Textbook Notes (290,000)
CA (170,000)
York (10,000)
ADMS (1,000)
ADMS 2400 (100)
Chapter 4

ADMS 2400 Chapter Notes - Chapter 4: Job Satisfaction, No Freedom, Job Enrichment

Administrative Studies
Course Code
ADMS 2400
Sabrina Deutsch Salamon

This preview shows pages 1-2. to view the full 6 pages of the document.
Chapter 4 Job Satisfaction
Job Satisfaction: A pleasurable emotional state resulting from the appraisal of one’s job or job
experiences; representing how a person feels and thinks about his or her job.
In other words, it represents how you feel about your job and what you think about your job.
Values: Things that people consciously or unconsciously want to seek or attain.
Value-percept Theory: A theory that argues that job satisfaction depends on whether the
employee perceives that his or her job supplies those things that he or she values.
Dissatisfaction = (Value Want Value Have) X (Value importance)
Categories (Satisfaction)
Specific Values
High salary, Secure salary
Frequent promotions, Promotions based on ability
Good supervisory relations, Praise for good work
Enjoyable co-workers, Responsible co-workers
Work Itself
Utilization of ability, Freedom of independence,
Intellectual stimulation, Creative expression, Sense
of achievement
Altruism (Selflessness)
Helping others, Moral causes
Prestige, Power over others, Fame
Comfort, Safety
Which of these things are most important to you?
In addition, Value-precept theory suggests that people evaluate job satisfaction according to specific
aspects of the job.
Pay Satisfaction: Employee’s feelings about the compensation for their jobs.
As much as they deserve, secure, and adequate for both normal expenses and luxury items.
How our pay compares to others matters in job satisfaction, rather than the total amount of pay
Promotion Satisfaction: Employee’s feelings about how the company handles promotions.
Whether promotions are frequent, fair and based on ability. Unlike pay, where some employees
may not want frequent promotions because promotions bring more responsibility and increased
work hours.

Only pages 1-2 are available for preview. Some parts have been intentionally blurred.

Promotions provide opportunities for more personal growth, a better wage and more prestige.
Supervision Satisfaction: Employee’s feelings about their boss, including his or her competency,
communication and personality.
Whether the boss is polite, competent and a good communicator V.S. lazy, annoying and too
Can they help me attain the things that I value? And Are they generally likable?
Co-worker Satisfaction: Employee’s feelings about their co-workers, including their abilities and
Whether co-workers are smart, responsible, helpful, fun and interesting as opposed to lazy,
gossipy, unpleasant, and boring.
Can they help me do my job? Do I enjoy being around them?
Satisfaction with the work itself: Employee’s feelings about their actual work tasks.
Whether tasks are challenging, interesting, respected and make use of key skills rather than
being dull, repetitive, and uncomfortable.
This aspect focuses on what employees actually do rather than the work and the people that
surround work.
Value-percept theory suggests that employees will be satisfied when they perceive that their job offers
the pay, promotions, supervision, co-workers and work tasks that they value.
Satisfaction with the work itself is the single strongest driver of overall job satisfaction. Supervision and
co-worker satisfaction are also strong drivers. Promotion and Pay satisfaction are moderately strong
Scientific Management focuses on increasing the efficiency of job tasks by making them more simplified
and specialized and using time and motion studies to plan task movements an sequences carefully.
Result was lower job satisfaction, due to simplified tasks. Boring jobs may be easier, but not
necessarily better.
3 Psychological States make work satisfying:
You're Reading a Preview

Unlock to view full version