netrashetty
Netra Shetty
Zapata Corporation (NYSE: ZAP) is a holding company based in Rochester, New York and originating from an oil company started by a group including the former United States president George H. W. Bush. Various writers have alleged links between the company and the United States Central Intelligence Agency.
a) Pay.
b) The work (Nature of Job)
c) Promotion
d) The work group.
e) Working condition.
f) Supervision.
a) PAY
Salary does play a significant role in determining satisfaction. It is instrumental in fulfilling many needs. Money facilities the obtaining of food, shelter, and clothing and provides the means to enjoy valued leisure interest outside of work. More over, it can serve as symbol of achievement and a source of recognition. Employees often see pay as a reflection of organization. Fringe benefits have not been found to have strong influence on job satisfaction.
b) THE WORK ITSELF (NATURE OF JOB)
Along with pay, the content of the work itself plays a very major role in determining how satisfied employees are with their jobs. By and large, employees want jobs that are challenging; they do want to be doing mindless jobs day after day. The two most important aspect of the work itself that influence job satisfaction are variety and control over work methods and work place.
In general, job with a moderate amount of variety produce the most job satisfaction. Jobs with too little variety cause workers to feel bored and fatigue. Jobs with too much variety and stimulation cause workers to feel psychologically stressed and ‘burnout’.
c) PROMOTION
Promotional opportunities have a moderate impact on job satisfaction. A promotion to a higher level in an organization typically involves positive changes in supervision, job content and pay. Jobs that are at the higher level of an organization usually provide workers with more freedom, more challenging work assignments and high salary.
d) WORK GROUP
Having friendly and co-operative co-workers is a modest source of job satisfaction to individual employees. The working groups also serve as a social support system of employees. People often used their co-workers as sounding board for their problem of as a source of comfort.
e) WORK CONDITION
The employees desire good working condition because they lead to greater physical comfort. The working conditions are important to employees because they can influence life outside of work. If people are require to work long hours and / or overtime, they will have very little felt for their families, friends and recreation outside work.
f) SUPERVISION
Two dimensions of supervisor style:
1. Employee centered or consideration supervisors who establish a supportive personal relationship with subordinates and take a personal interest in them.
2. The other dimension of supervisory style influence participation in decision making, employee who participates in decision that affect their job, display a much higher level of satisfaction with supervisor an the overall work situation.
However, a comprehensive approach requires that may additional factors be included before a complete understanding of job satisfaction can be obtained. Such factors as the employee’s are, health, temperament, desires and levels of aspiration should be considered. Further, his family relationship, social status, recreational or purely social-contribute ultimately to job satisfaction.
JOB (DIS)SATISFACTION
Job satisfaction represents the constellations of person’s attitude towards or about the job. In general, job satisfaction is the attitude towards the job as a whole. Job satisfaction is a function of satisfaction with different aspects of job, i.e. supervision, pay, works itself, co-workers, promotion, etc., and of the particular weighting or importance one attaches to these respective components.
The study of job satisfaction is a relatively recent phenomenon. It can perhaps be said to have begun in earnest with the famous Hawthorne studies conducted by Elton Mayo at the western Electronic Company in 1920s during the course of investigations. However they become convinced that factors of a social nature were affecting satisfaction with the job and productivity.
The traditional model of job satisfaction is that it consists of the total body of feelings that an individual has about his job. This total body of feelings involves, in effect, weighting up the sum total of influences of the job, the nature of job itself, the pay, the promotion. The promotion prospects, the nature of supervision and so on. Where the sum total of influences gives rise to feelings of satisfactions the individual is job satisfied.
Where in total they give rise to feelings of job dissatisfaction the individual is job dissatisfied. Improving any one of these influences will lead in the direction of job satisfaction, making less satisfactory any one of the influences will lead in the direction of the job dissatisfaction. However, what makes a job satisfying does not depends only on the nature of the job, but on the job expectations that individuals have of what their job should provide. Expectancy theory points to the importance of the individual’s expectations of his job in determining job satisfaction. For individuals who have expectations that their job should give them opportunities for pay, challenge, a failure of the job to meet this expectation will lead to dissatisfaction compared to a situation where no such expectation is involved.
What expect expectation of individuals will have of a job may vary. For a large number of reasons, some deriving form social others from individual causes. These proposing an expectancy theory usually regarded over all job satisfaction as a function of satisfaction with various elements of the job. Another theory that has dominated the study of the nature of job satisfaction is Herzberg’s famous “Two factory Theory’s of job satisfaction. In this he claims that the factors which cause job satisfaction are separate and distinct from the factors which job dissatisfaction.
The factors causing job satisfaction, which level factors such as there relating to satisfaction with the job itself. The factors which cause job dissatisfaction called hygiene factors are more concerned with conditions of work such as pay and supervision. At no time does Herzberg argue a job satisfactory, except may be for a short run.
Herzberg found that the factors causing job satisfaction (and presumably motivation) were different from that causing job dissatisfaction. He developed the motivation-hygiene theory to explain these results. He called the satisfiers motivators and the dissatisfies hygiene factors, using the term "hygiene" in the sense that they are considered maintenance factors that are necessary to avoid dissatisfaction but that by themselves do not provide satisfaction.
He discovered that the key determinants of Job Satisfaction were Achievement, Recognition, Work itself, Responsibility and Advancement.
(See Diagram Below)
That the Key Dissatisfies were Company policy and administration, Supervision, Salary, Interpersonal relationships and Working conditions.
(See Diagram Below)
Hierarchy of Needs: Motivators and Hygiene Theory
His theory argues that the opposite of satisfaction is not dissatisfaction, but rather, no satisfaction. Similarly, the opposite of dissatisfaction is no dissatisfaction
In summary, according to his theory ,the Factors leading to:-
Dissatisfaction Satisfaction
• Company policy
• Supervision
• Relationship w/Boss
• Work conditions
• Salary
• Relationship w/Peers • Achievement
• Recognition
• Work itself
• Responsibility
• Advancement
• Growth
Philip apple while has listed five major components of job satisfaction as,
1. Attitude towards work group.
2. General workings conditions.
3. Attitude towards company.
4. Monetary benefits and
5. Attitude towards supervision
Other components that should be added to these five are the individual’s state of mind about the work itself and about life in general. The individual’s health, age, level of aspiration, social status and political and social activities can all contribute to job satisfaction. A person attitude toward the job may be positive or negative.
Job satisfaction is not synonymous with organizational morale, which is the possession of felling of being accepted by and belonging to a group of employees through adherence to common goals and confidence in desirability of these goals. Morale is the byproduct of a group, while job satisfaction is more of an individual stage of mind. However, the two concepts are interrelated in that job satisfaction can contribute to morale and morale can contribute to job satisfaction. For many years managers generally have believed that a satisfied worker is necessarily a good worker.
In other works if management could keep all the employees “HAPPY”, good performance would automatically follow. Charles Greene has suggested that many managers subscribe to this be life because it represent “the path of least residence”.
Greene’s thesis is that if a performance problem exists, increasing an employee’s happiness is for more pleasant than discussing with the worker his or her failure to meet standards. Although happiness eventually results from satisfaction, this feeling goes much deeper and is far less tenuous than happiness.Recent research evidence generally rejects the more popular view that satisfaction causes performance. The evidence does, however, provide moderate support for the view that job effort causes satisfaction. The evidence also strongly indicates that rewards constitute a more direct cause of satisfaction that performance does and that rewards based on current effort causes subsequent performance.
Research also indicates that a high level of job satisfaction does have a positive impact is reducing turnover, absenteeism, tardiness accidents, grievances and strikes. In addition, recruitment efforts by current employees generally are more successful if these employees are well satisfied. Satisfied employees are preferred simply because they affect the work environment positively. Thus even through a well satisfied employee is not necessarily an outstanding performer; there are numerous reasons for taking steps to encourage employee satisfaction.
A high level of satisfaction leads to organizational commitment while a low level or dissatisfaction results in behaviors detrimental to the organization. It must be remembered that satisfaction and motivation are not synonymous. Motivation is a drive to perform, whereas satisfaction reflects situation. The factors that determine whether an individual is adequately satisfied with the job differ form those that determine whether he or she is motivated. The level of satisfaction is largely determined by the comforts offered by the environment and situation.
Motivation on the other hand, is largely determined by the value of rewards and their contingency on performance. Motivation results is added effort that is turn leads to increased performance if the individual has the ability and result of high satisfaction is increased commitment to the organized which may or may not result is better performance.
The increased commitment normally will lessen the number of personnel related problems, Such as strikes, excessive absenteeism, tardiness and turnover.
a) Pay.
b) The work (Nature of Job)
c) Promotion
d) The work group.
e) Working condition.
f) Supervision.
a) PAY
Salary does play a significant role in determining satisfaction. It is instrumental in fulfilling many needs. Money facilities the obtaining of food, shelter, and clothing and provides the means to enjoy valued leisure interest outside of work. More over, it can serve as symbol of achievement and a source of recognition. Employees often see pay as a reflection of organization. Fringe benefits have not been found to have strong influence on job satisfaction.
b) THE WORK ITSELF (NATURE OF JOB)
Along with pay, the content of the work itself plays a very major role in determining how satisfied employees are with their jobs. By and large, employees want jobs that are challenging; they do want to be doing mindless jobs day after day. The two most important aspect of the work itself that influence job satisfaction are variety and control over work methods and work place.
In general, job with a moderate amount of variety produce the most job satisfaction. Jobs with too little variety cause workers to feel bored and fatigue. Jobs with too much variety and stimulation cause workers to feel psychologically stressed and ‘burnout’.
c) PROMOTION
Promotional opportunities have a moderate impact on job satisfaction. A promotion to a higher level in an organization typically involves positive changes in supervision, job content and pay. Jobs that are at the higher level of an organization usually provide workers with more freedom, more challenging work assignments and high salary.
d) WORK GROUP
Having friendly and co-operative co-workers is a modest source of job satisfaction to individual employees. The working groups also serve as a social support system of employees. People often used their co-workers as sounding board for their problem of as a source of comfort.
e) WORK CONDITION
The employees desire good working condition because they lead to greater physical comfort. The working conditions are important to employees because they can influence life outside of work. If people are require to work long hours and / or overtime, they will have very little felt for their families, friends and recreation outside work.
f) SUPERVISION
Two dimensions of supervisor style:
1. Employee centered or consideration supervisors who establish a supportive personal relationship with subordinates and take a personal interest in them.
2. The other dimension of supervisory style influence participation in decision making, employee who participates in decision that affect their job, display a much higher level of satisfaction with supervisor an the overall work situation.
However, a comprehensive approach requires that may additional factors be included before a complete understanding of job satisfaction can be obtained. Such factors as the employee’s are, health, temperament, desires and levels of aspiration should be considered. Further, his family relationship, social status, recreational or purely social-contribute ultimately to job satisfaction.
JOB (DIS)SATISFACTION
Job satisfaction represents the constellations of person’s attitude towards or about the job. In general, job satisfaction is the attitude towards the job as a whole. Job satisfaction is a function of satisfaction with different aspects of job, i.e. supervision, pay, works itself, co-workers, promotion, etc., and of the particular weighting or importance one attaches to these respective components.
The study of job satisfaction is a relatively recent phenomenon. It can perhaps be said to have begun in earnest with the famous Hawthorne studies conducted by Elton Mayo at the western Electronic Company in 1920s during the course of investigations. However they become convinced that factors of a social nature were affecting satisfaction with the job and productivity.
The traditional model of job satisfaction is that it consists of the total body of feelings that an individual has about his job. This total body of feelings involves, in effect, weighting up the sum total of influences of the job, the nature of job itself, the pay, the promotion. The promotion prospects, the nature of supervision and so on. Where the sum total of influences gives rise to feelings of satisfactions the individual is job satisfied.
Where in total they give rise to feelings of job dissatisfaction the individual is job dissatisfied. Improving any one of these influences will lead in the direction of job satisfaction, making less satisfactory any one of the influences will lead in the direction of the job dissatisfaction. However, what makes a job satisfying does not depends only on the nature of the job, but on the job expectations that individuals have of what their job should provide. Expectancy theory points to the importance of the individual’s expectations of his job in determining job satisfaction. For individuals who have expectations that their job should give them opportunities for pay, challenge, a failure of the job to meet this expectation will lead to dissatisfaction compared to a situation where no such expectation is involved.
What expect expectation of individuals will have of a job may vary. For a large number of reasons, some deriving form social others from individual causes. These proposing an expectancy theory usually regarded over all job satisfaction as a function of satisfaction with various elements of the job. Another theory that has dominated the study of the nature of job satisfaction is Herzberg’s famous “Two factory Theory’s of job satisfaction. In this he claims that the factors which cause job satisfaction are separate and distinct from the factors which job dissatisfaction.
The factors causing job satisfaction, which level factors such as there relating to satisfaction with the job itself. The factors which cause job dissatisfaction called hygiene factors are more concerned with conditions of work such as pay and supervision. At no time does Herzberg argue a job satisfactory, except may be for a short run.
Herzberg found that the factors causing job satisfaction (and presumably motivation) were different from that causing job dissatisfaction. He developed the motivation-hygiene theory to explain these results. He called the satisfiers motivators and the dissatisfies hygiene factors, using the term "hygiene" in the sense that they are considered maintenance factors that are necessary to avoid dissatisfaction but that by themselves do not provide satisfaction.
He discovered that the key determinants of Job Satisfaction were Achievement, Recognition, Work itself, Responsibility and Advancement.
(See Diagram Below)
That the Key Dissatisfies were Company policy and administration, Supervision, Salary, Interpersonal relationships and Working conditions.
(See Diagram Below)
Hierarchy of Needs: Motivators and Hygiene Theory
His theory argues that the opposite of satisfaction is not dissatisfaction, but rather, no satisfaction. Similarly, the opposite of dissatisfaction is no dissatisfaction
In summary, according to his theory ,the Factors leading to:-
Dissatisfaction Satisfaction
• Company policy
• Supervision
• Relationship w/Boss
• Work conditions
• Salary
• Relationship w/Peers • Achievement
• Recognition
• Work itself
• Responsibility
• Advancement
• Growth
Philip apple while has listed five major components of job satisfaction as,
1. Attitude towards work group.
2. General workings conditions.
3. Attitude towards company.
4. Monetary benefits and
5. Attitude towards supervision
Other components that should be added to these five are the individual’s state of mind about the work itself and about life in general. The individual’s health, age, level of aspiration, social status and political and social activities can all contribute to job satisfaction. A person attitude toward the job may be positive or negative.
Job satisfaction is not synonymous with organizational morale, which is the possession of felling of being accepted by and belonging to a group of employees through adherence to common goals and confidence in desirability of these goals. Morale is the byproduct of a group, while job satisfaction is more of an individual stage of mind. However, the two concepts are interrelated in that job satisfaction can contribute to morale and morale can contribute to job satisfaction. For many years managers generally have believed that a satisfied worker is necessarily a good worker.
In other works if management could keep all the employees “HAPPY”, good performance would automatically follow. Charles Greene has suggested that many managers subscribe to this be life because it represent “the path of least residence”.
Greene’s thesis is that if a performance problem exists, increasing an employee’s happiness is for more pleasant than discussing with the worker his or her failure to meet standards. Although happiness eventually results from satisfaction, this feeling goes much deeper and is far less tenuous than happiness.Recent research evidence generally rejects the more popular view that satisfaction causes performance. The evidence does, however, provide moderate support for the view that job effort causes satisfaction. The evidence also strongly indicates that rewards constitute a more direct cause of satisfaction that performance does and that rewards based on current effort causes subsequent performance.
Research also indicates that a high level of job satisfaction does have a positive impact is reducing turnover, absenteeism, tardiness accidents, grievances and strikes. In addition, recruitment efforts by current employees generally are more successful if these employees are well satisfied. Satisfied employees are preferred simply because they affect the work environment positively. Thus even through a well satisfied employee is not necessarily an outstanding performer; there are numerous reasons for taking steps to encourage employee satisfaction.
A high level of satisfaction leads to organizational commitment while a low level or dissatisfaction results in behaviors detrimental to the organization. It must be remembered that satisfaction and motivation are not synonymous. Motivation is a drive to perform, whereas satisfaction reflects situation. The factors that determine whether an individual is adequately satisfied with the job differ form those that determine whether he or she is motivated. The level of satisfaction is largely determined by the comforts offered by the environment and situation.
Motivation on the other hand, is largely determined by the value of rewards and their contingency on performance. Motivation results is added effort that is turn leads to increased performance if the individual has the ability and result of high satisfaction is increased commitment to the organized which may or may not result is better performance.
The increased commitment normally will lessen the number of personnel related problems, Such as strikes, excessive absenteeism, tardiness and turnover.
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