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Summary notes for Satisfaction at work ( Psychology and organisations 9990)
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PSYCHOLOGY&
ORGANISATIONS
Volume
5
SATISFACTION
AT
WORK
THEORIES
OF
JOB
SATISFACTION
Two
factor
theory
(Herzberg,
1959)
Job
characteristics
theory
(Hackman
and
Oldham,
1976)
Techniques
of
job
design:
enrichment,
rotation
and
enlargement
MEASURING
JOB
SATISFACTION
Rating
scales
and
questionnaires:
Job
descriptive
index
(Smith
et
al.,
1969)
Minnesota
Satisfaction
Questionnaire
(Weiss
et
al.,
1967)
Quality
of
Working
Life
(QWL)
questionnaire
(Walton,
1974)
ATTITUDES
TO
WORK
Workplace
sabotage
(Giacalone
and
Rosenfeld,
1987)
Absenteeism
(Blau
and
Boal,
1987)
Measuring
organizational
commitment
(OCQ)
(Mowday
et
al.,
1979)
Thilinie Jayasekara MBBS MSc Psych UK 1
,WHAT
IS
JOB
SATISFACTION?
“Job
satisfaction,
not
an
easily
quantifiable
metric,
is
defined
as
a
positive
emotional
response
you
experience
when
doing
your
job
or
when
you
are
present
at
work.
Leading
organizations
are
now
trying
to
measure
this
feeling,
with
job
satisfaction
surveys
becoming
a
staple
at
most
workplaces.
It’s
important
to
remember
that
job
satisfaction
varies
from
employee
to
employee.
In
the
same
workplace
under
the
same
conditions,
the
factors
that
help
one
employee
feel
good
about
their
job
may
not
apply
to
another
employee
(individualism).
For
this
reason,
it
is
essential
to
have
a
multidimensional
approach
to
employee
satisfaction.”
There
are
many
theories
looking
at
factors
that
satisfy
people
at
work.
There
are
many
tools
that
can
be
used
to
measure
job
satisfaction.
This
chapter
looks
at
such
theories
of
job
satisfaction,
many
tools
used
to
measure
satisfaction
and
commitment
of
workers
and
finally
the
attitudes
towards
work.
1.
THEORIES
OF
JOB
SATISFACTION
1.1
Two
factor
theory
(Herzberg,
1959)
Herzberg
proposed
that,
there
are
factors
that
create
job
satisfaction
and
dissatisfaction.
One
may
think
that
the
absence
of
job
satisfiers
cause
dissatisfaction.
According
to
Herzberg
to
it
is
not
really
correct,
the
satisfiers
and
dissatisfies
are
two
different
entities.
He
conducted
a
study
in
1959,
had
over
200
interviews
with
engineers
&
accountants
in
Pittsburgh.
Asked
them
to
describe
the
periods
in
their
lives
they
felt
“extremely
happy”
and
“extremely
unhappy”
with
their
jobs.
They
were
asked
to
give
as
much
as
information
they
could
and
the
answers
were
analysed
giving
rise
to
the
“two
factor
theory”.
Motivators-‐
According
to
Herzberg
job
satisfiers
(MOTIVATORS)
are
challenging,
rewarding
work,
responsibility,
autonomy,
recognition
and
sense
of
doing
something
important
and
meaningful
(these
are
intrinsic
to
work
that
is
done).
These
make
people
work
harder
and
are
found
within
the
job
itself.
Not
having
these
will
not
lead
to
dissatisfaction
but
lower
the
motivation
• Achievement:
A
job
must
give
an
employee
a
sense
of
achievement.
This
will
provide
a
proud
feeling
of
having
done
something
difficult
but
worthwhile.
• Recognition:
A
job
must
provide
an
employee
with
praise
and
recognition
of
their
successes.
This
recognition
should
come
from
both
their
superiors
and
their
peers.
• The
work
itself:
The
job
itself
must
be
interesting,
varied,
and
provide
enough
of
a
challenge
to
keep
employees
motivated.
• Responsibility:
Employees
should
“own”
their
work.
They
should
hold
themselves
responsible
for
this
completion
and
not
feel
as
though
they
are
being
micromanaged.
• Advancement:
Promotion
opportunities
should
exist
for
the
employee.
• Growth:
The
job
should
give
employees
the
opportunity
to
learn
new
skills.
This
can
happen
either
on
the
job
or
through
more
formal
training.
Thilinie Jayasekara MBBS MSc Psych UK 2
, Hygiene
factors
Dissatisfaction
is
caused
by
low
salary,
poor
work
conditions,
lower
job
security,
not
having
benefits
such
as
paid
holidays
and
insurance.
These
are
not
found
within
the
job
itself
but
surrounds
it
(extrinsic
to
work
itself).
These
are
somewhat
similar
to
the
lower
level
needs
of
Maslow
(physiological,
safety)
To
remove
dissatisfaction
these
HYGIENE
factors
should
be
positively
addressed.
Solving
or
addressing
hygiene
factors
will
not
assure
“satisfaction”
only
remove
the
dissatisfaction.
These
will
not
make
them
work
harder
but
will
prevent
demotivation
or
leaving
the
job.
• Company
policies:
These
should
be
fair
and
clear
to
every
employee.
They
must
also
be
equivalent
to
those
of
competitors.
• Supervisory
practice:
Supervision
must
be
fair
and
appropriate.
The
employee
should
be
given
as
much
possible
reasonable
autonomy.
• Relationships:
There
should
be
no
tolerance
for
bullying
or
cliques.
A
healthy,
amiable,
and
appropriate
relationship
should
exist
between
peers,
superiors,
and
subordinates.
• Work
conditions:
Equipment
and
the
working
environment
should
be
safe,
fit
for
purpose,
and
hygienic.
• Salary:
The
pay
structure
should
be
fair
and
reasonable.
It
should
also
be
competitive
with
other
organizations
in
the
same
industry.
• Security:
It
is
important
that
employees
feel
that
their
job
is
secure
and
they
are
not
under
the
constant
threat
of
being
laid-‐off.
The
Four
States
In
a
general
sense,
there
are
four
states
an
organization
or
team
can
find
themselves
in
when
it
comes
to
Two
Factor
Theory.
1.
High
Hygiene
and
High
Motivation
This
is
the
ideal
situation
and
the
one
which
every
manager
should
strive
for.
Here,
all
employees
are
motivated
and
have
very
few
grievances.
2.
High
Hygiene
and
Low
Motivation
In
this
situation,
employees
have
few
grievances
but
they
are
not
highly
motivated.
An
example
of
this
situation
is
where
pay
and
working
conditions
are
competitive
but
the
work
isn’t
very
interesting.
Employees
are
simply
there
to
collect
their
salary.
3.
Low
Hygiene
and
High
Motivation
In
this
situation,
employees
are
highly
motivated
but
they
have
a
lot
of
grievances.
A
typical
example
of
this
situation
is
where
the
work
is
exciting
and
really
interesting
but
the
pay
and
conditions
are
behind
competitors
in
the
same
industry.
4.
Low
Hygiene
and
Low
Motivation
This
is
obviously
a
bad
situation
for
an
organization
or
team
to
find
itself
in.
Here,
employees
aren’t
motivated
and
the
hygiene
factors
are
not
up
to
scratch.
Thilinie Jayasekara MBBS MSc Psych UK 3
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