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JOB SATISFACTION - Coggle Diagram
JOB SATISFACTION
JOB SATISFACTION
Pleasure emotional state resulting from the appraisal of one's job or job experiences. (How you
feel
about your jib or what you
think
about your job)
High job satisfaction
: Positive feeling when Employee think about their duties or take part in task activities.
Low job satisfaction
: Negative feelings
WHY ARE SOME EMPLOYEES MORE SATISFIED THAN OTHERS?
VALUE FULFILLMENT
=
VALUE - PERCEPT THEORY + PAY SATISFACTION + PROMOTION SATISFACTION + SUPERVISION SATISFACTION + COWORKER SATISFACTION + SATISFACTION WITH THE WORK ITSELF
VALUE - PERCEPT THEORY
: Job satisfaction depends on whether you
perceive
that your job supplies the things that you
value
.
DISSATISFACTION
= (V want - V have) x (V importance)
People evaluate job satisfaction according to specific
“facets” of the job
PAY SATISFACTION
Employees feelings about their pay, including whether it's as much as they deserve, secure, and adequate for both normal expenses and luxury items.
To the other facets,
pay satisfaction
is based on a comparison of the pay that employees want and the pay they receive.
PROMOTION SATISFACTION
Employees’ feelings about the company's promotion policies and their execution, including whether promotions are frequent, fair and based on ability.
SUPPERVISION SATISFACTION
Employees' feelings about their boss, including whether the boss is competent, polite, and a good communicator (rather than lazy, annoying, and too distant)
COWORKER SATISFACTION
Employees' feelings about their fellow employees, including whether coworkers are smart, responsible, helpful, fun and interesting as apposed to lazy, gossipy, unpleasant, and boring.
SATISFACTION WITH THE WORK ITSELF
Employees; feelings about their actual work tasks, including whether those tasks are challenging, interesting respected, and make use of key skills rather than being dull, repetitive, and uncomfotable. Focuses on what employees actually do.
SATISFACTION WITH THE WORK ITSELF
Work satisfying
Meaningfulness of work
: Reflects the degree to which work tasks are viewed as something that "counts" in the employee's system of philosophies and beliefs.
Responsibility for outcomes
: captures the degree to which employees feel that they’re key drivers of the quality of the unit’s work.
Knowledge of results
: the extent to which employees know how well (or how poorly) they’re doing
THEORY
: describes the central characteristics of intrinsically satisfying jobs, attempts to answer this
question
CORE JOB CHARACTERISTICS
VARIETY
Degree to which the job requires a number of different activities that involve a number of different skills and talents
HIGH
: almost every workday is different in some way, and job holders rarely feel a sense of monotony or repetition
IDENTITY
Degree to which the job requires completing a whole, identifiable, piece of work from beginning to end with a visible outcome.
HIGH
: Employees can point to something and say, “There, I did that.” ” The transformation from inputs to finished product is very visible
SIGNIFICANCE
Degree to which the job has a substantial impact on the lives of other people, particularly people in the world at large
Significance as a core job characteristic captures something
beyond that—the belief that this job really matters.
AUTONOMY
degree to which the job provides freedom, independence, and discretion to the individual performing the work
Autonomy
comes in multiple forms, including the freedom to control the timing, scheduling, and sequencing of work activities, as well as the procedures and methods used to complete work tasks.
FEEDBACK
Degree to which carrying out the activities required by the job activities required by the job providers employees with clear information about how well they're performing.
Reflects feedback obtained
directly from the job
as apposed to feedback from coworkers or supervisors.
MOOD AND EMOTIONS
MOODS
: e states of feeling that are often mild in intensity, last for an extended period of time, and are not explicitly directed at or caused by anything
Pleasantness
Activation
EMOTION
POSTITIVE
NEGATIVE
HERZBERG'S TWO FACTORS THEORY
MOTIVATION
HYGIENCE