Causes and Effect of Job Satisfaction on a Company

Causes and Effect of concern felicity on a fraternityQ.1) first principle come with has comprehend rumors that few of their hunters be displease with their line of descents. You live been asked to condone to instruction the following 1) what atomic number 18 the major begins of contrast cheer? 2) Why should management be concern well-nigh the hypothesize cheer of employees? 3) How would you recommend that ABC cordial club verify or assess that employees argon actu eachy disgruntled how asshole seam bliss be calculated? 4) Once ABC Company has determined that the employees atomic number 18 definitely dissatisfied with aspects of their particular bank lines, what argon styluss they could possibly decrease business sector dis gladness?ANSWERDefining caper triumph product line happiness is a pleasurable feeling that conclusions from the perception that ones commerce fulfills or allows for the fulfillment of ones important job cling tos. It refers to an individuals general attitude toward his or her job. A individual with a high level of job delight holds positive attitudes toward the job, while a person who is dissatisfied with his or her job holds banish attitudes toward the job.What are factors that bugger off employee triumph?Review of the consequence and re anticipate* has identified ab let on(prenominal) factors conducive to high levels of employee job bliss some of these factors are controllable by managers and some are non. eventors controllable by management1. Nature of Work Task Complexity jobs that are mentally challenging have been consistently put as a primary(prenominal) cause of job rejoicing. Simple, repetitive, less challenging jobs are found to a character of frustration and dis bliss in employee. Task Meaningfulness employees belief that the stool done by them is meaningful and has signifi shagce causes job bliss in them. Further much than, giving autonomy to employees assimilate them feel t hat they can buoy display their competence and agnise a positive impact to the administration, is an different factor in job comfort. Physical Strain probable amount of fleshly strain and exertion is a nonher determinant in job merriment. This factor is sometimes oer come outed in the present age of technology. Fact is that advancement in technology has made physical strain even more undesirable acidulate characteristic.2. Relationship with Supervisor and ColleaguesPeople expect more out of work than merely money or tangible achievements. For most(prenominal) employees, work likewise fills the need for social interaction. The behavior of an employees manager is found a major cause of merriment. Studies generally find that employee satisfaction increases when the immediate supervisor under(a)stands the employees, is friendly, praises for good per manikinance, get a lines to employees opinions, and shows a personalized interest in them.3. Compensation and benefits fact orsEmployees want correct systems that they perceive as just, unambiguous, and in line with their expectations. When net income is seen as white based on job demands, individual skill level, and community pay standards, satisfaction is likely to result.4. Promotion Policies and Career Development work outOpportunities for promotion, training programs, and capacity of career evolvement are early(a) factors that cause job satisfaction. Employees seek fair promotion policies and practices. Promotions provide opportunities for personal growth, more responsibilities, and change magnitude social status. Individuals who perceive that promotion finales are made in a fair and just manner, therefore, are likely to experience satisfaction from their jobs.5. Working conditions and surroundings factorsEmployees want work environments that support personal comfort and good job performance. Studies demonstrate that employees prefer physical surroundings that are non dangerous or uncomfor table. nearly employees too prefer working relatively close to home, in clean and relatively fresh facilities, and with adequate alikels and equipment. Physical features of workplace like temperature, redness arrangements, cleanliness, working outdoors, health hazards, sick-building syndrome, social density, privacy in work, all whitethorn result in satisfaction or dissatisfaction to employees.6. makeup separatement factorsBrand of plaque in business field and comparison with leading competitor and potential development of organization is a cause of job satisfaction in employees.Missions and visual sense of organization is other source of job satisfaction if it complies with employees personal views and final stages.Factors non controllable by management1. PersonalityContemporary explore* indicates that employee job satisfaction can be genetically determined. Whether peck are happy or not can be found by their gene structure. You either have happy genes or you dont. Sc ientific research in the field of psychology has been done to find the birth of job satisfaction with five traits of nature i.e., Neuroticism, Extraversion, nakedness to Experience, amenity, and Conscientiousness. These factors with the exception of Openness to Experience have run acrossable correlation with job satisfaction, as given in Table 1.Impact of genius in work can be controlled if the managers make sure their selection process screens out the negative, maladjusted, trouble qualification fault-finders who derive little satisfaction in anything job- cogitate. This is probably trump achieved through personality testing, in-depth interviewing, and careful checking of applicants previous work records.Table 1 Available meta-analytic correlations between Big Five personality traits and criteria Big Five TraitConscientiousnessAgreeablenessNeuroticismOpennessExtraversionCriterionSDSDSDSDSDJob satisfaction*0.26(0.22)0.17(0.16)-0.29(0.16)0.02(0.21)0.25(0.15)Job performance0.28 (0.16)0.13(0.15)-0.16(0.10)0.08(0.10)0.07(0.14)Leadership0.28(0.17)0.08(0.17)-0.24(0.18)0.24(0.11)0.31(0.17) body of work deviance-0.35()-0.44()0.26()-0.08()-0.03()Motivation (goal- telescope)**0.28(0.07)-0.29(0.21)-0.29(0.06)0.180.000.150.00Motivation (expectancy)**0.23(0.09)0.130.00-0.29(0.17)0.080.000.10.00Motivation (self-efficacy)**0.22(0.15)0.11(0.17)-0.35(0.18)0.2(0.04)0.33(0.16) police squad effectiveness0.11(0.11)0.12(0.13)-0.04(0.04)0.05(0.13)0.09(0.04)Notes Correlations are based on the most recently published meta- abbreviation for the corresponding criterion. Dashes indicate unreported information. = estimated real score correlations SD = standard deviation of true score correlations. *Reported in Judge, Heller, and Mount (2002). Reported in Salgado (2003). Reported in Judge, Bono, Ilies, and Gerhardt (2002). Reported in Berry, whizzs, and Sackett (2007). **Reported in Judge and Ilies (2002). Reported in Bell 20072. Emotions RegulationsScientific study* has explored the association between emotion regulation, defined as the conscious sparing consumption of ones public displays of emotion, and job satisfaction. Suppression of unpleasant emotions decreases job satisfaction and amplification of pleasant emotions increases job satisfaction by improving the quality of interpersonal encounters at work.3. Life satisfactionOne common research* finding is that job satisfaction is correlated with life satisfaction. People who are satisfied with life dispose to be satisfied with their job and people who are satisfied with their job pitch to be satisfied with life. However, some research has found that job satisfaction is not significantly related to life satisfaction when other variables such(prenominal) as non-work satisfaction and core self paygrades are taken into account.Why is employee satisfaction important for the organization and the management?Job Satisfaction can be an important indicator of how employees feel about their jobs and a predic tor of work behaviors such as organizational citizenship, absenteeism, and turnover. Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors.Satisfied employees can add value to organization such as Enhance employee retentiveness Increase productivity Reduce turnover Enhance customer satisfaction and loyalty More industrious employees Improve teamwork Higher quality products and/or go due to more competent, energized employeesJob satisfaction and dissatisfaction has direct impact on organization, which can be seen by analyzing the followingJob Satisfaction and Productivity*The evidence suggests that the link between an individuals job satisfaction and his or her productivity is positive. It turns out the productivity can be affected as much by extraneous conditions as it is by job satisfaction. The link between job satisfaction and productivity is much stronger when we look not at individuals, but at the organization as a whole. When satisfaction and productivity data are gathered for the organization as a whole, alternatively than at the individual level, we find that organizations with more-satisfied employees tend to be more effective than organizations with less-satisfied employees.Job Satisfaction and Organizational Citizenship BehaviorOrganizational citizenship behavior (OCB) is discretional behavior that is not part of an employees formal job requirements and is not usually rewarded, but that nevertheless advertises the effective functioning of the organization. Organizational citizenship is important, as it can alleviate the organization function more efficiently and more effectively. It seems logical to assume that job satisfaction should be a major determinant of an employees OCB.Job Satisfaction and Customer SatisfactionEmployees in service jobs much interact with customers. Since the management of service organizations should be concerned with pleasing those customers, it is credi ble to ask Is employee satisfaction related to positive customer outcomes? For front-line employees who have regular tinge with customers, the answer is yes. Satisfied employees are more likely to be friendly, upbeat, and responsivewhich customers appreciate.Job Satisfaction and AbsenteeismOne can find a consistent negative relationship between satisfaction and absenteeism, but the correlation is moderate-usually less than 0.40. While it certainly makes sense that dissatisfied employees are more likely to miss work, other factors have an impact on the relationship and reduce the correlation coefficient. e.g. Organizations that provide liberal sick break benefits are encouraging all their employees, including those who are highly satisfied, to take days off. So, outside factors can act to reduce the correlation.Job Satisfaction and TurnoverSatisfaction is negatively related to turnover*, but the correlation is stronger than what we found for absenteeism. Labour turnover is quite st rongly correlated with satisfaction when there is high unemployment. Yet, again, other factors such as labour market conditions, expectations about alternative job opportunities, and length of tenure with the organization are important constraints on the actual closing to leave ones current job.Workplace Violence and demoralizeDissatisfaction in employees whitethorn cause violence and sabotage in workplace. Most violence that touch ons insiders is triggered by thorough levels of dissatisfaction and stress on part of attacker. Dissatisfied workers may either consciously or subconsciously produce faulty products.How can job satisfaction be peakd?Job satisfaction is usually measured with interviews or questionnaires administered to the job incumbents in question. Most research is done with questionnaires. This is because interviews are expensive and time overwhelming to conduct. By contrast, one can survey a large number of people with a paper-and-pencil questionnaires with very little effort or expense. Furthermore, it is easy to fix and standardize questionnaire responses.Perhaps the easiest way to assess job satisfaction is to use one of the existing racing shells which have been carefully developed, and in some(prenominal) studies, their reliability and boldness have been established. There are many rule actings for standard job satisfaction, few of these are briefly mentioned below1. Job Descriptive power (JDI), created by Smith, Kendall, Hulin (1969), is a specific questionnaire of job satisfaction that has been widely used. It measures ones satisfaction in five facets pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or cant fix (indicated by ?) in response to whether given statements accurately describe ones job.2. Job In General Scale (JIG) Job In General Scale (JIG, Ironson et al., 1989) was hunch overing to assess overall job satisfaction quite a than facets. Its format is same as the JDI, and it contains 18 items. Each item is an adjective or short idiom about the job in general rather than a facet. The total score is a combination of all items.Advantage of using JIG is that it is lovesome and easy to use, and disadvantage is that it only gives global measure of job satisfaction and does not provide information about specific facets causing job satisfaction/dissatisfaction.3. Minnesota Satisfaction Questionnaire (MSQ) The Minnesota Satisfaction Questionnaire (MSQ) is designed to measure an employees satisfaction with their particular job. Method includes 100 items measuring 20 facets of job satisfaction. Three revisions of MSQ are available two long forms (1977 version and 1967 version) and a short form. Long form contains 100 items measuring 20 facets, and short form includes 20 items that take up represent each of the 20 scales.Advantages of this method are it is reliable, valid measure of job satisfaction, eas y to use, easy to understand, applicable to any organization, applicable for managers, supervisors, and employees. Disadvantage of this method is that it is very long, and uses 20 different facets and it may not be meaningful to have info on each of them.4. Satisfied / dissatisfied method In this method, you just send a question form that includeWhat is good thing in our company?What is not good one in our company?This method is suitable for emergency events and you need result in a short time.To assess and measure job satisfaction in employees of ABC Company I would recommend Job Descriptive method (JDI).Job Descriptive Index assesses five most important facets of job satisfaction* The work itselfresponsibility, interest, and growth.* caliber of supervisiontechnical help and social support.* Relationships with co-workerssocial harmony and respect.* Promotion opportunitieschances for further advancement.* Payadequacy of pay and perceived equity vis--vis others.The entire scale cont ains 72 items with either 9 or 18 items per subscale. Each item is an evaluative adjective or short phrase that is descriptive of the job. Responses are Yes questionable or No.Job Descriptive Index (JDI Smith, Kendall, Hulin, 1969) has probably been the most popular facet scale among organizational researchers. It in like manner may have been the most carefully developed and validated, as is well exposit in Smith et al.s book. It is easy to use with all types of respondents and is most commonly used measure of job satisfaction. Scales that measure the overall level of job satisfaction and do not measure the specific facet may not help in identifying the main cause of job satisfaction/dissatisfaction.Job dissatisfaction can be decreased by considering the following factors1. Work itself Job dissatisfaction can be decreased by Job rotation Job enlargement noesis enlargement, task enlargement Job enrichment, add complexity to the task to make it challenging2. Define utilization a nd ExpectationsWhen an organization makes the decision to fill a new(a) position, it has an idea of what leave alone be expected of the new employee. However, unless these expectations are clearly communicated and role is defined, the result can be disappointing for both the employee and employer. such(prenominal) situations cause conflict and inefficiencies in the workplace. Therefore, it is very important that the employer establish a mechanism for fashioning sure the take of the organization are clearly communicated and understood. Role analysis technique can be used to identify and define ones role.3. Organization development Shared guardianship or vision In many organizations, employee doesnt have intercourse what is mission, vision, objects. Building a corporate culture that requires employees to be an integral part of the organization can be an effective way of getting the most from the talents or competencies brought to the organization by each employee. Feedback progr ams Give employees opportunity to complain to the organization about his work situation. Feedback will help organization to pick out opinions of their employees.4. Compensation and benefitsPolicies of honorarium and benefits are most important part of organization. But you should build your policies at suitability not the trounce.5. Appraisal programYou should build the proper evaluation and fair and encourage employees perform work.6. Relationship with supervisorsRelationship with management is the key factor often ascertain dissatisfaction of employees. The company should have policies to guidance must be fairly treat the staff Ready to help them Full training for staff Ready to swayen and respond to employee7. Promotions and career development Develop programs to promote all panaches in the organization Develop training programs for employees Build programs for career development of each title8. Working condition and environment Build occupational health and safety progra m.9. Improvement programs of employee satisfaction HR department must have the monitoring methods for avail programs of employee satisfaction. Many organizations just do appraisal of employee satisfaction but not pay attention to role of monitoring. Build results to improve satisfaction Training all level of management about the importance of satisfaction and methods to increase satisfaction.10. Employees by themselves Hiring the amend employees Clearly defined and communicated employee expectations.ReferencesReferences marked with an asterisk indicate studies included in the answer.*Timothy A. Judge, Daniel Heller and Michael K. Mount. Five-Factor Model of Personality and Job Satisfaction A Meta-Analysis. ledger of Applied Psychology 2002, Vol. 87, No. 3, 530-541*StePhane Co Te and Laura M. Morgan. A longitudinal analysis of the association between emotion regulation, job satisfaction, and intentions to quit. Journal of Organizational Behavior. 23, 947-962 (2002)*Timothy A. Ju dge, Daniel Heller and Michael K. Mount. Five-Factor Model of Personality and Job Satisfaction A Meta-Analysis. Journal of Applied Psychology 2002, Vol. 87, No. 3, 530-541* bottom A. Wagner trinity John R. Hollenback. Organizational Behavior, Securing Competitive Advantage, 5E. by South-Westrn, 2009* Robbins, Stephen P., and Timothy A. Judge. Organization Behavior. 12th ed. Upper Saddle River, revolutionary Jersey Pearson Prentice Hall, 2007. 156-158.*Steven G. Westlund and John C. Hannon. Retaining Talent Assessing Job Satisfaction Facets Most Significantly Related To Software DeveloperTurnover Intentions. Journal of Information Technology Management Volume XIX, Number 4, 2008Q3) Compare and contrast the shrewd decision making set with the leap reasonableity copy of decision-making. In what ways does the theory of bounded rationality differ from the rational amaze and what are the characteristics of each? Which do you feel is a better representation of decision-making and why?ANSWERThe rational decision-making framework is sometimes referred to as the rational economic model as it includes a primary assumption of economic rationality, that is, the notion that people attempt to maximize their economic outcomes, where alternative with the highest expected worth is selected as preferred alternative.Rational decision making processes consist of a sequence of steps designed to rationally develop a desired solution. Typically these steps involve1. Verify, Define, and Detail the worry The first step is to recognize a problem or to see opportunities that may be worthwhile. A rational decision making model is best employed where relatively complex decisions have to be made.2. Identify the Criteria What is germane(predicate) and what is not relevant to the decision? What do you need to know before you can make a decision or what will help you make the right one?3. Analyzing the situation What alternative courses of action may be available to you? What dif ferent ensureations of the data may be practicable?4. Developing options Generate several possible options. Be creative and positive.5. Evaluating alternatives What criteria should you use to prize? Evaluate for feasibility, acceptability and desirability. Which alternative will best achieve your objectives?6. Selecting a preferred alternative search the provisional preferred alternative for future possible adverse consequences. What problems might it create? What are the risks of making this decision?Assumptions made by rational decision-making modelThere are six assumptions of the rational decision-making model Problem clarity The decision maker is assumed to have complete information regarding the decision situation. cognise options Identify all the relevant criteria and can list all the viable alternatives. The decision maker is aware of all the possible consequences of each alternative. Clear gustatory perception The criteria and alternatives can be ranked and given syst em of weights to reflect their importance. Constant preferences The specific decision criteria are constant and that weights assigned to them are stable over time. No time or cost constraints The rational decision maker can obtain full information about criteria and alternatives because it is assumed that there are no time or cost constraints. maximum payoff The rational decision maker will choose the alternative that yields the highest perceived value.Rational decision making model presupposes that there is one best outcome. The search for perfection is ofttimes a factor in actually delaying making a decision. Such a model also presupposes that it is possible to consider every option and also to know the future consequences of each. While many would like to think they know what will happen, the universe often has other plans It is also limited by the cognitive abilities of the person making the decision how good is their memory? How good is their conceit? The criteria themselves, of course, will be subjective and may be difficult to compare. These models require a great give care of time and a great deal of information. And, of course, a rational decision making model attempts to contravene the role of emotions in decision making.Bounded moderateness Decision Making ModelBounded Rationality theory accepts the notion of bounded rationality and suggests that people act only in terms of what they perceive about a given situation. Because these perceptions are frequently blemished, most organizational decision making does not take place in a world of complete certainty. Rather, the behavioral decision maker is viewed as acting most often under indeterminate conditions and with limited information. Organizational decision makers face problems that are often ambiguous, and they have only partial experience of the available action alternatives and their consequences. As Herbert Simon states Most humans decision making, whether individual or organizational, is concerned with the discovery and selection of satisfactory alternatives only in prodigious cases is it concerned with the discovery and selection of optimal decisions. resource model to rational decision making model based on the theory of bounded rationality called the administrative model is actually a inspection of the rational model. Simon says the rational model is prescriptive or normative, the way it is supposed to be, rather than the way it is. Simon presented the administrative model as a realistic antidote, the way it really is. Administrative model he says is the way decisions are actually made.Simon coined a term of Satisficing agency settling for the first alternative that seems to meet some minimum level of acceptability. Search for a needle in the haystack. Optimize is to look for the sharpest. Satisfied is to search until you find the needle that is just sharp equal to do the job.He says there are limits on decision makingBounded rationality imperfect informa tion about goals and courses of action and relation of elbow room to endsBounded discretion constraints on optimizing, prior commitments, moral and ethical standards, laws, and social standardsBounded rationality recognizes that it is unacceptable to comprehend and analyze all of the potentially relevant information in making choices. The only possible way of coping with the complexity of the world is to develop techniques, habits and standard operating procedures (SOP) to facilitate decision making. widely shared SOPs are institutions.HabitRoutine responses and behaviors based on reinforcement e.g. brushing your teeth in the morning.TechniqueWays to deal with generalized situations e.g., read reviews before selecting a hotel.SOPgroup and organizational rules for decisions e.g., our firm reorders when inventories reach one month of recent sales.Which model better represents decision-making?Rational decision making model provides a guideline of what managers ideally should be doin g, but it does not represent what managers actually do. When decision makers are faced with a simple problem and few alternative courses of action, and when the cost of searching out and evaluating alternatives is low, the rational model provides a fairly accurate explanation of the decision process. However, such situations are the exception. Most decisions in the real world do not follow the rational model. For instance, people are usually theme to find an acceptable or reasonable solution to their problem rather than an optimizing one. Most decisions in the real world do not follow the rational model. People are usually content to find an acceptable or reasonable solution to their problem rather than an optimizing one. Thus decision makers may rely on bounded rationality, satisficing, intuition, and judgment shortcuts in making decisions.In an ideal situation, manager faces a clearly defined problem, knows all possible action alternatives and their consequences, and then choose s the alternative that offers the best, or optimum, solution to the problem. This optimizing style is an ideal way to make decisions. This rational rise is normative and prescriptive, and is often used as a model for how managers should make decisions. However, Behavioral scientists are cautious about applying rational decision theory to many decision situations. They recognize that the human mind is a wonderful creation, capable of infinite achievements. But they also recognize that human beings have cognitive limitations that check their information-processing capabilities. Information deficiencies and overload compromise the ability of decision makers to achieve complete certainty and otherwise work out according to the rational model. Human decision makers also operate with bounded rationality. Bounded rationality is suggests that, while individuals are reasoned and logical, humans have their limits. Individuals interpret and make sense of things within the context of their personal situation. This makes it difficult to realize the ideal of rational decision making. As a result, the rational model does not give a full and accurate description of how most decisions are made in organizations.ReferencesReferences marked with an asterisk * indicate studies included in the answers.*John A. Wagner III John R. Hollenback. Organizational Behavior, Securing Competitive Advantage, 5E. by South-Westrn, 2009* Robbins, Stephen P., and Timothy A. Judge. Organization Behavior. 12E. Upper Saddle River, New Jersey Pearson Prentice Hall, 2007. 156-158.* John R. Schermerhorn, Jr., James G. Hunt, Richard Osborn. Organization Behavior. 7E. John Wiley Sons, Inc, 2002Q.4) Discuss goal-setting theory and its major conclusions. How do major conclusions of goal setting inform managers, or how can managers apply what research on goal setting has found in managing employees?ANSWER remainder Setting TheoryThe prime axiom of goal setting theory is that specific, difficult goals lead to higher(prenominal)(prenominal) performance than when people strive to simply do their best, (Locke, 1966 Locke Latham, 1990). Goals play an important part in high performance work environments. Goal setting is the process of developing, negotiating, and formalizing the targets or objectives that a person is answerable for accomplishing.The model uses elements of expectancy theory to help clarify the implications of goal setting for performance while victorious into account certain moderating conditions, such as ability and task complexity.Lockes research showed that there was a relationship between how difficult and specific a goal was and peoples performance of a task. He found that specific and difficult goals led to better task performance than vague or easy goals. recounting someone to Try hard or Do your best is less effective than Try to get more than 80% correct. Likewise, having a goal thats too easy is not a motivating force. grievous goals are more motivating than easy goals, because its much more of an accomplishment to achieve something that you have to work for.Locke and his colleagues spend considerable time on research* and studied the effects of goal setting, which can be concluded as Specific goals increase performance, under certain conditions Difficult goals, when accepted, result in higher performance than do easy goals Feedback leads to higher performanceCauses and Effect of Job Satisfaction on a CompanyCauses and Effect of Job Satisfaction on a CompanyQ.1) ABC company has heard rumors that some of their workers are dissatisfied with their jobs. You have been asked to explain to management the following 1) what are the major causes of job satisfaction? 2) Why should management be concerned about the job satisfaction of employees? 3) How would you recommend that ABC Company verify or assess that employees are actually dissatisfied how can job satisfaction be measured? 4) Once ABC Company has determined that the employees are de finitely dissatisfied with aspects of their particular jobs, what are ways they could possibly decrease job dissatisfaction?ANSWERDefining Job Satisfaction Job satisfaction is a pleasurable feeling that results from the perception that ones job fulfills or allows for the fulfillment of ones important job values. It refers to an individuals general attitude toward his or her job. A person with a high level of job satisfaction holds positive attitudes toward the job, while a person who is dissatisfied with his or her job holds negative attitudes toward the job.What are factors that cause employee satisfaction?Review of the evidence and research* has identified several factors conducive to high levels of employee job satisfaction some of these factors are controllable by managers and some are not.Factors controllable by management1. Nature of Work Task Complexity jobs that are mentally challenging have been consistently found as a main cause of job satisfaction. Simple, repetitive, les s challenging jobs are found to a source of frustration and dissatisfaction in employee. Task Meaningfulness employees belief that the work done by them is meaningful and has significance causes job satisfaction in them. Furthermore, giving autonomy to employees make them feel that they can display their competence and make a positive impact to the organization, is another factor in job satisfaction. Physical Strain reasonable amount of physical strain and exertion is another determinant in job satisfaction. This factor is sometimes overlooked in the present age of technology. Fact is that advancement in technology has made physical strain even more undesirable work characteristic.2. Relationship with Supervisor and ColleaguesPeople expect more out of work than merely money or tangible achievements. For most employees, work also fills the need for social interaction. The behavior of an employees manager is found a major cause of satisfaction. Studies generally find that employee sat isfaction increases when the immediate supervisor understands the employees, is friendly, praises for good performance, listens to employees opinions, and shows a personal interest in them.3. Compensation and benefits factorsEmployees want pay systems that they perceive as just, unambiguous, and in line with their expectations. When pay is seen as fair based on job demands, individual skill level, and community pay standards, satisfaction is likely to result.4. Promotion Policies and Career Development FactorOpportunities for promotion, training programs, and capacity of career development are other factors that cause job satisfaction. Employees seek fair promotion policies and practices. Promotions provide opportunities for personal growth, more responsibilities, and increased social status. Individuals who perceive that promotion decisions are made in a fair and just manner, therefore, are likely to experience satisfaction from their jobs.5. Working conditions and environment fact orsEmployees want work environments that support personal comfort and good job performance. Studies demonstrate that employees prefer physical surroundings that are not dangerous or uncomfortable. Most employees also prefer working relatively close to home, in clean and relatively modern facilities, and with adequate tools and equipment. Physical features of workplace like temperature, lighting arrangements, cleanliness, working outdoors, health hazards, sick-building syndrome, social density, privacy in work, all may result in satisfaction or dissatisfaction to employees.6. Organization development factorsBrand of organization in business field and comparison with leading competitor and potential development of organization is a cause of job satisfaction in employees.Missions and Vision of organization is another source of job satisfaction if it complies with employees personal views and goals.Factors not controllable by management1. PersonalityContemporary research* indicates that employee job satisfaction can be genetically determined. Whether people are happy or not can be found by their gene structure. You either have happy genes or you dont. Scientific research in the field of psychology has been done to find the relationship of job satisfaction with five traits of personality i.e., Neuroticism, Extraversion, Openness to Experience, Agreeableness, and Conscientiousness. These factors with the exception of Openness to Experience have considerable correlation with job satisfaction, as given in Table 1.Impact of personality in work can be controlled if the managers make sure their selection process screens out the negative, maladjusted, troublemaking fault-finders who derive little satisfaction in anything job-related. This is probably best achieved through personality testing, in-depth interviewing, and careful checking of applicants previous work records.Table 1 Available meta-analytic correlations between Big Five personality traits and criteria Big Five TraitConscientiousnessAgreeablenessNeuroticismOpennessExtraversionCriterionSDSDSDSDSDJob satisfaction*0.26(0.22)0.17(0.16)-0.29(0.16)0.02(0.21)0.25(0.15)Job performance0.28(0.16)0.13(0.15)-0.16(0.10)0.08(0.10)0.07(0.14)Leadership0.28(0.17)0.08(0.17)-0.24(0.18)0.24(0.11)0.31(0.17)Workplace deviance-0.35()-0.44()0.26()-0.08()-0.03()Motivation (goal-setting)**0.28(0.07)-0.29(0.21)-0.29(0.06)0.180.000.150.00Motivation (expectancy)**0.23(0.09)0.130.00-0.29(0.17)0.080.000.10.00Motivation (self-efficacy)**0.22(0.15)0.11(0.17)-0.35(0.18)0.2(0.04)0.33(0.16)Team effectiveness0.11(0.11)0.12(0.13)-0.04(0.04)0.05(0.13)0.09(0.04)Notes Correlations are based on the most recently published meta-analysis for the corresponding criterion. Dashes indicate unreported information. = estimated true score correlations SD = standard deviation of true score correlations. *Reported in Judge, Heller, and Mount (2002). Reported in Salgado (2003). Reported in Judge, Bono, Ilies, and Gerhardt (2002). Reported i n Berry, Ones, and Sackett (2007). **Reported in Judge and Ilies (2002). Reported in Bell 20072. Emotions RegulationsScientific study* has explored the association between emotion regulation, defined as the conscious manipulation of ones public displays of emotion, and job satisfaction. Suppression of unpleasant emotions decreases job satisfaction and amplification of pleasant emotions increases job satisfaction by improving the quality of interpersonal encounters at work.3. Life SatisfactionOne common research* finding is that job satisfaction is correlated with life satisfaction. People who are satisfied with life tend to be satisfied with their job and people who are satisfied with their job tend to be satisfied with life. However, some research has found that job satisfaction is not significantly related to life satisfaction when other variables such as non-work satisfaction and core self evaluations are taken into account.Why is employee satisfaction important for the organizat ion and the management?Job Satisfaction can be an important indicator of how employees feel about their jobs and a predictor of work behaviors such as organizational citizenship, absenteeism, and turnover. Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors.Satisfied employees can add value to organization such as Enhance employee retention Increase productivity Reduce turnover Enhance customer satisfaction and loyalty More energetic employees Improve teamwork Higher quality products and/or services due to more competent, energized employeesJob satisfaction and dissatisfaction has direct impact on organization, which can be seen by analyzing the followingJob Satisfaction and Productivity*The evidence suggests that the link between an individuals job satisfaction and his or her productivity is positive. It turns out the productivity can be affected as much by external conditions as it is by job satisfaction. The link be tween job satisfaction and productivity is much stronger when we look not at individuals, but at the organization as a whole. When satisfaction and productivity data are gathered for the organization as a whole, rather than at the individual level, we find that organizations with more-satisfied employees tend to be more effective than organizations with less-satisfied employees.Job Satisfaction and Organizational Citizenship BehaviorOrganizational citizenship behavior (OCB) is discretionary behavior that is not part of an employees formal job requirements and is not usually rewarded, but that nevertheless promotes the effective functioning of the organization. Organizational citizenship is important, as it can help the organization function more efficiently and more effectively. It seems logical to assume that job satisfaction should be a major determinant of an employees OCB.Job Satisfaction and Customer SatisfactionEmployees in service jobs often interact with customers. Since the management of service organizations should be concerned with pleasing those customers, it is reasonable to ask Is employee satisfaction related to positive customer outcomes? For front-line employees who have regular contact with customers, the answer is yes. Satisfied employees are more likely to be friendly, upbeat, and responsivewhich customers appreciate.Job Satisfaction and AbsenteeismOne can find a consistent negative relationship between satisfaction and absenteeism, but the correlation is moderate-usually less than 0.40. While it certainly makes sense that dissatisfied employees are more likely to miss work, other factors have an impact on the relationship and reduce the correlation coefficient. e.g. Organizations that provide liberal sick leave benefits are encouraging all their employees, including those who are highly satisfied, to take days off. So, outside factors can act to reduce the correlation.Job Satisfaction and TurnoverSatisfaction is negatively related to turno ver*, but the correlation is stronger than what we found for absenteeism. Labour turnover is quite strongly correlated with satisfaction when there is high unemployment. Yet, again, other factors such as labour market conditions, expectations about alternative job opportunities, and length of tenure with the organization are important constraints on the actual decision to leave ones current job.Workplace Violence and SabotageDissatisfaction in employees may cause violence and sabotage in workplace. Most violence that involves insiders is triggered by extreme levels of dissatisfaction and stress on part of attacker. Dissatisfied workers may either consciously or subconsciously produce faulty products.How can job satisfaction be measured?Job satisfaction is usually measured with interviews or questionnaires administered to the job incumbents in question. Most research is done with questionnaires. This is because interviews are expensive and time consuming to conduct. By contrast, one can survey a large number of people with a paper-and-pencil questionnaires with very little effort or expense. Furthermore, it is easy to quantify and standardize questionnaire responses.Perhaps the easiest way to assess job satisfaction is to use one of the existing scales which have been carefully developed, and in many studies, their reliability and validity have been established. There are many methods for measuring job satisfaction, few of these are briefly mentioned below1. Job Descriptive Index (JDI), created by Smith, Kendall, Hulin (1969), is a specific questionnaire of job satisfaction that has been widely used. It measures ones satisfaction in five facets pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or cant decide (indicated by ?) in response to whether given statements accurately describe ones job.2. Job In General Scale (JIG) Job In General Scale (JIG, Ironson et al., 1989) was designed to assess overall job satisfaction rather than facets. Its format is same as the JDI, and it contains 18 items. Each item is an adjective or short phrase about the job in general rather than a facet. The total score is a combination of all items.Advantage of using JIG is that it is quick and easy to use, and disadvantage is that it only gives global measure of job satisfaction and does not provide information about specific facets causing job satisfaction/dissatisfaction.3. Minnesota Satisfaction Questionnaire (MSQ) The Minnesota Satisfaction Questionnaire (MSQ) is designed to measure an employees satisfaction with their particular job. Method includes 100 items measuring 20 facets of job satisfaction. Three revisions of MSQ are available two long forms (1977 version and 1967 version) and a short form. Long form contains 100 items measuring 20 facets, and short form includes 20 items that best represent each of the 20 scales.Advantages of this method are it is rel iable, valid measure of job satisfaction, easy to use, easy to understand, applicable to any organization, applicable for managers, supervisors, and employees. Disadvantage of this method is that it is very long, and uses 20 different facets and it may not be meaningful to have info on each of them.4. Satisfied / dissatisfied method In this method, you just send a question form that includeWhat is good thing in our company?What is not good one in our company?This method is suitable for emergency events and you need result in a short time.To assess and measure job satisfaction in employees of ABC Company I would recommend Job Descriptive method (JDI).Job Descriptive Index assesses five most important facets of job satisfaction* The work itselfresponsibility, interest, and growth.* Quality of supervisiontechnical help and social support.* Relationships with co-workerssocial harmony and respect.* Promotion opportunitieschances for further advancement.* Payadequacy of pay and perceived equity vis--vis others.The entire scale contains 72 items with either 9 or 18 items per subscale. Each item is an evaluative adjective or short phrase that is descriptive of the job. Responses are Yes Uncertain or No.Job Descriptive Index (JDI Smith, Kendall, Hulin, 1969) has probably been the most popular facet scale among organizational researchers. It also may have been the most carefully developed and validated, as is well described in Smith et al.s book. It is easy to use with all types of respondents and is most commonly used measure of job satisfaction. Scales that measure the overall level of job satisfaction and do not measure the specific facet may not help in identifying the main cause of job satisfaction/dissatisfaction.Job dissatisfaction can be decreased by considering the following factors1. Work itself Job dissatisfaction can be decreased by Job rotation Job enlargement knowledge enlargement, task enlargement Job enrichment, add complexity to the task to make it cha llenging2. Define Role and ExpectationsWhen an organization makes the decision to fill a new position, it has an idea of what will be expected of the new employee. However, unless these expectations are clearly communicated and role is defined, the result can be disappointing for both the employee and employer. Such situations cause conflict and inefficiencies in the workplace. Therefore, it is very important that the employer establish a mechanism for making sure the needs of the organization are clearly communicated and understood. Role analysis technique can be used to identify and define ones role.3. Organization development Shared mission or vision In many organizations, employee doesnt know what is mission, vision, objects. Building a corporate culture that requires employees to be an integral part of the organization can be an effective way of getting the most from the talents or competencies brought to the organization by each employee. Feedback programs Give employees oppor tunity to complain to the organization about his work situation. Feedback will help organization to know opinions of their employees.4. Compensation and benefitsPolicies of compensation and benefits are most important part of organization. But you should build your policies at suitability not the best.5. Appraisal programYou should build the proper evaluation and fair and encourage employees perform work.6. Relationship with supervisorsRelationship with management is the key factor often happen dissatisfaction of employees. The company should have policies to Management must be fairly treat the staff Ready to help them Full training for staff Ready to listen and respond to employee7. Promotions and career development Develop programs to promote all titles in the organization Develop training programs for employees Build programs for career development of each title8. Working condition and environment Build occupational health and safety program.9. Improvement programs of employee sa tisfaction HR department must have the monitoring methods for improvement programs of employee satisfaction. Many organizations just do appraisal of employee satisfaction but not pay attention to role of monitoring. Build solutions to improve satisfaction Training all level of management about the importance of satisfaction and methods to increase satisfaction.10. Employees by themselves Hiring the right employees Clearly defined and communicated employee expectations.ReferencesReferences marked with an asterisk indicate studies included in the answer.*Timothy A. Judge, Daniel Heller and Michael K. Mount. Five-Factor Model of Personality and Job Satisfaction A Meta-Analysis. Journal of Applied Psychology 2002, Vol. 87, No. 3, 530-541*StePhane Co Te and Laura M. Morgan. A longitudinal analysis of the association between emotion regulation, job satisfaction, and intentions to quit. Journal of Organizational Behavior. 23, 947-962 (2002)*Timothy A. Judge, Daniel Heller and Michael K. M ount. Five-Factor Model of Personality and Job Satisfaction A Meta-Analysis. Journal of Applied Psychology 2002, Vol. 87, No. 3, 530-541*John A. Wagner III John R. Hollenback. Organizational Behavior, Securing Competitive Advantage, 5E. by South-Westrn, 2009* Robbins, Stephen P., and Timothy A. Judge. Organization Behavior. 12th ed. Upper Saddle River, New Jersey Pearson Prentice Hall, 2007. 156-158.*Steven G. Westlund and John C. Hannon. Retaining Talent Assessing Job Satisfaction Facets Most Significantly Related To Software DeveloperTurnover Intentions. Journal of Information Technology Management Volume XIX, Number 4, 2008Q3) Compare and contrast the rational decision making model with the bounded rationality model of decision-making. In what ways does the theory of bounded rationality differ from the rational model and what are the characteristics of each? Which do you feel is a better representation of decision-making and why?ANSWERThe rational decision-making model is someti mes referred to as the rational economic model as it includes a primary assumption of economic rationality, that is, the notion that people attempt to maximize their economic outcomes, where alternative with the highest expected worth is selected as preferred alternative.Rational decision making processes consist of a sequence of steps designed to rationally develop a desired solution. Typically these steps involve1. Verify, Define, and Detail the problem The first step is to recognize a problem or to see opportunities that may be worthwhile. A rational decision making model is best employed where relatively complex decisions have to be made.2. Identify the Criteria What is relevant and what is not relevant to the decision? What do you need to know before you can make a decision or what will help you make the right one?3. Analyzing the situation What alternative courses of action may be available to you? What different interpretations of the data may be possible?4. Developing option s Generate several possible options. Be creative and positive.5. Evaluating alternatives What criteria should you use to evaluate? Evaluate for feasibility, acceptability and desirability. Which alternative will best achieve your objectives?6. Selecting a preferred alternative Explore the provisional preferred alternative for future possible adverse consequences. What problems might it create? What are the risks of making this decision?Assumptions made by rational decision-making modelThere are six assumptions of the rational decision-making model Problem clarity The decision maker is assumed to have complete information regarding the decision situation. Known options Identify all the relevant criteria and can list all the viable alternatives. The decision maker is aware of all the possible consequences of each alternative. Clear preference The criteria and alternatives can be ranked and given weight to reflect their importance. Constant preferences The specific decision criteria ar e constant and that weights assigned to them are stable over time. No time or cost constraints The rational decision maker can obtain full information about criteria and alternatives because it is assumed that there are no time or cost constraints. Maximum payoff The rational decision maker will choose the alternative that yields the highest perceived value.Rational decision making model presupposes that there is one best outcome. The search for perfection is frequently a factor in actually delaying making a decision. Such a model also presupposes that it is possible to consider every option and also to know the future consequences of each. While many would like to think they know what will happen, the universe often has other plans It is also limited by the cognitive abilities of the person making the decision how good is their memory? How good is their imagination? The criteria themselves, of course, will be subjective and may be difficult to compare. These models require a great deal of time and a great deal of information. And, of course, a rational decision making model attempts to negate the role of emotions in decision making.Bounded Rationality Decision Making ModelBounded Rationality theory accepts the notion of bounded rationality and suggests that people act only in terms of what they perceive about a given situation. Because these perceptions are frequently imperfect, most organizational decision making does not take place in a world of complete certainty. Rather, the behavioral decision maker is viewed as acting most often under uncertain conditions and with limited information. Organizational decision makers face problems that are often ambiguous, and they have only partial knowledge of the available action alternatives and their consequences. As Herbert Simon states Most human decision making, whether individual or organizational, is concerned with the discovery and selection of satisfactory alternatives only in exceptional cases is it concerned with the discovery and selection of optimal decisions.Alternative model to rational decision making model based on the theory of bounded rationality called the administrative model is actually a critique of the rational model. Simon says the rational model is prescriptive or normative, the way it is supposed to be, rather than the way it is. Simon presented the administrative model as a realistic antidote, the way it really is. Administrative model he says is the way decisions are actually made.Simon coined a term of Satisficing means settling for the first alternative that seems to meet some minimum level of acceptability. Search for a needle in the haystack. Optimize is to look for the sharpest. Satisfied is to search until you find the needle that is just sharp enough to do the job.He says there are limits on decision makingBounded rationality imperfect information about goals and courses of action and relation of means to endsBounded discretion constraints on optimizing, prior commitments, moral and ethical standards, laws, and social standardsBounded rationality recognizes that it is impossible to comprehend and analyze all of the potentially relevant information in making choices. The only possible way of coping with the complexity of the world is to develop techniques, habits and standard operating procedures (SOP) to facilitate decision making. Widely shared SOPs are institutions.HabitRoutine responses and behaviors based on reinforcement e.g. brushing your teeth in the morning.TechniqueWays to deal with generalized situations e.g., read reviews before selecting a hotel.SOPgroup and organizational rules for decisions e.g., our firm reorders when inventories reach one month of recent sales.Which model better represents decision-making?Rational decision making model provides a guideline of what managers ideally should be doing, but it does not represent what managers actually do. When decision makers are faced with a simple problem and few alternative courses of action, and when the cost of searching out and evaluating alternatives is low, the rational model provides a fairly accurate description of the decision process. However, such situations are the exception. Most decisions in the real world do not follow the rational model. For instance, people are usually content to find an acceptable or reasonable solution to their problem rather than an optimizing one. Most decisions in the real world do not follow the rational model. People are usually content to find an acceptable or reasonable solution to their problem rather than an optimizing one. Thus decision makers may rely on bounded rationality, satisficing, intuition, and judgment shortcuts in making decisions.In an ideal situation, manager faces a clearly defined problem, knows all possible action alternatives and their consequences, and then chooses the alternative that offers the best, or optimum, solution to the problem. This optimizing style is an ideal way to make decisi ons. This rational approach is normative and prescriptive, and is often used as a model for how managers should make decisions. However, Behavioral scientists are cautious about applying rational decision theory to many decision situations. They recognize that the human mind is a wonderful creation, capable of infinite achievements. But they also recognize that human beings have cognitive limitations that restrict their information-processing capabilities. Information deficiencies and overload compromise the ability of decision makers to achieve complete certainty and otherwise operate according to the rational model. Human decision makers also operate with bounded rationality. Bounded rationality is suggests that, while individuals are reasoned and logical, humans have their limits. Individuals interpret and make sense of things within the context of their personal situation. This makes it difficult to realize the ideal of rational decision making. As a result, the rational model d oes not give a full and accurate description of how most decisions are made in organizations.ReferencesReferences marked with an asterisk * indicate studies included in the answers.*John A. Wagner III John R. Hollenback. Organizational Behavior, Securing Competitive Advantage, 5E. by South-Westrn, 2009* Robbins, Stephen P., and Timothy A. Judge. Organization Behavior. 12E. Upper Saddle River, New Jersey Pearson Prentice Hall, 2007. 156-158.* John R. Schermerhorn, Jr., James G. Hunt, Richard Osborn. Organization Behavior. 7E. John Wiley Sons, Inc, 2002Q.4) Discuss goal-setting theory and its major conclusions. How do major conclusions of goal setting inform managers, or how can managers apply what research on goal setting has found in managing employees?ANSWERGoal Setting TheoryThe prime axiom of goal setting theory is that specific, difficult goals lead to higher performance than when people strive to simply do their best, (Locke, 1966 Locke Latham, 1990). Goals play an importa nt part in high performance work environments. Goal setting is the process of developing, negotiating, and formalizing the targets or objectives that a person is responsible for accomplishing.The model uses elements of expectancy theory to help clarify the implications of goal setting for performance while taking into account certain moderating conditions, such as ability and task complexity.Lockes research showed that there was a relationship between how difficult and specific a goal was and peoples performance of a task. He found that specific and difficult goals led to better task performance than vague or easy goals.Telling someone to Try hard or Do your best is less effective than Try to get more than 80% correct. Likewise, having a goal thats too easy is not a motivating force. Hard goals are more motivating than easy goals, because its much more of an accomplishment to achieve something that you have to work for.Locke and his colleagues spend considerable time on research* an d studied the effects of goal setting, which can be concluded as Specific goals increase performance, under certain conditions Difficult goals, when accepted, result in higher performance than do easy goals Feedback leads to higher performance