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Chapter 4

Job Satisfaction - Chapter 4.docx

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York University
Organization Studies
ORGS 1000
Frank Miller

Job Satisfaction Zappos - Las Vegas-based e-commerce site specializing in shoes, apparel and electronics - CEO hosts pajama parties and excessively blogs about various subjects - During coaching sessions employees can communicate and she their ideas - Employees get free lunches, access to a nap room and caretaker service - Health insurance is covered, job bonuses and there exists interaction between managers outside of the workplace - Call centre duties are integrated within the organization; employees delight the customer’s; go out of their way (order flowers or send personal notes) to encourage positive interaction Job Satisfaction - Pleasurable emotional state resulting from appraisal of one’s job/job experiences; represents how a person feels and thinks about his/her job - Satisfied employees may perform jobs better and remain in the company longer - Canadians identified corporate culture, opportunity to use skills and learn, as well as ability to learn to be drivers of job satisfaction o Financial rewards, benefits, flexible work hours and stress among lest cited reasons Why Are Some Employees More Satisfied Than Others? - Values: things that people consciously/unconsciously want to seek/attain - Employees satisfied when job provides things they value; good pay, promotion, good boss/co-workers, the work and freedom to work, status, environment (safety and comfort), altruism (helping others/moral causes) and sense of achievement Value Fulfillment - Value-percept theory: argues that job satisfaction depends on whether the employee perceives that his/her job supplies those things that he/she values - Dissatisfaction = (V want V have x (Vimportance - V want how much value and employee wants - V have how much value the job supplies - V importanceow important the value Is to the employee - Differences between wants and haves get magnified for important values and minimized for trivial ones o Theory suggest that people value job satisfaction according to specific facets of the job o Job: collection of tasks, relationship and rewards Pay Satisfaction - Refers to employee’s feelings about the compensation for the jobs; whether it is as much as they deserve, secure and adequate for both normal and luxury expenses - Compares the pay that the employees want vs. what they receive - Employees examine pay based on job duties and pay given to comparable colleagues Promotion Satisfaction - Employees’ feelings about how the company handles promotion policies and their execution; whether the promotions are fair, frequent and based on ability - Promotions bring more responsibility and work hours; but provide opportunities for personal growth, better wage and more prestige Supervision Satisfaction - Employees’ feelings about their boss, including his/her competency, communication and personality - Employees want bosses to be likeable, provide rewards for good performance, help employees obtain necessary resources and protect employees from unnecessary distractions Co-worker Satisfaction - Refers to employees’ feelings about their co-workers, including their abilities and personalities ; whether they are smart, responsible, helpful, fun, and interesting - Essential to know whether the co-workers can help an employee do their job and whether they are fun to be around Satisfaction with the Work Itself - Reflects employees’ feelings about their actual work tasks; whether tasks are challenging, interesting, respected and make use of skills - Satisfaction with work itself is single strongest driver of overall job satisfaction (based on recent studies) - We may want higher pay and promotions, but we do not spend hours thinking about them - We spend a lot of time communicating with others and even more time performing duties Organizational Behaviour Internationally - People in USA, Britain and Japan are no happier today than 50 years ago despite significant increase in average incomes - Nations that are generally wealthier have higher levels of satisfaction - These differences influence how receptive a nation is to a company’s products - These differences may affect policies and practices an organization needs to use when employing individuals in that nation Satisfaction with the Work Itself - Scientific management focuses on increasing the efficiency of job tasks by making them more simplified and specialized and using time/motion studies t plan task movements - This increases productivity and reduces breadth of skills required to complete a specific job - Boring/repetitive jobs may be easier but not better Meaningfulness of Work - Psychological state indicating the degree to which work tasks are viewed as something that counts in the employee’s system of philosophies and beliefs - Trivial tasks tend t be less satisfying than tasks that make employees feel like they are aiding the company/society Responsibility for Outcomes - Psychological state indicating the degree to which employees feel they are key drivers of the quality of work output - Sometimes employees feel that work outcomes are dictated by effective procedures, efficient technologies or more influential colleagues Knowledge of Results - Psychological state indicating extent to which employees are aware of how well/poorly they are doing Job Characteristics Theory - Argues that five core characteristics (variety, identity, significance, aut
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