JOB SATISFACTION

                                       

                                          

 

 AMERICAN INTERNATIONAL  

                 UNIVERSITY-BANGLADESH

           

                      Faculty of Business Administration

                  Course Title: INTRODUCTION TO BEHAVIORAL SCIENCE        Section-F

  BBA Program

         Spring Semester, 2009

       Faculty: Hoq, Md. Ziaul

                                                    JOB SATISFACTION

                                       

Submitted by:

            

Rupa Shifat Jahan

                     Id: 08-10192-1

            

K.M Sium Arafat

                   Id: 08-09956-1

           

Salman Ahmed

                 Id:08-09953-1

          

Zinat Sultana

                  Id: 08-09912-1

Letter of Transmittal

April 21, 2009

Course Instructor

Hoq, Md. Ziaul

Intro. To Behavioral Science

Faculty of Business

American International University –Bangladesh

Dear Sir,

It is pleasure for us to submit you the report on “job satisfaction “that you advice us to prepare. So, we would like to thank you for giving us such opportunity.

We extended our gratitude to you for giving the opportunity to prepare the report. We have tired our level of to cover the entire relevant affairs. We hope that our report lives to your expectation. If you have any queries or need any clarification, please let us know, we will be available.

Thanking you

Respectfully yours,

Rupa Shifat Jahan

       Id: 08-10192-1

  K.M Sium Arafat

          Id: 08-09956-1

  Salman Ahmed

           Id: 08-09953-1

  Zinat Sultana

           Id: 08-09912-1

                      ACKNOWLEDGMENT

We all group member thank to our course instructor Hoq, Md. Ziaul for give us opportunity to gather knowledge about job satisfaction. We also thankful who are co-operating us for this analysis. We get out much informational knowledge about job satisfaction purpose of this assignment.

Job satisfaction:

The term job satisfaction defined as a positive feeling about one’s job resulting from its evaluation of its characteristics.

A person with a high level of job satisfaction holds positive feelings about the job, while o person who is dissatisfied holds negative feelings about the job.

It is very complex to find out the satisfaction of the employees. Because jobs require interaction with coworkers and bosses, following organizational rules and policies, meeting performance standards, living with working conditions that are often less than ideal, and the like.

Measuring job satisfaction:

The two most widely used approaches are:

Single global rating: the single global rating method is nothing more than asking individuals to respond to one question, respondents reply by circling a number between 1and 5 that corresponds to answers from “highly satisfied”  to “highly dissatisfied”.

Summation of job facet: it identifies key elements in a job and asks for the employee’s feelings about each. Typical factors that would be included are the nature of the work, supervision, present pay, promotion, opportunities, and relations with coworkers. These factors are rated on a standardized scale and then added up to create an overall job satisfaction score.

It’s very difficult to find out that how satisfied are employees in their job sector.

Research shows that satisfaction levels vary a lot depending on which facet of job satisfaction one is talking about. It’s not clear that which factor is more important for job satisfaction.

The causes of job satisfaction:

Actually job satisfaction depends on various elements. The first reason comes as “the Job Itself”. Enjoying the work itself is almost the facet most strongly correlated with high levels of overall job satisfaction. Other than this Advancement opportunities, supervision & coworkers also played an important role in job satisfaction. Interesting jobs that provide training, variety independence & control satisfy the employees most. In other words, most people prefer work that is challenging & stimulating over work that is predictable & routine.

It is easily predictable & sometimes seen that “Pay” comes up often when discussing job satisfaction. There’s an interesting relationship between salary & job satisfaction. For people who are poor & live in poor countries, pay does correlate with job satisfaction & with overall happiness. But once an individual reaches a level of comfortable living, the relationship virtually disappears. Jobs that are compensated handsomely have average job satisfaction level no higher than those that are paid less. Now another important thing to state is ‘Money does motivate people but what motivates us is not necessarily the same as what makes us happy’.

Job satisfaction is not just about job condition. Personality also plays an important role. Research has shown that people who have a negative personality (like grumpy, critical & negative) are usually less satisfied with their jobs. Job satisfaction is mostly needed in the work place because there’s a saying- “Happy Workers Are Productive Workers”.

Impact of satisfied and dissatisfied employees on the workplace:

There are consequences when employees like their jobs, and there are consequences when employees dislike their jobs. One theoretical framework the exit-voice-loyalty-neglect framework is helpful in understanding the consequences of dissatisfaction.

Exit: behavior directed toward leaving the organization, including looking for a new position as well as resigning.

Voice: actively and constructively attempting to improve conditions, including suggesting improvements, discussing problems with superiors and some forms of union activity.

Loyalty: passively but optimistically waiting for conditions to improve.

Neglect: passively allowing conditions to worsen, including chronic absenteeism or lateness reduced afford, and increased error rate .

Job satisfaction and job performance:

workers are more likely to be productive workers, although it is hard to tell that which way the causality runs. However, some researchers used to believe that the relationship between job satisfaction and job performance was a management myth. But a review of 300 studies suggested that the correlation is pretty strong. As we move from the individual level to that of the organization , we also find support for the satisfaction- performance relationship. When satisfaction and productivity data are gathered for the organization as a whole, we find that organizations with more satisfied employees and tend to be more effective than organizations with fewer satisfied employees.

Job satisfaction and OCB:

It seems to be logical that job satisfaction should be a major determinant of an employees organizational citizenship behavior. Satisfied employees would seem more likely to talk positively about the organization, help others, and go beyond the normal expectations in their job. Moreover, satisfied employees might be more prone to go beyond the call of duty because they want to reciprocate their positive experiences. Early discussions of OCB assumed that it was closely linked with satisfaction. Satisfaction influences OCB, but through perception of fairness. There is a modest overall relationship between job satisfaction and OCB. But satisfaction is unrelated to OCB when fairness is controlled for. Basically job satisfaction comes down to conceptions.

Job satisfaction and customer satisfaction:

 Employees in service jobs often interact with customers. Since the management of service organizations should be concerned with pleasing those customers. Satisfied employees increase customer satisfaction and loyalty. In service organizations, customer retention and defection are highly dependent on how frontline employees deal with customers. Satisfied employees are more likely to be friendly, upbeat, and responsive- which customers appreciate. And because satisfied employees are less prone to turn over, customers are more likely to encounter familiar faces and receive experienced service. These qualities build customer satisfaction and loyalty. In addition, the relationship seems to apply in reverse: dissatisfied customers can increase an employee’s job satisfaction. Employees who have regular contact with customers report that rude, thoughtless, or unreasonably demanding customers adversely affect the employee’s job satisfaction. A number of companies are acting on this evidence. Service-oriented business such as FedEx, Southwest Airlines. Four seasons Hotels, American express, and Office Depot obsess about pleasing their customers. Toward that end, they also focus on building employee satisfaction- recognizing that employee satisfaction will go a long way toward contributing to their goal of having happy customers. These firms seek to hire upbeat and friendly employees, they train employees in the importance of customer service, they reward customer service, they provide positive employee work climates, and they regularly track employee satisfaction through attitude surveys.

Job satisfaction and absenteeism:

There are a negative relationship between satisfaction and absenteeism. While it certainly makes sense that dissatisfied employees are more likely to miss the work, other factors have an impact on the relationship and reduce the correlation and coefficient. For example, organizations that provide liberal sick leave benefits are encouraging all their employees including those who are highly satisfied to take days off.

Job satisfaction and turnover:

Satisfaction is also negatively related to turnover. Other factors such as labor market condition, expectations about alternatives job opportunities, and length of tenure with the organization are important constrains on the actual decision to leave one’s current job. Specifically level of satisfaction is less important in predicting turnover for superior performers. Because organization typically makes considerable efforts to keep these people. They get pay raises, praise, recognition, increased promotional opportunities and so forth. Regardless of level of satisfaction the latter are more likely to remain with the organization because the receipt of recognition, praise, and other rewards gives them more reason for staying.

Job satisfaction and workplace deviance:

Job dissatisfaction predicts a lot of specific behaviors, including unionization attempts, substance abuse, stealing at work, undue socialization, and tardiness. Researchers argued that these behaviors are indicators of a broader syndrome that we would term deviant behavior in the workplace. If employees don’t like their work environment, they will respond somehow. It is not always easy to forecast exactly how they will respond. If employees want to control the undesirable consequences of job satisfaction, they had best attack the resource of the problems the dissatisfaction rather than trying to control the different responses.   

The Benefits of Satisfaction:

•        Better job and organizational performance

•        Better organizational citizenship behaviors

           (OCB – Discretionary behaviors that contribute to organizational effectiveness, but are not part of employees’ formal job description)

•        Greater levels of customer satisfaction

•        Generally lower absenteeism and turnover

•        Decreased instances of workplace deviance

Here we choose AICC (AL-AMIR INTERNATIONAL CALL CENTER).

They also tried their level based to satisfy their employee in job sector.

·        They provide food facility during the work time.

·        Give bonuses for better work.

·        They highly motivate their worker for performance

·        Special rewards also provide to their employee

·        They make their work challenging for greater performance

If the employees are not satisfied with their job then their performance will not be good. Productive work will not be done. Then the employee will quit the job. So job satisfaction is also needed for greater performance.

We have to keep in mind that,

•        Individuals have many kinds of attitudes about their job. 

•        Job satisfaction is related to organizational effectiveness.

•        Most employees are satisfied with their jobs, but when they are not, a host of actions in response to the satisfaction might be expected.

Conclusion:

The most important thing managers can do to raise employee satisfaction is to focus on the intrinsic parts of the job, such as making the work challenging and interesting. Although paying employees poorly will likely not attract high quality employees to the organization, or keep high performers, managers should realize the high pay alone is unlikely to create a satisfying work environment. Managers should also be aware that employees will try to reduce cognitive dissonance. More important, dissonance can be managed. If employees are required to engage in activities that appear inconsistent to them or that are at odds with their attitudes, the pressures to reduce the resulting dissonance are lessened when employees perceive that the dissonance is externally imposed and is beyond their control or if the rewards are significant enough to offset the dissonance.