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EXECUTIVE SUMMARY
In this research report, the researchers have discussed how job dissatisfaction
can lead to organisational behavioral problems. The researchers have
highlighted the need for increased levels of job satisfaction and the importance
of employees behaviour in an organisation. An introduction is provided to give
a better understanding of job dissatisfaction and what are the factors linked in
connection of job dissatisfaction. It is important for the reader to understand
that employees are the organisations critical asset and so, the impact of job
dissatisfaction has far-reaching negative consequences for the whole
organisation. The mishandling of those problems faced by 21 st century
organisation, will damage the organisations performance and reputation.
Therefore, the understanding of the organisational behavioural problems is
essential.
The researchers have studied the specified topic and have attempted to
provide a critical analysis of it. The report is broken down into key headings, to
guide the reader throughout the discussion. In the first section, the researchers
provide an introduction of job satisfaction, followed by a discussion on the
challenges of faced by individual and organisation in this 21 st century. The
researchers also discuss about the Factors of Job Dissatisfaction and Potential
Effects of Job Dissatisfaction. This is then followed by recommendations and
conclusion. It gives the reader a clear understanding of the critical complex
issues surrounding the topic as well as provides recommendations to reduce
the sources of job dissatisfaction and boost positive work attitude of the
organisation.
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DISCUSSION
1.0 Definition of Job Satisfaction
Job satisfaction is simply how people feel about their jobs and different
aspects of their jobs. It is the extent to which people like (satisfaction) or dislike
(dissatisfaction) their jobs (Spector, 1997). According to Gibson et al (2000, p.
352 353), job satisfaction may be defined as an individuals expression of
personal well-being associated with doing the job signed.
Job satisfaction is made up of two aspects cognitive and behavioural. The
cognitive component represents an employees self-perception towards his or
her job; while the behavioural component represents an employees behaviour
or behavioural tendencies toward his or her job (Jex, 2002). Therefore,
generally, the main components of job satisfaction are emotions, attitudes and
reactions.
However, it is noted that the behavioural components do not accurately reflect
the affective cognitive component of job satisfaction, because ones attitudes
are not always consistent with ones behaviour (Jex, 2002), hence it is possible
for an employee have high feelings of dislike for his or her job but still stay on
in that job due to financial considerations.
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2.0 Challenges of the 21 st Century
According to McKenna (2006), work satisfaction is not as strong compared to
ten years ago. Individuals and organisations of today faced several challenges
to increase job satisfactions.
Organisations of the 21 st century have become flatter in their management
structures as compared to preceding management structures, resulting in
intensification of work load and responsibilities; which effectively increases the
need for employees to multi-task. Furthermore, it was noted that employers
today have raised their bar of expectation on their employees (Wayne, 2003);
leading to an increasing need for employees to upgrade their skills constantly.
With the advent of globalization, mergers and acquisitions occur more
frequently, along with the staff layoffs that come from technological
advancement; hence job insecurity of employees is greatly heightened in this
era of digital age - this negatively affects the levels of enjoyment and
satisfaction of employees (Bassett, 1994).
The increase in foreign talents entering into workforce causes a diverse labour
force and various types of employment relationships with different economies
(Cooke, 2005). The influx of foreign competition is a source of added pressure
for local employees.
As the workforce is becoming increasingly older, there is an increasingly
pressurized need for the labour pool to upgrade their skills and expertise so as
not to be left behind in this rapidly changing era of digital technology.
From employers perspectives, they are facing greater challenges in satisfying
their employees varied needs in comparison to the past. It was noted that the
21 st century has become the employee market where people are more
educated and technological well-versed. Hence, they have wider choices of
jobs to choose from and expect satisfactions from work rather than just a
secured job. The new generation of the labour force has the mentality that if
they cannot contribute or do not have advancement opportunity in thecompany, they would leave the job (Dychywald et al, 2006). Employees of
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todays world, commonly referred to as the Nexters generation (Durkin,
2005), nowadays job-hop at a higher rate compared to the previous generation
of workforce (ie. Boomers workforce), with attitudes as Baldoni (n.d.)
described, Beholden to no single employer. Thus, it leads to employers
facing difficulty in retaining their employees.
Unlike the boomers workforce generation which seek only non-monetary
compensation and are mostly focused only on completing their tasks at work,
todays new fleet of workforce employees the Nexters generation (young
employees of today) strive for more satisfaction at work to perform better and
earn more.
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3.0 Factors Leading to Job Dissatisfaction
The various factors drivers of job dissatisfaction are categorised into: internal
causes of job dissatisfaction, which originated from the employees self; as
well as external causes, which are the environmental factors that the employee
is exposed to that result in job dissatisfaction (Jex, 2002).
3.1 Internal Factors
3.1.1 Personality
Job attitudes of employees could be partly determined by the characteristics of
the employees personalities. Personality is the enduring traits of a person
which affects the persons feelings, thoughts and behaviour (Judge & Church,
2000).
Judge & Church (2000) has indicated that one of the primary causes of
employee job satisfaction or job dissatisfaction was due to the employees core
personality in response to his/her job. Certain personality traits, such as
perfectionism and low self-esteem could negatively affect job satisfaction.
Research has shown that people who have a negative personality (those who
tend to be grumpy, critical, and negative) are usually less satisfied with their
jobs (Robbins & Judge, 2007). Hence, job dissatisfaction is determined by the
extent to which how well the job matches the characteristics of the individuals
personality (Judge & Church, 2000).
3.1.2 Internal DispositionInternal disposition refers to how much of certain emotions people tend to
experience on an average basis (Jex, 2002). Based on ones internal
disposition - different individuals tend to feel either positive or negative most
of the time - an individuals view of their jobs worth will be affected. Therefore,
employees who have negative life attitude will tend to have higher tendencies
to be dissatisfied with their jobs, regardless of the nature of their job or
organisation.
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3.1.3 Genetic Disposition
Feelings of dissatisfaction at work may also be genetically related. Some
people are genetically inclined to be satisfied or dissatisfied on an average
basis with their lives (Jex, 2002). Judge & Bono (2002) indicated that our
emotions largely influence our levels of job satisfaction. Workers whose
genetic make-up caused them to be more prone to depression tend to have
feelings of stress, agitation and pessimism, resulting in them to be more
dissatisfied with their jobs .
Age and employment positions have been found as important factors in
determining levels of job satisfaction (Sinacore, 1998). Research has showed
that teens are more easily dissatisfied with their jobs, compared to other age
groups (Landy & Conte, 2004). It was also noted that lower ranked employees
tend to be more dissatisfied with their jobs (Traut, 2002).
3.1.4 Equity Theory
The employees perceived fairness of the procedures in determining the
distribution of rewards among individuals as well as the perceived fairness of
the amount distributed among individuals plays an important role in causing
positive job attitudes among employees. Employees evaluate their work
situations by cognitively comparing their inputs to the organisation with the
outcomes they receive in return (Jex, 2002). Employees who perceive the
rewards they receive are below the amount that they think they should receive
are more likely to be dissatisfied with their job.
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3.2 External Factors
3.2.1 Unfair Reward Policy
The system of monetary rewards is considered as a top cause of job
dissatisfaction. Employees often perceive their salary level as a reflection of
the managements estimation of their contributions to the companys activities.
According to an employee survey from Salary.com (n.d.), employees
perceptions that they are inadequately compensated for ones work can be a
major contributor to job dissatisfaction and is the leading cause that resulted in
employees leaving their jobs.
(Source: Salary.com: Connecting People, Pay and Performance)
Research has showed that employees who earned less were more likely to bedissatisfied with their careers (Teoh, 2004). Other unfair practices of
compensations include delay in giving of salary and pay raise, and favoritism
in giving raises and bonuses, or job promotions, would result in job
dissatisfaction.
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3.2.2 Job Characteristics
Another category of variable that could impact the level of job satisfaction is
job characteristics. Employees tend to prefer jobs that give them opportunities
to use their skills and abilities and offer a variety of task, freedom, and job
feedback. Those employees who perform tasks that have low skill variety and
autonomy significantly experience lesser level of job satisfaction than their
counterparts who perform task that are high on those attributes (Hackman &
Lawler, 1971).
3.2.3 Social Comparison Theory
According to the social comparison theory, which states that people often look
to others to interpret and make sense of the environment (Jex 2002, p. 118),
when the employee perceives the social information he or she has received
about the organisation or job is negative, it will reduce the employees morale.
Thus, the organisations poor reputation as well as negative news that spread
through grape-vine in the organisation will tend to lead to employees lack of
job satisfaction.
3.2.4 Lack of Career Advancement Opportunity
Research showed that the lack of career development and advancement are
often stated as reasons why employee leave the company as their aspirations
are unfulfilled (Sue, 2001). When there is no positive career prospect,
employees tend to become demoralized, and this might ultimately cause them
to leave the organisation.
A lack of interest and initiative of the management in providing career planningand development policies for the employees will result in the employees
perceiving that they are not valued by the organisation (Branham, 2005).
3.2.5 Poor Management and Leadership
It is observed that good management is likely to lead to a highly motivated and
productive work force with a clear sense of purpose and direction. The
management practices play an important role in determining job satisfaction(Marion, 2001).
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Many managers lack basic practical leadership skills in regards to poor
individual and organisation performance. According to the survey conducted
(Sue, 2001), many employees were unhappy when there is lack of support and
feedback from the manager. Dissatisfactions also occur when employees are
not given opportunities to voice out their problems and concerns to the
management, indicating an authoritarian leadership style. The frustrations of
the employees keeping these problems and concerns to themselves will create
more stress for the employees.
3.2.6 Poor Working Environment
If bad workplace conditions exist, for instance, unbearably hot or noisy
environment in the office, it would be more difficult for employees to carry out
their work, causing frustrations and negative moods. When an organisation
pays little attention to its employees working conditions, or refuses to invest in
technology that would greatly aid in the employees efficiency at work, it will
result in higher job dissatisfaction among employees.
3.2.7 Work Load Intensification
Another factor that causes job dissatisfaction is high workload and long
working hours. Too often, employers give too many responsibilities to their
workers and give them unrealistic time frames to complete the jobs tasks
(Sue, 2001). The need to accomplish the intensified demands of employers
puts tremendous pressure on employees, leading to negative work attitude.
3.2.8 Lack of Training
With the rapid change in todays economy, there is a constant need to upgradeemployees skills and knowledge to perform their task. Training and
development facilities offered to employees go a long way in generating high
levels of job satisfaction. Training of poor quality will result in workers not able
to perform to the company standard (Branham, 2005), leading to increased
dissatisfaction and stress at work.
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4.0 Potential Effects of Job Dissatisfaction
Job dissatisfaction affects various organisational behaviours of each employee
as well as the management that results in: high turnover and absences, drop
in work quality, poor working attitudes of employees, adverse impact on group
cohesion and inter-group relations in organisations as well as health of the
organisation and the individual employee.
The discussion below covers seven main points of which several points are
elaborated on the effects of job dissatisfaction:
4.1 Withdrawal Symptoms
Dissatisfied employees disrupt the running of the organisations when they
seek to escape from the job by displaying withdrawal symptoms such as high
rate of absenteeism and turnover rate.
4.1.1 Absenteeism
Job dissatisfaction is likely to result in employees withdrawing from their jobs,
which result in frequent absenteeism such as intentional medical leaves and
illegitimate sick days (Jex, 2002; Bassett, 1994).
High rates of absenteeism have adverse impacts on organisations productivity
and profitability (Hillstrom & Hillstrom, 2002). The workloads of other
employees intensified when they have to attend to the duties of the absentees,
incurring in more overhead expenses and as such, decreases morale of other members (Hillstrom & Hillstrom, 2002). Moreover, frequent absenteeism of
employees will lead to huge amount of time wastage which leads to the
organisation being much less efficient as there would be lesser number of
workers present to complete the same amount of workload.
It is also noted that low morale of employees, disciplinary problems, stress and
diminishing team spirits are some of the issues which are seen to arise fromhigh rate of absenteeism in an organisation. Due to the social comparison
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theory which states that an employees perception is greatly influenced by the
social information about the organisation he or she has received (Jex, 2002), it
is highly possible that the frequent occurrence of absenteeism in an
organisation will influence employees to perceive negatively about the
organisation which led to further job dissatisfaction. It is also noted that low
morale of employees, disciplinary problems, stress and diminishing team
spirits are some of the issues which are seen to arise from high rate of
absenteeism in an organisation. When the dissatisfaction of employees is
unresolved, the rates of absenteeism will escalate and an unproductive and a
dangerously lazy work culture will emerge.
4.1.2 High Turnover Rate
Dissatisfied employees negative beliefs that their contributions are
unrecognised and unappreciated cause their commitment and loyalty to the
organisation to falter, which results in them leaving for better job opportunities.
This phenomenon of high turnover rate are damaging to organisations
profitability, quality of jobs and services (Johnson, n.d.) as well as working
relationships.
Employees with decreased commitments to their organisation lack
organisational citizenship behaviours and they often do not plan to stay in the
company for long as they do not feel that they are a part of the organisation
(Griffin & Moorhead, 2007). Organisational citizenship behaviour is the
conduct of an employee that contributes to organisational effectiveness (like
helping co-employees), but is not part of the employees formal job description
(Robbins, 2003). Therefore, non-committed employees are often unhelpful toco-employees, unproductive, have poor relationships with their colleagues and
may even cause conflicts among co-workers. Also, they might be unwilling to
go beyond their call of duty at work that resulted in a non-progressive
organisation culture.
Not only does high employee turnover rate adversely affect an organisations
image, which increases the difficultly of recruiting new staff, it also meant that
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the organisation has to incur high costs and time loss in recruiting, selecting
and training a new employee again (Jex, 2002).
4.2 Economical Damage to Organisation
When the employment turnover rate is high, a companys costly investment in
employee development is not only wasted, but is also seen to lose valuable
talent. In most cases, the experienced employees who have resigned, tend to
be disgruntled with their former company and are likely to take up jobs offered
in competing firms, resulting in the employees expertise and experience being
served as a bonus for that competing firm that gains access to a lot of
knowledge on the operations of the organisation which the employee has
previously worked for (Gary, 1996) this meant a huge economical loss for the
former organisation.
The customers of the organisation inevitably suffer as a result of the
organisations high turn-over rate as when valuable human resources leave
the company; it lowers productivity of the remaining workforce and tends to
bring about lesser satisfactory customer services (Branham 2005).
4.3 Poor Work Relationships and Unconducive Organisation Culture
4.3.1 Poor Work Relations
An employees attitude is directly related to commitment to organisation.
Research has shown that employees with negative mood display fewer
organisation citizenship behaviours in their job compared to employees who
are in positive or neutral mood conditions (Jex, 2002).
Also, dissatisfied employees have the tendency to be critical, distrust and are
often wary of others. Good working relationships are impossible without
trusting the members (Branham, 2005). McKenna (2006) pointed out that
some of signs of dissatisfied workforce are increasing occurrence of grumbles
and complains from the employees, unwillingness to accept opinions and poor
overall job performance. These signs are not surprising when it is noted thatdissatisfied employees tend to experience feelings such as anger, jealousy,
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hatred and despair. These negative feelings of employees will lead to negative
job behaviours such as making unfavourable or negative comments about the
organisation that would influence the rest of their colleagues to perceive
negatively about the organisation as well as being unwilling to help others and
refusing to go beyond their mediocre work quality.
According Salary.com (n.d.), relationships with co-workers and managers are
the top two factors which determine an employees decision to stay in an
organisation. Therefore, poor working relationships invariably lead to high turn-
over rate in an organisation, which cause the organisation to have an
unhealthy, fragmented work relations as well as a loss of talents.
(Source: Salary.com: Connecting People, Pay and Performance)
4.3.2 Unproductive Work Environment
Poor working relationships at work not only disrupts work, it also has damaging
consequences of breeding contempt at the workplace that will usually have a
long-lasting adverse impact on the whole the organisation. (National Business
Research Institute, Inc., n.d.) Conflicts of interests among members deprive
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teams and organisation of the chance to improve, and lead to tense working
environment.
Existence of barriers of communication between employees leads to low
productivity that brings about greater overall job dissatisfaction in the entire
organisation.
Employees who face similar dissatisfactions with one another may form social
groupings on their own, with the mentality of trying to protect each other which
leads to the negative phenomenon of groupthink in the workplace. This will
foster an unprogressive work culture which lacks team spirit that stifles
innovation and discourages breakthroughs and creativity at work.
4.4 Job Performance
The perceived organisational support and procedural justice towards the
employees play an important role in determing job satisfaction. It has been
noted that the employees perceived organisations fairness in treatment
towards them, is directly related to job performance (Jex, 2002). When
employees feel their reward was unfair, they will have negative feeling thus,
reducing their effort when performing their task. Also, it is noted that
employees may express job dissatisfaction... by simply putting forth less
effort (Jex, 2002). This will stunt organisations growth and lead to a loss of
profit for the organisation over time.
If jobs assigned are too challenging or boring, they will be frustrated; and there
will be an increase in error rate on the job.
Researchers observed that surveillance may be more on unsatisfied
employees, which may bring in short term production results, but it will lead to
more dissatisfaction (Bassett, 1994). Such employees might do tasks
unwillingly and when their superiors are not looking, they may not be
productive at all.
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Motivation can have an effect on the output of organisation business and
concerns both quality and quantity. When the work performed was unable to
satisfy a persons needs, he will lack the motivation to perform his job. As
such, it will lead him to produce low quantity as well as low quality of the
product. He or she would be unable to meet the delivery deadline, which in
turn will cause the organisation to lose its reputation (Pinder, 1998).
Dissatisfied employees are more likely to be unfriendly, downbeat and
unresponsive. For those in service jobs, who often interact with customers,
they will provide low quality service, neglecting customers needs and hence
unable to satisfy the customer. The poor job performance of dissatisfied
employees will invariably lead to customers dissatisfaction and huge potential
economic loss for the organisation.
4.5 Workplace Deviance
Dissatisfaction at work often leads to disgruntlement in employees that cause
them to display various detrimental behaviours from intentionally under-
performing, to cheating and even disrupting the organisations operations
(Analoui & Kakabadse, 2000). These include negative citizenship behaviours
such as sabotaging, rules breaking, lack of discipline, pilferage, wasting
resources and materials, misusing facilities and wasting the time and effort of
others. Under severe circumstances, they may even show hostility to others
(Bassett, 1994). According to McKenna (2006), it was noted that increasing
cases of casualties at work are caused by severely dissatisfied employees;
such phenomenon is particularly wide-spread in the United States.
Also, termed as deviant behaviour at the workplace; which includes
unionization attempts, stealing at work, substance abuse, undue socialising
and tardiness, these behaviours are syndromes of negative feelings towards
the job (Robbins, 2003). These undesirable actions will indirectly incur high
cost to employer.
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4.6 Adverse Psychological and Health Impact
Research has shown that [job] burnout, particularly emotional exhaustion, was
found to be strongly related to job dissatisfaction (Piko, 2005). Job burnout
among employees leads to conflicts in work relationships in the workplace, as
well as low organisation commitment. Job burnout will incur high costs for
organisation, which has the responsibility to employ professional counseling or
other costly measures for the emotionally exhausted staff to assist him or her
to recover.
Job satisfaction also adversely affects the mental well-being of employees.
Studies that investigate the link between job dissatisfaction and mental and
physical health have shown that, Workers who are dissatisfied with their jobs,
are more likely to become ill (Lancaster University, 2005; Faragher et al,
2005).
Employees with low job satisfaction are also more likely to suffer from low self-
esteem, depression and anxiety. Due to the fact that depression and anxiety
are now the most common reasons for people starting to claim long-term
sickness benefits, and hence unhappy and dissatisfied employees causes
organisations to incur substantial economic and psychological costs.
(Lancaster University, 2005; Faragher et al, 2005).
4.7 Adverse Impact on Work-Family Life
In light of the increasing number of women in todays workforce (particularly
those with children), the growth in dual-career couples, and aging population,
work life and family life are increasingly inter-related to each other. It is notedthat job satisfaction or dissatisfaction spills over into ones personal life, and
vice versa (Kinicki & Kreitner, 2003). Therefore high level of job dissatisfaction
tends to result in the employees bringing back home frustration from the
workplace, that adversely affect family relationship, which in turn leads the
employees to feel negative towards his or her job; this brings about an
frustrating, endless cycle of job and family life dissatisfaction.
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RECOMMENDATIONS
Managers are the middlemen between the organisation and the employees.
Managers are obligated to upkeep job satisfaction of employees to enhance
productivity and performance (Nahavandi & Malekzadeh, 1999). Ultimately,
these will lead to growth of an organisation. More importantly, satisfaction at
work is seen as an important factor for the new generations employees. In
todays workforce, employees are increasingly being recognized as the most
valuable asset, hence, organisations need to create an employee-centered
culture, such as trainings, rewards, participatory management, performance
management system, adequate job feedback and work-life balance; to recruit,
retrain and develop talents. Below are some of the feasible recommendations
for managers to deal with job satisfaction issues.
1. Employee-Centered Culture
1.1 Rewards
Reward plays an important role in the inculcation of satisfaction and motivation
in employees. Rewards - when managed in a right way - can attract, motivate
and retain staff. Rewards, monetary or non-monetary, should be aligned to the
organisational beliefs.
Non-monetary rewards, in the form of time bonuses and gifts for completing
challenging projects actually produce more satisfaction as most people value
personal satisfaction and recognition over money (Currie, 2003).
1.2 RecognitionRecognition is one of the best methods to increase employee job satisfaction
as it helps to assure them that they are being valued. Some instances of
recognition may include publicly praising and amply rewarding the employees
performance and service. Promotion opportunity is also another form of
acknowledgement in a formal sense, for their talents and commitments.
Recent lab studies showed that there is positive correlation between the periodof employment with their current employers and the recognition given for work
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done well (Prudden, n.d.). Hence, recognition would be a better method to
improve the employee job satisfaction rather than monetary rewards. The ideal
approach would be a combination of fair rewards and due recognition.
1.3 Participatory Management
Research has shown positive relationship between participation and
satisfaction, motivation and performance (Hollander & Offerman, 1990). Bartle
(2008) indicated that when decisions are made in active consultation with the
staff, there is less suspicion of illegal and immoral decisions being made in
sneaky circumstances. The decision-making process becomes more
transparent, which increases the level of trust of the staff towards the
organisation. According to the equity theory, employees generate increased
positive attitude towards their job when they perceived that the organisations
procedures relating to their well-being are carried out fairly (Jex, 2002).
Participatory management also encourages employees to accept responsibility
for their organisations activities (Sharma, 2003). Employees could participate
in the decision-making process through various ways; open discussion,
employee survey, ideas-listing, individual writing, multi-voting, brain-storming
and suggestion meetings and affinity grouping (Princeton University, 2008 ).
This helps induce positive organisational citizenship behaviour among
employees.
In order to facilitate a conducive working environment where exchange of
ideas flow easily, the management needs to value and seriously consider the
suggestions made by the staff (Ellis-Christensen, n.d.). This promotescreativity in the workplace and a supportive work culture.
It is advisable for managers to set-up routine participatory management
meetings where they practice the SWOT (Strengths, Weaknesses,
Opportunities and Threats) analysis to analyse current programmes or policies
in their organisations in order to understand the employees sentiments and
meet their needs (Bartle, 2008).
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However, managers need to take note of the phenomenon of over-participation
or under-participation which sees employee needs being mismatched with
disproportionate amount of participation given, leading to dissatisfaction
(Bartle, 2008). Therefore, participation should be given to each employee to
match their desired level. The relationship of satisfaction to the match of needs
and actual participation is shown in illustration below (Sharma, 2003).
(Source: Sharma: Match of Needs & Participation, 2003)
Employees feel more satisfaction when they are being involved and committed
to the success of the business, in which managers have to work together with
employees rather than just carrying out instructions (Currie, 2003).
1.3.1 Employee Attitude Survey
Attitude survey methods help managers to realise the effects of organisation
policies on employees feelings toward their jobs through anonymous
questionnaires and show staff that organisation value them. Hence, employee
attitude surveys encourage greater staff participation. The result of the survey
is presented to whole department and team, where appropriate strategies are
then designed and implemented to improve the relationships among
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employees, and to rectify the source of problem at the workplace affecting the
staff (Sharma, 2003).
1.3.2 Quality Circles
Quality circles increases staff involvement at work through setting up of group
members who will meet up regularly to solve work-related problems or to bring
in innovations. The solutions offered by the quality circles are supported by top
management to implement the solutions to problems (Sharma, 2003). Quality
circle groups bring greater staff recognition which will increase staff motivation
at work and give employees the freedom to tap onto their skills and expertise
in problem-solving which help the employees to identify with their jobs. Such
teams have proved effective in resolving problems related to productivity and
quality, as well as improved employee morale and job satisfaction (Keighley
1993, p. 6).
1.4 Performance Management System
Performance appraisals, although more for managing and reviewing the job
performance of the organisation, are also important for staff motivation,
attitude and behaviour development, communication and alignment of
individual and organisational aims and, at the same time, foster positive
relationships between management and staff (Chapman, n.d.).
Appraisals help develop the whole-person of employees instead of just the
skills for promotions and are effective if the processes are carried out regularly
and properly explained and agreed between employees and the management.
Performance appraisal processes also allow managers to update themselveswith their staff progresses, identify and solve problems together, improving
work relationships and mutual understanding and moving towards organisation
objectives easier.
1.5 Training and Development
Skill training helps employee to deal with stress faced on the job. Graham
(2000a) indicated that training acts as the deliberate and systematic effort toraise the standard of implementation of the behaviours of success.
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The greater job incumbents ability to predict, understand and control events
occurring on the job, the less stress and dissatisfaction they experience.
Organisation has to ensure employees have the opportunities for on-going
training and development which shows that the organisation cares about them
and supports them (Eisenberger et al, 1986). "By providing employees with
further training, they become multi-skilled, so they could carry out a wider
range of different tasks, thus relieving boredom, increasing job satisfaction and
enhancing job performance" (Currie, 2003).
1.6 Work Life Balance
Studies have shown that it is important to cater to its employees work-life
programmes that suit their needs so as to boost job satisfaction (Human
Resources and Social Development Canada, 2005). Management may launch
affordable day-care facilities for children of working parents, flexibility to
support working parents for transportation and child care assistance, fitness
facilities as well as, flexible working hours.
2. Organisational Communication
In order to increase employee job satisfaction and organisation commitment,
effective channels of communications are important. Workers possess greater
job fulfillment and satisfaction when they use open communication with their
superiors (Richmond et al, 1982).
The open-door policy is another strategy that the company can use to
establish two-way communication - the upward and downward communication
which sees employees being given opportunities to voice out to managementtheir concerns.
Also, managers who truly want to hear from their employees should consider
proactive measures by occasionally exiting their office to go out to employees;
commonly known as Management by walking around; that enables the
managers to be in the know of the issues concerning the employees at the
ground level as well as collect qualitative information regarding theorganisation (BusinessDictonary.com, 2008). When an employee approaches
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manager with a valid concern, managers should focus their attention
exclusively on that individual (Naomi, n.d.). When employees can easily
access to their managers and count on getting a fair hearing, the entire
organisation benefits from a culture of trust, open communication, and respect.
3. Leadership
Leadership refers to the influencing process of leaders and followers to
achieve organisational objectives through change (Lussier & Achua, 2001).
Managers affect greatly employees attitudes on the job and ultimately,
whether they stay or leave. In the twenty-first century, an organisation can only
maintain its global competitive advantage through effective leadership as
people are the most important resource.
Managers with good leadership skills are able to inspire and motivate
employees, allowing employees to trust them and get things done with quality
rather than one who gets things done by just giving instructions.
Organisations will need to seek for the right types of leaders with suitable
usage of powers to manage people. Effective leadership style, such as
transformational leadership style would garner high organisational committal
behaviour among employees with a tendency to work towards a learning
organisation as such leadership style rely more on expert (skills and
knowledge) and referent (personal relationship with others) power to influence
subordinates (Nahavandi & Malekzadeh, 1999). Thus, employees of a
transformational leader will tend to be deeply inspired to work towards the
organisations goals and be willing to self-improve themselves to better their work performance.
4. Empowerment
Employee empowerment is expressed as the ways in which non-managerial
staff can make autonomous decisions without consulting a boss or manager
(Ellis-Christensen, n.d.). Employees will be given chances to make decision
themselves, increasing their self-worth and given the less scrutiny, theorganisations allow them a positive working environment.
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One form of empowering employee is by building decision-making teams that
allow employees and managers to contribute ideas that direct the company.
This in turn, foster greater organisational commitment of the employees toward
the organisation that ultimately helps resolve the problems of absenteeism as
the employees invest more into the organisation, leading to improved morale
and enhanced work performance (Ellis-Christensen, n.d.).
5. Career Development
As discussed earlier, it was noted that career development is critical in
increasing of job satisfaction. For those individual seek for career
development, employers need to be creative, provide development
opportunities and offer other experiences. Thus, there needs to be negotiated
plan between the employer and employee about the direction that the
employee is headed. This may be in form of additional skills being learnt, or
perhaps in term of additional responsibility. Manager may also implement
Management by Objective (MBO) to motivate the employee to achieve their
goals. Where employees are given an opportunity to set the objectives, they
will appreciate the development opportunity given by their manager and will
performs their best. MBO also helps to retain staff as the practice of MBO
shows that organisations place emphasis on staff career development
(Sharma, 2003).
In addition, employers will also need to provide constructive feedback to the
employees on their performance. By giving employees constructive feedback,
it keeps them on track their path of career development and monitors their work in an efficient manner. Research has shown that by creating career
development opportunity to employee lead to greater job satisfaction and
productivity (Sharma, 2003).
6. Job Design
As discussed previously, challenging jobs as well as the increase in
responsibilities may earn employees job satisfaction, although not allemployees may feel the same way.
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Job redesigning for employees helps to bring about more satisfaction and
challenges through job rotation, job enrichment and job enlargement (Sue,
2001). By providing employee further training through job enrichment, they
become multi-skilled. Thus, they could perform a wider range of tasks,
relieving the boredom, increasing job satisfaction and enhancing work
performance (Teoh, 2004).
7. Learning Organisation
The learning organisation may be the key to future success for organisations.
Through learning, individuals can re-interpret their world and their relationship
to it. In return, the first apparent benefits are higher employee satisfaction,
morale and retention (Marc, n.d.).
Organisations need to create an environment that encourages its members to
exhibit personal skills and qualities, so that they can learn and develop.
Employees have to realise that the learning organisation culture is aligned to
business strategies and there should be a clear and firm idea of the goals and
objectives for employees to achieve. On the other hand, managers or leaders
will need to provide frequent feedback to employees on their progress in order
to improve.
8. Create a Positive and Supportive Working Environment
A positive working environment helps to encourage employees to be positive
towards one another. Simple ways to improve the working environment would
include getting them to try to notice and compliment each other for jobs well
done and perhaps, organising regular treats amongst themselves.
As they get to know one another better, they trust and support one another
creating a positive environment. Therefore, having friendly and supportive co-
workers will lead to increased job satisfaction. The behaviour of ones manager
is also a major determinant of satisfaction (Sue, 2001).
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CONCLUSION
This report analyzes the issues of job dissatisfaction; its importance and how it
affects organisations.
It is noted that in todays rapid change working environment, individual needs
are far different from the past. Both organisations and employees have to
accept the rapid changes in order to move forward and stay competitive in the
global market. Nowadays, job satisfaction does not depend solely on the
compensation factors; rather it was determined by internal factors associating
with individual perceptions and organisation variables.
Job satisfaction is derived from the working environment, as well as the
employees individual personality and inner disposition. Pessimistic employees
are more likely to be unhappy with their jobs compared to those who have a
positive, go-getting attitude towards life.
Job dissatisfaction affects organisations greatly as discussed. Such may
include employees withdrawal behaviours, loss of effectiveness and
profitability, strained relationships contributing to an unfriendly, non-conducive
working environment; increased disgruntlements, psychological
disengagement, low levels of involvement and commitment, costly high turn-
over rate and high absenteeism, long-lasting adverse illnesses, depression or
anxiety.
Little attention on these undesirable consequences will affect organisationsperformance. If left unsolved, it may even lead to downfall of organisations.
Thus, it is vital for an organisation to provide an environment where employees
feel satisfied being valued, recognised and rewarded accordingly.
In view of the consequences of job dissatisfaction, managers need to analyze
and consider ways to increase job satisfaction in order to retain performing
staff for the company benefits. The returns of having satisfied employees and
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their contribution to their workplace will increase organisation productivity and
business success rate.
As McShane & Glinow (2003) stated, Committed employees possess higher
motivation and organisational citizenship. They are willing to help each other
and achieve targeted goals together with the organisation, which ultimately
benefit both the individual and organisation.