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Job satisfaction, employee satisfaction or work satisfaction is a measure of workers' contentment with their job, whether they like the job or individual aspects or facets of jobs, such as nature of work or supervision. [1] Job satisfaction can be measured in cognitive (evaluative), affective (or emotional), and behavioral components. [2]
Management plays an important role in an employee's job satisfaction and happiness. [50] Good leadership can empower employees to work better towards reaching the organisation's goals. [51] For example, if a leader is considerate, the employees will tend to develop a positive attitude towards management and thus, work more effectively. [52]
Employee surveys are tools used by organizational leadership to gain feedback on and measure employee engagement, employee morale, and performance.Usually answered anonymously, surveys are also used to gain a holistic picture of employees' feelings on such areas as working conditions, supervisory impact, and motivation that regular channels of communication may not.
Affective events theory model Research model. Affective events theory (AET) is an industrial and organizational psychology model developed by organizational psychologists Howard M. Weiss (Georgia Institute of Technology) and Russell Cropanzano (University of Colorado) to explain how emotions and moods influence job performance and job satisfaction. [1]
Herzberg's theory concentrates on the importance of internal job factors as motivating forces for employees. He designed it to increase job enrichment for employees. Herzberg wanted to create the opportunity for employees to take part in planning, performing, and evaluating their work. He suggested to do this by: [4] [5] [10]
By measuring morale with employee surveys many business owners and managers have long been aware of a direct, causative connection between that morale, (which includes job satisfaction, opinions of their management and many other aspects of the workplace culture) and the performance of their organization. [2]
An employee with greater organizational commitment has a greater chance of contributing to organizational success and will also experience higher levels of job satisfaction. High levels of job satisfaction, in turn, reduces employee turnover and increases the organization's ability to recruit and retain talent.
The track of scientific research around employee recognition and motivation was constructed on the foundation of early theories of behavioral science and psychology. [3] The earliest scientific papers on employee recognition have tended to draw upon a combination of needs-based motivation (for example, Hertzberg 1966; Maslow 1943) theories and reinforcement theory (Mainly Pavlov 1902; B.F ...