netrashetty
Netra Shetty
Zenith Electronics Corporation is a brand of the South Korean company LG Electronics. The company was previously an American manufacturer of televisions and other consumer electronics, and was headquartered in Lincolnshire, Illinois. LG Electronics acquired a controlling share of Zenith in 1995 and eventually the rest in 1999. Zenith was the inventor of subscription television and the modern remote control, and the first to develop HDTV in North America.
Zenith-branded products are sold in North America, Germany, Thailand (to 1983), Cambodia, Laos, Vietnam, India and Myanmar.
Exit-Dissatisfaction expressed through behavior directed toward leaving the organization.
Voice-Dissatisfaction expressed through active and constructive attempts to improve conditions.
Loyalty-Dissatisfaction expressed by passively waiting for conditions to improve.
Neglect-Dissatisfaction expressed through allowing conditions to worsen.
Exit and Neglect behaviors encompass our performance variables (productivity, absenteeism, and turnover).
Voice and Loyalty are constructive behaviors that allow individuals to tolerate unpleasant situations or to revive satisfactory working conditions.
Effects of Job (DIS)Satisfaction
Job satisfaction has a variety of effects. These effects may be seen in the context of an individual’s physical and mental health, productivity, absenteeism, and turnover.
1) Physical and Mental Health:
The degree of job satisfaction affects an individual’s physical and mental health. Since job satisfaction is a type of mental feeling, its favorableness or unfavourablesness affects the individual psychologically which ultimately affects his physical health.
For example, Lawler has pointed out that drug abuse, alcoholism and mental and physical health result from psychologically harmful jobs.
Further, since a job is an important part of life, job satisfaction influences general life satisfaction. The result is that there is spillover effect which occurs in both directions between job and life satisfaction.
2) Productivity:
There are two views about the relationship between job satisfaction and productivity:
1. A happy worker is a productive worker,
2. A happy worker is not necessarily a productive worker.
Ist view: It establishes a direct cause-effect relationship between job satisfaction and productivity; when job satisfaction increases, productivity increases; when satisfaction decreases, productivity decreases. The basic logic behind this is that a happy worker will put more efforts for job performance. However, this may not be true in all cases.
For example, a worker having low expectations from his jobs may feel satisfied but he may not put his efforts more vigorously because of his low expectations from the job. Therefore, this view does not explain fully the complex relationship between job satisfaction and productivity.
IInd view: Says that a satisfied worker is not necessarily a productive worker, it explains the relationship between job satisfaction and productivity.
This relationship may be explained in terms of the operation of two factors:
a) Effect of job performance on satisfaction; and
b) Organizational expectations from individuals for job performance.
1. Job performance leads to job satisfaction and not the other way round. The basic factor for this phenomenon is the rewards (a source of satisfaction) attached with performance.
There are two types of rewards intrinsic and extrinsic.
The intrinsic reward stems from the job itself which may be in the form of growth potential, challenging job, etc. The satisfaction on such a type of reward may help to increase productivity.
The extrinsic reward is subject to control by management such as salary, bonus, etc. Any increase in these factors does not hep to increase productivity though these factors increase job satisfaction.
2. A happy worker does not necessarily contribute to higher productivity because he has to operate under certain technological constraints and, therefore, he cannot go beyond certain output.
Further, this constraint affects the management’s expectations from the individual in the form of lower output.
Thus, the work situation is pegged to minimally acceptable level of performance.
However, it does not mean that the job satisfaction has no impact on productivity.
A satisfied worker may not necessarily lead to increased productivity but a dissatisfied worker leads to lower productivity.
3) Absenteeism:
Absenteeism refers to the frequency of absence of job holder from the workplace either unexcused absence due to some avoidable reasons or long absence due to some unavoidable reasons. It is the former type of absence which is a matter of concern. This absence is due to lack of satisfaction from the job which produces a ‘lack of will to work’ and alienate a worker form work as for as possible. Thus, job satisfaction is related to absenteeism.
(Further deliberation on this under ‘Job satisfaction & Turnover & Absenteeism’)
4) Employee turnover:
Turnover of employees is the rate at which employees leave the organization within a given period of time. When an individual feels dissatisfaction in the organization, he tries to overcome this through the various ways of defense mechanism. If he is not able to do so, he opts to leave the organization.
Thus, in general case, employee turnover is related to job satisfaction. However, job satisfaction is not the only cause of employee turnover, the other cause being better opportunity elsewhere.
Zenith-branded products are sold in North America, Germany, Thailand (to 1983), Cambodia, Laos, Vietnam, India and Myanmar.
Exit-Dissatisfaction expressed through behavior directed toward leaving the organization.
Voice-Dissatisfaction expressed through active and constructive attempts to improve conditions.
Loyalty-Dissatisfaction expressed by passively waiting for conditions to improve.
Neglect-Dissatisfaction expressed through allowing conditions to worsen.
Exit and Neglect behaviors encompass our performance variables (productivity, absenteeism, and turnover).
Voice and Loyalty are constructive behaviors that allow individuals to tolerate unpleasant situations or to revive satisfactory working conditions.
Effects of Job (DIS)Satisfaction
Job satisfaction has a variety of effects. These effects may be seen in the context of an individual’s physical and mental health, productivity, absenteeism, and turnover.
1) Physical and Mental Health:
The degree of job satisfaction affects an individual’s physical and mental health. Since job satisfaction is a type of mental feeling, its favorableness or unfavourablesness affects the individual psychologically which ultimately affects his physical health.
For example, Lawler has pointed out that drug abuse, alcoholism and mental and physical health result from psychologically harmful jobs.
Further, since a job is an important part of life, job satisfaction influences general life satisfaction. The result is that there is spillover effect which occurs in both directions between job and life satisfaction.
2) Productivity:
There are two views about the relationship between job satisfaction and productivity:
1. A happy worker is a productive worker,
2. A happy worker is not necessarily a productive worker.
Ist view: It establishes a direct cause-effect relationship between job satisfaction and productivity; when job satisfaction increases, productivity increases; when satisfaction decreases, productivity decreases. The basic logic behind this is that a happy worker will put more efforts for job performance. However, this may not be true in all cases.
For example, a worker having low expectations from his jobs may feel satisfied but he may not put his efforts more vigorously because of his low expectations from the job. Therefore, this view does not explain fully the complex relationship between job satisfaction and productivity.
IInd view: Says that a satisfied worker is not necessarily a productive worker, it explains the relationship between job satisfaction and productivity.
This relationship may be explained in terms of the operation of two factors:
a) Effect of job performance on satisfaction; and
b) Organizational expectations from individuals for job performance.
1. Job performance leads to job satisfaction and not the other way round. The basic factor for this phenomenon is the rewards (a source of satisfaction) attached with performance.
There are two types of rewards intrinsic and extrinsic.
The intrinsic reward stems from the job itself which may be in the form of growth potential, challenging job, etc. The satisfaction on such a type of reward may help to increase productivity.
The extrinsic reward is subject to control by management such as salary, bonus, etc. Any increase in these factors does not hep to increase productivity though these factors increase job satisfaction.
2. A happy worker does not necessarily contribute to higher productivity because he has to operate under certain technological constraints and, therefore, he cannot go beyond certain output.
Further, this constraint affects the management’s expectations from the individual in the form of lower output.
Thus, the work situation is pegged to minimally acceptable level of performance.
However, it does not mean that the job satisfaction has no impact on productivity.
A satisfied worker may not necessarily lead to increased productivity but a dissatisfied worker leads to lower productivity.
3) Absenteeism:
Absenteeism refers to the frequency of absence of job holder from the workplace either unexcused absence due to some avoidable reasons or long absence due to some unavoidable reasons. It is the former type of absence which is a matter of concern. This absence is due to lack of satisfaction from the job which produces a ‘lack of will to work’ and alienate a worker form work as for as possible. Thus, job satisfaction is related to absenteeism.
(Further deliberation on this under ‘Job satisfaction & Turnover & Absenteeism’)
4) Employee turnover:
Turnover of employees is the rate at which employees leave the organization within a given period of time. When an individual feels dissatisfaction in the organization, he tries to overcome this through the various ways of defense mechanism. If he is not able to do so, he opts to leave the organization.
Thus, in general case, employee turnover is related to job satisfaction. However, job satisfaction is not the only cause of employee turnover, the other cause being better opportunity elsewhere.
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