomy (AU), the degree to which the job gives the employee substantial

freedom, independence, and discretion in scheduling the work and in determining the procedures

to be used in carrying it out and Job Feedback (FB).

Based on these characteristics, a Motivational Potential Score (MPS) – a measure to

which a job will most likely affect an employee’s attitudes and behaviors can be calculated.

𝑆𝑉 + 𝑇𝐼 + 𝑇𝑆
𝑀𝑃𝑆 = 𝑥 𝐴𝑈 𝑥 𝐹𝐵
3

Where: MPS = Motivational Potential Score

SV = Skill Variety

TI = Task Identity

TS = Task Significance
 AU = Autonomy

FB = Feedback

Self – Esteem

According to Sundheim (2017), most frustrations and struggles in career stems from

insecurities and lack of self-esteem. How individuals feel about themselves will either produces

motivation and energy or will severely hurt your chances in their chosen career.

Self-Determination Theory

According to Ryan and Deci (1995), Self- Determination Theory (SDT), states that a man

has innate motivation to explore and master his surroundings and that true high self-esteem is

achieved when the basic psychological needs are in balance. These needs are autonomy,

competence and relatedness. Only when these needs are fulfilled will there be personal growth,

vitality and enhancement of well-being (Chirkou, et. al., 2003).