Locke gives a comprehensive definition of job satisfaction as involving cognitive, affective, and evaluative reactions or attitudes and states it is “a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience.”101Job satisfaction is a result of employees’ perception of how well their job provides those things that are viewed as important. It is generally recognized in the organizational behavior field that job satis-faction is the most important and frequently studied employee attitude.
Although theoretical analyses have criticized job satisfaction as being too narrow con-ceptually,102there are three generally accepted dimensions to job satisfaction. First, job satisfaction is an emotional response to a job situation. As such, it cannot be seen; it can only be inferred. Second, job satisfaction is often determined by how well outcomes meet or exceed expectations. For example, if organizational participants feel that they are work-ing much harder than others in the department but are receivwork-ing fewer rewards, they will probably have a negative attitude toward their work, boss, and/or coworkers. They will be dissatisfied. On the other hand, if they feel they are being treated very well and are being paid equitably, they are likely to have a positive attitude toward the job. They will be job-satisfied. Third, job satisfaction represents several related attitudes. Through the years five job dimensions have been identified to represent the most important characteristics of a job about which employees have affective responses. These are:
1. The work itself. The extent to which the job provides the individual with interesting tasks, opportunities for learning, and the chance to accept responsibility
2. Pay. The amount of financial remuneration that is received and the degree to which this is viewed as equitable vis-á-vis that of others in the organization
3. Promotion opportunities. The chances for advancement in the organization
4. Supervision. The abilities of the supervisor to provide technical assistance and behav-ioral support
5. Coworkers. The degree to which fellow workers are technically proficient and socially supportive103
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These five dimensions were formulated many years ago and have been widely used to measure job satisfaction over the years, and a meta-analysis confirmed their construct validity.104
Influences on Job Satisfaction
There are a number of factors that influence job satisfaction. For example, one study even found that if college students’ majors coincided with their jobs, this relationship predicted subsequent job satisfaction.105However, the main influences can be summarized along the above five dimensions.
The Work Itself
The content of the work itself is a major source of satisfaction. For example, research related to the job characteristics approach to job design, covered in the next chapter, shows that feedback from the job itself and autonomy are two of the major job-related motivational fac-tors. Research has found that such job characteristics and job complexity mediate the rela-tionship between personality and job satisfaction,106 and if the creative requirements of employees’ jobs are met, then they tend to be satisfied.107At a more pragmatic level, some of the most important ingredients of a satisfying job uncovered by surveys over the years include interesting and challenging work, and one survey found that career development (not necessarily promotion) was most important to both younger and older employees.108 Also in line with Chapter 2 on diversity and ethics, a study found work satisfaction is asso-ciated with equal opportunities and family-friendly and anti-harassment practices.109Firms on the annual Fortune list of “100 Best Companies to Work For,” such as VSP, the nation’s largest provider of eye care benefits, which is known for innovative human resources prac-tices, have sustained high levels of employee satisfaction with work.110
Pay
Chapter 4 gave detailed attention to both pay and benefits. Wages and salaries are rec-ognized to be a significant but cognitively complex111 and multidimensional factor in job satisfaction.112 Money not only helps people attain their basic needs but is also instrumental in providing upper-level need satisfaction. Employees often see pay as a reflection of how management views their contribution to the organization. Fringe ben-efits are also important, but they are not as influential. One reason undoubtedly is that most employees do not even know how much they are receiving in benefits. Moreover, most tend to undervalue these benefits because they do not realize their significant mon-etary value.113However, research indicates that if employees are allowed some flexibil-ity in choosing the type of benefits they prefer within a total package, called a flexible or cafeteria benefits plan, there is a significant increase in both benefits satisfaction and overall job satisfaction.114
Promotions
Promotional opportunities seem to have a varying effect on job satisfaction. This is because promotions take a number of different forms and have a variety of accompany-ing rewards. For example, individuals who are promoted on the basis of seniority often experience job satisfaction but not as much as those who are promoted on the basis of performance. Additionally, a promotion with a 10 percent salary raise is typically not as satisfying as one with a 20 percent salary raise. These differences help explain why executive promotions may be more satisfying than promotions that occur at the lower levels of organizations. Also, in recent years with the flattening of organizations and accompanying empowerment strategies, promotion in the traditional sense of climbing
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the hierarchical corporate ladder of success is no longer available as it once was.
Employees operating in the new paradigm, as outlined in Part One of this text, know that not only are traditional promotions not available, but as was pointed out earlier, they may not even be desired. A positive work environment and opportunities to grow intel-lectually and broaden their skill base has for many become more important than pro-motion opportunities.115
Supervision
Supervision is another moderately important source of job satisfaction. Chapter 14 dis-cusses the impact of leadership skills. For now, however, it can be said that there seem to be two dimensions of supervisory style that affect job satisfaction. One is employee-centered-ness, which is measured by the degree to which a supervisor takes a personal interest and cares about the employee. It commonly is manifested in ways such as checking to see how well the employee is doing, providing advice and assistance to the individual, and commu-nicating with the associate on a personal as well as an official level. American employees generally complain that their supervisors don’t do a very good job on these dimensions.
There is considerable empirical evidence that one of the major reasons employees give for quitting a company is that their supervisor does not care about them.116
The other dimension is participation or influence, as illustrated by managers who allow their people to participate in decisions that affect their own jobs. In most cases, this approach leads to higher job satisfaction. For example, a meta-analysis concluded that par-ticipation does have a positive effect on job satisfaction. A participative climate created by the supervisor seems to have a more substantial effect on workers’ satisfaction than does participation in a specific decision.117
Work Group
The nature of the work group or team will have an effect on job satisfaction. Friendly, coop-erative coworkers or team members are a modest source of job satisfaction to individual employees. The work group, especially a “tight” team, serves as a source of support, com-fort, advice, and assistance to the individual members. Research indicates that groups requiring considerable interdependence among the members to get the job done will have higher satisfaction.118A “good” work group or effective team makes the job more enjoy-able. However, this factor is not essential to job satisfaction. On the other hand, if the reverse conditions exist—the people are difficult to get along with—this factor may have a negative effect on job satisfaction. Also, cross-cultural research finds that if members are resistant to teams in general and self-managed teams in particular, they will be less satis-fied than if they welcome being part of teams.119
Working Conditions
Working conditions have a modest effect on job satisfaction. If the working conditions are good (clean, attractive surroundings, for instance), the personnel will find it easier to carry out their jobs. If the working conditions are poor (hot, noisy surroundings, for example), personnel will find it more difficult to get things done. In other words, the effect of work-ing conditions on job satisfaction is similar to that of the work group. If thwork-ings are good, there may or may not be a job satisfaction problem; if things are poor, there very likely will be.
Most people do not give working conditions a great deal of thought unless they are extremely bad. Additionally, when there are complaints about working conditions, these sometimes are really nothing more than manifestations of other problems. For example, a manager may complain that his office has not been properly cleaned by the night crew, but
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his anger is actually a result of a meeting he had with the boss earlier in the day in which he was given a poor performance evaluation. However, in recent years, because of the increased diversity of the workforce, working conditions have taken on new importance. Chapter 2 discussed ways in which today’s organizations are trying to make conditions more support-ive and more nondiscriminatory/nonthreatening. There is also evidence of a positsupport-ive rela-tionship between job satisfaction and life satisfaction,120and that the direction of causality is that people who are satisfied with their lives tend to find more satisfaction in their work.121