Employment Efficiency and Achievement
Wanting to understand the nature of job satisfaction and its effects on work performance is not easy. For at least Fifty years industrial/organizational psychologists are actually wrestling with the question from the relationship between job satisfaction and job performance. Researchers have put plenty of effort into tries to demonstrate how the two are positively related in the particular fashion: a pleasant worker is an excellent worker. Even if this sounds like an incredibly appealing idea, the results of empirical literature are so mixed to guide the hypothesis that job satisfaction brings about better performance and even that there is a reliable positive correlation between these variables. Alternatively some researchers argue that the results are equally inconclusive according to the hypothesis that there is no such relationship. As a result of this ambiguity, this relationship is constantly stimulate research and re-examination of previous attempts. This paper strives to spell it out the relation of job satisfaction and performance, keeping in mind the significance this relation has for organizations.
Job satisfaction can be a complex and multifaceted concept, which often can mean different things to different people. Job satisfaction is often linked with motivation, though the nature with this relationship just isn’t clear. Satisfaction is not the same as motivation. “Job satisfaction is more an attitude, an interior state. It could, for example, be of a personal a sense achievement, either quantitative or qualitative.” Recently attention to job satisfaction has become more closely related to broader approaches to improved job design and work organization, and the quality of working life movement.
Their bond between job satisfaction and performance is an issue of continuing debate and controversy. One view, associated with the early human relation’s approach, is always that satisfaction results in performance. An alternative solution view is always that performance contributes to satisfaction. However, various studies suggest that research has found only a limited relationship between satisfaction and work output and gives scant comfort to the people seeking to state that a satisfied worker is also a productive one. Labor turnover and absenteeism are normally associated with dissatisfaction, but however, there may be some correlation, there are numerous other possible factors. No universal generalizations about worker dissatisfaction exist, to provide easy management methods to problems of turnover and absenteeism. Case study suggests that it can be primarily inside realm of job design, where opportunity resides for any constructive improvement from the worker’s satisfaction level.
Individual performance is usually determined by three factors. Motivation, the desire to do the job, ability, the ability to do the job, and the work environment, the instruments, materials, and information needed to do the job. Automobile employee lacks ability, the manager can provide training or replace the worker. If you find an environmental problem, the manager can also usually make adjustments to promote higher performance. But when motivation is the problem, the manager’s task is a lot more challenging. Individual behavior is a complex phenomenon, along with the manager is probably not able to figure out why the employee is not motivated and ways to change the behavior. Thus, also motivation plays an important role since it might influence negatively performance and because of its intangible nature.
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