Job Satisfaction, Research Paper Example

Understanding the Differing Impact of Job Satisfaction on Employee Performance

Introduction

Satisfaction per se is defined as the status by which an individual is duly able to feel fulfillment with regards the goals he has set for himself. Relatively, this is reflected by the fact that one person is able to get what he expects from an organization while realizing his worth for the organization he tends to work for. There are different elements creating satisfaction in individuals. Given that each individual is a different person apart from another, it could be realized how each person does have a different source of fulfillment and personal satisfaction as well. When it comes to job satisfaction, it is usually assumed as the process by which a person is able to recognize his worth to the organization as responded to by his employers and superiors. However, as noted in earlier statements, each person has a different level of standard for personal satisfaction (Cranny, et al, 2002). Hence, the management department is expected to create a particular standardized approach as to how they are to respond to the satisfactory needs of their employees as a whole while addressing individual desires of their employees at the same time.

Why should the management personnel actually give attention to this matter? What does job satisfaction have to do with the performance of the employees that the management personnel should give specific attention to it? Should the management department create extensive measures by which the employees are satisfied and would this not negate the aspect of establishing a more powerful organization which is founded upon employee’s work enhancement than simply following their “whims” for gaining self fulfillment? These questions shall be given particular attention to within the discussion that follows as it focuses on how job satisfaction is considered as a core source of organizational competence and how it basically affects the overall function of a particular business group.

What is Job Satisfaction?

When one works, there is always a reason behind it. Perhaps some people work to pursue their desire to provide for the needs of their families and their personal requirements for survival as well. On the other end, there are those who are not just in the job for the money. Relatively, some hope to gain more experience while expanding their capacities to work towards the best options of improving their career capacities; in short some work to learn. Whatever is the reason behind a person’s desire to work and earn, it is always the core reason utilized for one to actually realize the truth behind the satisfaction they are aiming to experience.

So what then are the elements that make a particular job satisfying for a particular employee? While Maslow provides a definite pattern of human satisfaction, there are seemingly two particular factors that create the foundation of extensive human satisfaction, and that includes knowing that they are able to respond to what they are being expected to do and knowing that they are able to reach their own standards they have set for themselves. In organizations, employees are expected to complete tasks, to respond to particular conditions as they complete their work orders. Being able to commit to the process of successfully handling such points of responsibilities does provide each employee a sense of self satisfaction that makes it easier for them to see their worth to the organization. In a way, this gives them a sense of fulfillment as to how they are able to contend with the expectations that are placed into their shoulders.

To note though, being able to completely respond to such task expectations is not enough. Each person is noted to have an expectation on themselves. A person is noted to establish a standard that he is set to reach. His capacity to reach that standard gives him a personal sense of victory. Along with these standards come the satisfaction from the pay that they are receiving from their employers based on the work impact that they are putting for to make sure that they are able to attain their set goals.

Seemingly, it could be seen that it may appear that providing job satisfaction to employees under these courses of two particular factors of fulfillment would be easy enough. However, as human psychology is as specifically complicated as it is, managers ought to make sure that they are able to stretch out their resources to make sure that each element of satisfaction is successfully responded upon (Fried, et al, 1997). Notably, creating policies that would make it easier for the managerial department to handle the satisfaction desires of each employee would create a great sense of definition on how each employee would respond to the motivational considerations that the company would offer them.

Understandably, defining the course by which each employee respond to the efforts of the management department shall identify their increased capacity to respond to the responsibilities that the organization has placed upon their shoulders (Higgins, 1999). What makes each job satisfaction bracket enclosed in each organizational employment policy successful is the fact that it is able to balance out how the clauses respond to the desires of the employees and the desires of the administration at the same time (Solomon, et al, 2004). From this point, policies pertaining to the assurance of job satisfaction do provide a chance for both the administrators and the employees to work together in an extensive manner of success hence providing each other the value that they deserve from each other as expected.

Job Satisfaction as Observed by Toyota

The organizational setup of Toyota is specifically dedicated towards handling the course by which they are able to provide attention to the needs of their employees who come from diversified nations and leading diversified cultures. Somehow, it could be understood that the different issues of diversification on the population of employees could impose issues of dissatisfaction on job fulfillment of several employees especially when they become involved in disagreements. To make sure that the employees are kept away from such conflicts, the management does provide a common ground that could unify the employees altogether and that is the sense of personal achievement through promotion and rewards. With this in consideration, it could be understood how the company tries to make sure that job satisfaction becomes a full part of their company policies hence allowing their people to realize the best of their capacities as they learn to become the best and improve as well as progress along with the development of the company that they are working for.

Conclusion

Considering the discussion points presented in the context of this written work, it could be analyzed that job satisfaction is indeed an important element in assuring company success especially in relation to the aspect of redefining the capacity of the administrators and the employees to work together in unison. Satisfaction from one’s job makes it easier for the managerial sector of the organizations to insist on competent performance from their worker therefore not simply increasing level of employee satisfaction but also redefining the course of developmental culture that the organization embraces as a whole.

References

Cranny, Smith & Stone, 1992 cited in Weiss, H. M. (2002). Deconstructing job satisfaction: separating evaluations, beliefs and affective experiences. Human Resource Management Review, 12, 173-194, p. 174

Fried, Y., & Ferris, G. R. (1997). The validity of the Job Characteristics Model: A review and meta-analysis. Personnel Psychology, 40(2), 287-322.

Higgins, E. T. (1999b). When do self-discrepancies have specific relations to emotions? The second-generation question of Tangney, Niedenthal, Covert, and Barlow (1998). Journal of Personality and Social Psychology, 77, 1313-1317.

Locke, 1976 cited in Brief, A. P., & Weiss, H. M. (2001). Organizational behavior: affect in the workplace. Annual Review of Psychology, 53, 279-307, p. 282.

Solomon, R. L., & Corbit, J. D. (2004). An opponent-process theory of motivation: I. Temporal dynamics of affect. Psychological Review, 81(2), 119-145.