Cite Harvard Patrick, D. Journal of International Business Research and Marketing, 1 4pp. Journal of International Business Research and Marketing, 1 4 Journal of International Business Research and Marketing.
Jobs require interaction with coworkers and bosses, following organizational rules and policies, meeting performance standards, living with working conditions. Every organization works towards having satisfied employees.
When employees are dissatisfied with their jobs, lack job involvement and are low in their commitment to the organization, a wide variety of consequences follows in. Dissatisfied employees may engage in psychological withdrawal, physical withdrawal or even acts of aggression and retaliation for Employee attitudes and job satisfaction.
human resource management wrongs. Satisfied employees may provide acts of consumer service beyond the call of duty, have sparkling work records, and actively pursue excellence in all areas of their jobs. The consequences of job dissatisfaction are very long term in nature.
The negative effects of job turnover on organizations may include increased costs in recruiting, selecting and training new employees, demoralization of remaining employees, negative public image of the organization, disruption of day-to-day activities and decreased organizational opportunities to pursue future growth strategies.
Thus it is important to have a thorough understanding of the factors that lead to job satisfaction and dissatisfaction so that it would help in putting a stop on the negative consequences associated with job dissatisfaction.
Some specific outcomes of job satisfaction and dissatisfaction in a workplace are explained as under: Satisfied workers actually may be high, average or even low producers will tend to continue the level of performance that brought them satisfaction before also.
The study of the relationship between job satisfaction and job performance has a very controversial history. In s the Hawthorne studies conducted helped the researchers in becoming aware of the effects of employee attitudes on their work performance.
One way to view this dimension is in believing the relationship that high performance contributes to high job satisfaction. This sequence states that better performance typically leads to higher economic, sociological and psychological rewards.
If these rewards are seen in a fair light then the overall employee satisfaction improves. It is important for managers to devote its efforts to aid its employee performance, which will likely produce satisfaction as a by product. A modest relationship exists between job satisfaction and OCB.
Satisfied employees seem more likely to talk positively about the organization, help others, and go beyond the normal expectations in their job.
They are also very likely to go beyond the formal requirements of the job just in order to reciprocate their positive experiences.
They voluntarily engage in behaviors that work in favor of the organization. Job Satisfaction and Customer Satisfaction Customer satisfaction is a very important requirement for many firms.
Their performance gets marked by keeping their customers satisfied and happy. Employees of service based organizations often interact with their customers, thus the satisfaction of these employees is very important in order to keep the customers loyalty to the concerned organization.
Satisfied employees increase customer satisfaction and loyalty. Service organizations know that satisfied and loyal customers are highly dependent on how frontline employees deal with their customers.
Satisfied employees are more likely to be friendly, upbeat and responsive in nature which the customers appreciate. Since satisfied employees have high retention rate, customers are more likely to encounter familiar faces and receive experienced service. All these qualities build customer satisfaction and loyalty.
Many service based companies like, FedExSouthwest AirlinesFour Seasons Hotels and American Express very customer oriented companies who go out of their way in order to please their customers. In order to provide that great impeccable service to their customers they focus on building employee satisfaction- recognizing that employee satisfaction will go a long way towards contributing to their goal of having happy customers.
These firms seek to hire upbeat and friendly employees, train the employees in the importance of customer service, reward customer service, provide positive work climates and track employee satisfaction on a regular basis through various attitude surveys.
Dissatisfied employees are more likely to be absent at their work, other factors have an impact on the relationship and reduce the correlation coefficient. Employees who have less job satisfaction tend to be absent more often.
But this connection is not sharp for a couple of reasons. Some absences are caused by legitimate medical reasons and therefore a satisfied employee may have a valid absence at times.
Tardiness is another way by which employees may exhibit their dissatisfaction with job conditions. A tardy employee is one who arrives late at work. Tardiness is a type of short period absenteeism ranging from a few minutes to several hours for each event, and it is another way by which employees withdraw from active involvement in the organization.
This may impede the timely completion of work and disrupt productive relationships with coworkers.Employee Job Satisfaction and Engagement report.
Relationships between the ‘Hard’ Variables of Human Resource Management and Job Satisfaction Perez Vilar, Pablo S. Hard variables of human resource management and their relationships with job satisfaction in recent incomes of employees influence job satisfaction, with the effects of these shocks dissipating over time.
In the matter. Oct 19, · Human resource management professionals often measure employees’ job satisfaction by assessing workplace attitudes. This can take place informally through conversations between workers and their supervisors or with human resources representatives.
Factors contributing to employee satisfaction include treating employees with respect, providing regular employee recognition, empowering employees, offering above industry-average benefits and compensation, providing employee perks and company activities, and positive management within a success framework of goals, measurements, and .
The purpose of the study was to determine the relationship between human resource management practices and employee job satisfaction in Kenyatta University.
The most widely accepted theory of job satisfaction was proposed by Locke (), who defined job satisfaction as “a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences” (Locke, , p).