Job satisfaction
[1] Spector (1997)[1] lists 14 common facets: appreciation, communication, coworkers, fringe benefits, Job conditions, nature of the work, organization, personal growth, policies and procedures, promotion opportunities, recognition, security, and supervision.
Further, the theory states that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/are not met.
[16] Judge et al. argued that there are four core self-evaluations that determine one's disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism.
[27] The theory has been criticized because it does not consider individual differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors.
[33] One of the most important aspects of an individual's work in a modern organization concerns the management of communication demands that they encounter on the job.
The way in which subordinates perceive a supervisor's behavior can positively or negatively influence job satisfaction.
[36] Nonverbal messages play a central role in interpersonal interactions with respect to impression formation, deception, attraction, social influence, and emotion.
[37] Nonverbal immediacy from the supervisor helps to increase interpersonal involvement with their subordinates, impacting job satisfaction.
A supervisor who uses nonverbal immediacy, friendliness, and open communication lines is more likely to receive positive feedback and high job satisfaction from a subordinate.
Conversely, a supervisor who is antisocial, unfriendly, and unwilling to communicate will naturally receive negative feedback and create low job satisfaction in their subordinates.
A Watson Wyatt Worldwide study identified a positive outcome between a collegial and flexible work environment and an increase in shareholder value.
It is possible that successful workers enjoy working at successful companies, however, the Watson Wyatt Worldwide Human Capital Index study claims that effective human resources practices, such as employee recognition programs, lead to positive financial outcomes more often than positive financial outcomes lead to good practices.
It's about changing the corporate culture in order to meet goals and initiatives and most importantly to connect employees to the company's core values and beliefs.
Moods tend to be longer lasting but often weaker states of uncertain origin, while emotions are often more intense, short-lived and have a clear object or cause.
[46] The understanding of how emotion regulation relates to job satisfaction concerns two models: The influence that genetics has had on a variety of individual differences is well documented.
[51] Some research suggests genetics also play a role in the intrinsic, direct experiences of job satisfaction like challenge or achievement (as opposed to extrinsic, environmental factors like working conditions).
This suggests that 31% of variance in job satisfaction has a genetic basis, the estimate would be slightly larger if corrected for measurement error.
They also found that evidence of genetic heritability for job characteristics, such as complexity level, motor skill requirements, and physical demands.
The study also showed characteristics like high Machiavellianism, narcissism, trait anger, type A personality dimensions of achievement striving and impatience/irritability, are also related to job satisfaction.
IPWB asks respondents to reply to a series a questions on how often they felt "pleased about accomplishing something", "bored", "depressed or unhappy", etc.
[56] PWB in the workplace plays an important role in determining job satisfaction and has attracted much research attention in recent years.
Several measures have been developed over the years, although they vary in terms of how carefully and distinctively they are conceptualized with respect to affective or cognitive job satisfaction.
The SIJS presented good validity evidence based on the internal structure (i.e., dimensionality, reliability of the scores, and measurement invariance among sex and countries) as also good validity evidence based on the relation to other variables (e.g., US samples,[69] Brazilian and Portuguese samples[67]).
[72] Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors.
Research shows that staying healthy boosts a person's mindset, which influences job satisfaction.
Moreover, a corporate wellness program can positively shape how employees feel about their work environment and office conditions.
[74] Positive psychological capital was also predicted by organizational health, which was highly related to work satisfaction.
[77] Additionally, a second survey of 650 working parents revealed that flexible work arrangements can positively affect people's personal health, as well as improve their romantic relationships and 99% of respondents believe a flexible job would make them a happier person in general.
This is a vital piece of information to researchers and businesses, as the idea that satisfaction and job performance are directly related to one another is often cited in the media and in some non-academic management literature.
Additionally, one longitudinal study indicated that among work attitudes, job satisfaction is a strong predictor of absenteeism, suggesting that increasing job satisfaction and organizational commitment are potentially good strategies for reducing absenteeism and turnover intentions.
