Models/Theories of Job Satisfaction
There are five different models of job satisfaction:
1. Need Fulfillment model
This model is based on the fact that satisfaction is determined by the extent to which the characteristics of a job allow an individual to fulfill his or her needs. Needs which are not met can affect both satisfaction and turnover. Organizations can respond by providing creative benefits to help satisfy needs. It generally accepted that need fulfillment is correlated with job satisfaction.
2. Discrepancies Model
This model proposed that satisfaction is a result of “net” expectations, which represent the difference between what an individual expects to receive from his job, such as good pay or promotion opportunities and what he or she actually receives. When expectations are greater that what is received, a person will be dissatisfied. Thus an individual will be satisfied when he or she gets the outcomes which are above his expectations.
3. Value attainment Model
This theory was given by E.A. Locke (1984). It implies that job satisfaction depends primarily on the match between the outcomes individuals value in their jobs and their perception about the availability of such outcomes. Thus the level of satisfaction depends on the individual perception of receiving more desirable outcomes, the more they gain the valuable outcomes, the more they feel satisfied with their job.
4. Equity Model
This model is based on an employee’s perception of being treated fairly and equitably at work. This theory was given by Adam in 1963. This has been found to be very strongly and directly related to overall job satisfaction.
5. Dispositional/Genetic Components Model
This model is based on the belief that job satisfaction is partly a function of both personal traits and genetic factors. Although only few studies have tested these propositions their results support a positive, significant relationship between personal traits and job satisfaction over time periods ranging from 2 to 50 years
6. The Opponent Process Model
Initiating some change in the job may increase worker satisfaction but it is not necessary that the increase in satisfaction will remain the same over time. This is because constant input does not result in constant output. The process of adaptation implies that a constant input will have a decreasing output. This notion was applied to the concept of job satisfaction in the Opponent Process Theory by Landy (1978). He applied this idea to the goal setting theory and asserted that in the beginning of his/her career an employee will resist goal setting. But as experience with goal setting as well as goal attainment increases, resistance shall decrease. Consequently, pleasure form goal attainment must increase. The broad implication of this is that interventions intended to increase job satisfaction may not necessary became popular on their introduction.
Effects/Consequences of Job Satisfaction
The effect of job satisfaction on some key organizational and individual factors is presented below:
1. Performance
There are two views about the relationship between job satisfaction and performance:
i. A happy worker is a productive worker.
ii. A happy worker is not necessarily a productive worker.
According to the first view there is direct cause and effect relationship between job satisfaction and performance. The basic logic behind this is that a happy worker will put more efforts in his or her job. However this may not be true in all cases. For example worker having low expectations from his job my feel satisfied but he may not put his efforts more vigorously because of his low expectations from the job.
Also there are views holding a belief that its not the job satisfaction that lead to job performance but it is the other way round. And the factor for this phenomenon is the reward attached with performance.
2. Turnover
Most research studies indicate that satisfied workers are in general less likely to leave the organization. Job dissatisfaction may also indirectly affect turnover in terms of thoughts of quitting, intension to search for a new job, and intension to quit or stay. Besides, turnover is also influenced by other factors like wishes of family members, community, and resistance to change, better opportunities and so on.
3. Absenteeism
There is an inverse relationship between satisfaction and absenteeism. The moderating variable here is the degree to which the individuals feel that their work is important. Besides, while job satisfaction will not necessarily lead to low absenteeism, low job satisfaction is inclined to bring about an increase in absenteeism.
4. Organizational Citizenship Behaviour (OCB)
Satisfied workers are more inclined to exhibit prosocial ‘organizational citizenship’ behaviours which go beyond their prescribed jobs. This behavior includes actions that improve social relationship and cooperation within an organization e.g. offering help to workers when requested, cheerful and cooperative attitude, talk positively about the organization etc.
5. Mental Health
Since job satisfaction is a type of mental feeling, its favourableness or unfavourableness affects the individual psychology. Employees with good mental health have been found to learn job related tasks faster, have less on the job accidents and fewer grievances. Moreover prolonged dissatisfaction may lead to frustration.
6. Workplace Deviance
Job dissatisfaction predicts a lot of specific behaviours including unionization attempts, substance abuse, stealing at work, undue socializing and tardiness. If employees don’t like their work environment they’ll respond somehow. One worker’s response may be quite but other may respond by taking work time to surf internet, taking office supplies home for personal use and so on.