AFM280 Chapter Notes - Chapter 5: Job Satisfaction, Organizational Commitment, Job Performance
15 Jun 2018
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Chapter 5 – Job Satisfaction
5.1 what is job satisfaction?
- Job satisfaction directly affects job performance and organizational commitment.
- Job satisfaction – pleasuale eotioal state esultig fo the appaisal of oe’s jo
experience. Employees with higher job satisfaction experience positive feelings.
- The majority of Canadians are generally happy (81%) and like the people they work with
(88%)
- Canadians identified corporate culture, opportunity to use skills, opportunity to learn
and the ability to be creative as the top drivers of job satisfaction.
5.2 what are values and how do they affect job satisfaction?
Why are some employees more satisfied than others?
- Employees are satisfied when their job provides VALUE (things that people consciously
or unconsciously want to seek or attain)
- Commonly assessed work values – pay, promotions, supervision, co-workers, the work
itself, altruism (helping others, moral causes), status, environment.
Value Fulfillment
- Value-percept theory – argues that job satisfaction depends on whether you perceive
that your job supplies the things you value.
- Dissatisfaction = (Vwant – Vhave) X (Vimportance)
5.3 what specific facets do employees consider when evaluating their job satisfaction?
- Value-percept theory also suggests that people evaluate job satisfaction according to
specific facets of the job.
- First facet – PAY SATISFACTION – employees feelings about the compensation for their
job. It is based on the pay they want and they receive. ((PAYwant – PAYhave) X
PAYimportance))
- Second facet – PROMOTION SATISFACTION – employees feeligs aout the opa’s
promotion policies and their execution, including whether promotions are frequent, fair
and based on ability. ((PROMOTIONwant – PROMOTIONhave) X
PROMOTIONimportance))
- Third facet – SUPERVISION SATISFACTION – reflects employees feelings about their
boss, including whether the boss is competent, polite, good communicator, personality.
- Fourth facet – CO-WORKER SATISFACTION – employees feelings about their co-workers
including their abilities and personalities.
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Document Summary
Job satisfaction directly affects job performance and organizational commitment. Job satisfaction pleasu(cid:396)a(cid:271)le e(cid:373)otio(cid:374)al state (cid:396)esulti(cid:374)g f(cid:396)o(cid:373) the app(cid:396)aisal of o(cid:374)e"s jo(cid:271) experience. Employees with higher job satisfaction experience positive feelings. The majority of canadians are generally happy (81%) and like the people they work with (88%) Canadians identified corporate culture, opportunity to use skills, opportunity to learn and the ability to be creative as the top drivers of job satisfaction. Employees are satisfied when their job provides value (things that people consciously or unconsciously want to seek or attain) Commonly assessed work values pay, promotions, supervision, co-workers, the work itself, altruism (helping others, moral causes), status, environment. Value-percept theory argues that job satisfaction depends on whether you perceive that your job supplies the things you value. Dissatisfaction = (vwant vhave) x (vimportance) Value-percept theory also suggests that people evaluate job satisfaction according to specific facets of the job. First facet pay satisfaction employees feelings about the compensation for their job.
