HUMA 1745 Lecture Notes - Lecture 37: Job Satisfaction
1 May 2018
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HUMA 1745 Lecture 37 Notes – Security of Routine
Introduction
• Some individuals want work that makes minimal intellectual demands and provides the
security of routine; for them, high work specialization is a source of job satisfaction.
• The question, of course, is whether they represent 2 percent of the workforce or 52
percent.
• Given that some self-selection operates in the choice of careers, we might conclude that
negative behavioural outcomes from high specialization are most likely to surface in
professional jobs occupied by individuals with high needs for personal growth and
diversity.
• It’s proal safe to sa that o eidee supports a relatioship etee spa of
control and employee satisfaction or performance.
• Although it’s ituitively attractive to argue that large spans might lead to higher
employee performance because they provide more distant supervision and more
opportunity for personal initiative, the research fails to support this notion.
• Some people like to be left alone; others prefer the security of a boss who is quickly
available at all times.
• Consistent with several of the contingency theories of leadership discussed we would
epet fators suh as eploees’ eperiees ad ailities ad the degree of struture
in their tasks to explain when wide or narrow spans of control are likely to contribute to
their performance and job satisfaction.
• Hoeer, soe eidee idiates that a aager’s jo satisfatio ireases as the
number of employees supervised increases.
• We find fairly strong evidence linking centralization and job satisfaction.
• In general, less centralized organizations have a greater amount of autonomy.
• Autonomy appears positively related to job satisfaction.
• But, again, while one employee may value freedom, another may find autonomous
environments frustratingly ambiguous.
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