organization behavior - job satisfaction

8/6/2019 Organization Behavior - Job Satisfaction

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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.

organization behavior - job satisfaction

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