People work for many different reasons. The most obvious reason is the need for money.

However, for many, money alone is not what keeps them showing up for work every day. Understanding why some people enjoy their work and others do not becomes a complex issue. As a result, mapping the roots and consequences of job dissatisfaction has essential implications. Instances of depression, anxiety, worry, tension, and interpersonal problems can result from, or be made worse by job dissatisfaction. Work place stress and job dissatisfaction go hand in hand. To offer a prescriptive definition here would be very difficult, mainly because satisfaction and dissatisfaction can only be correctly defined by the person experiencing it. However, there are some prominent common causes that can¶t be ignored. There are four basic factors that affect the level of job satisfaction that a person experiences. These factors are personality, values, the work situation, and social influence (George & Jones, 2008). An individual¶s personality affects how that individual will think and feel about a job either positively or negatively. Thus, if one¶s overall disposition is dismal they are likely going to have the same experience at work leading to increased level of job dissatisfaction. Since job satisfaction or lack thereof is subjective to individual experience and expectation, personality often plays an influential role. The dispositional/genetic factor is based on the belief that job satisfaction or dissatisfaction is partly a factor of someone¶s nature-personality traits and genetic components, which were found to significantly predict job satisfaction and general life satisfaction and well-being (Arvey et al., 1989; Weiss et al., 1999; Staw & Ross, 1985). Satisfaction is also impacted by values people have. While satisfaction occurs when a job helps attain an employee¶s values, expectations, and standards, dissatisfaction occurs when an employee perceives that work does not help in attaining such requirements (Hochwarter et al.,

2008). many job satisfactions are vulnerable to forces beyond anyone's ability to control.²are more likely to be satisfied with jobs that stress individual achievement and provide bonus and incentives for individual achievement. the culture may also affect an employee¶s level of job satisfaction (George & Jones. looking to make a difference. p. and the Netherlands. and the culture an individual grows up in all have the potential to impact job satisfaction and influence attitudes (George & Jones.1999). . 2009). 2008).e. Employee coworkers. including fluctuations in the economy.²i. the group(s) an employee belong to.´ (George & Jones.. countries like the USA. but inevitably find out that no one is immune. In addition. unhappiness at work spills over to all aspects of life. Canada. Finally. Perhaps one of the most important determinants of job satisfaction is the work situation itself. It is ³the influence that individuals or groups have on a person¶s attitudes and behavior. With so with so much time spent on the job. Social influence is another determinant of job satisfaction. Workplace burnout is a major factor impacting employee well-being and business productivity in a time of economic change and disappearing work-leisure boundaries (Black. it is really one of the first determinants in how one will think or feel about a job. Burnout occurs when the reality of work fails to meet expectations. 87). and it is a main reason employee job satisfaction can drop in the workplace. Employees who grow up in cultures that score high on Hofestede¶s (1997) individualism index values. Dissatisfaction starts when the employee does not feel that the work environment is sufficient and not in agreement with management practices. Burnout¶s victims usually begin with the best of intentions. Great Britain. Australia. 2008. Although this principle is quite broad on a whole.

000 corporations around the world. that "Americans of all ages and income brackets continue to grow increasingly unhappy at work. theft." was commissioned by the Conference Board a research firm funded by about 2. cost-cutting initiatives. titled "I Can't Get No . restructurings and mismanagement. and natural disasters. . 2010). it could stifle innovation and hurt America's competitiveness and productivity. This problem is serious and a mounting concern. The latest survey. terrorism. If the job satisfaction trend is not reversed. . You can add to this the unintended impacts of manmade disasters such as trends. Job Satisfaction." (Morello. Its conclusion. That Is. And it could make unhappy older workers less inclined to take the time to share their knowledge and skills with younger workers. It is vital that the appropriate steps are taken to resolve it. economists say. .

Upper Saddle River: New Jersey.D. (1999). 2. Ferris. pp. pp.A. L. 469-480.washingtonpost. 2011 from http://www.M. L. C. 2. B. September 30). 296-313.A.J. T. R. & Ross.. & Jones. G. Perrewe¶. Stability in the midst of change: A dispositional approach to job attitudes. W.. (1985). 2011 from http://www. Job satisfaction: Environmental and genetic components. Suite101. Understanding and managing Organizational Behavior (Fifth Edition). Black. Morello..html Staw. The Washington Post. No. Job satisfaction and performance: The moderating effects of value attainment and affective disposition. J. 187-92. & Brymer. No. Causes of Workplace Burnout: Avoid Burnout to Increase Job Satisfaction and Business Productivity. Bouchard. Journal of Applied psychology. (2010. & Abraham. Results of polls on job satisfaction are at odds.L. Vol. 70. Journal of Vocational psychology. No.R. Segal.. (1989).R. Retrieved on May 1. January 6).. . 74. Journal of Applied Psychology. 3. pp.suite101. Vol.M. G. Pearson Prentice Hall.. Hochwarter.Works Cited Arvey.M. J. Retrieved on May 1. (2008). (2009. P. Vol. George. N.

M. C. (1999).S. 1-24. No.Weiss.P. Organizational Behavior and Human Decision Processes.. & Daus.. pp. Nicolas. . An examination of the joint effects of affective experience and job beliefs on job satisfaction and variances in affective experiences over time. J. 1. H. Vol. 78.