JOMO KENYATTA UNIVERSITY OF AGRICULTURE AND TECHNOLOGY
BACHELOR OF PURCHASING AND SUPPLIES MANAGEMENT (B.P.S.M)
YEAR OF STUDY
HPS - 2302
1. Samuel Njoroge Mwangi - HD211-C004-0075/2014
Friday, 21st November, 2014
1. JOB SATISFACTION 4
A. DEFINATION 4
B. IMPORTANT FACTORS USED TO MEASURE AND INFLUENCE JOB SATISFACTION 4
C. DETERMINANTS OF JOB SATISFACTION 5
i. The Evaluative Component 5
ii. The Cognitive Component 6
iii. The Affective Component 7
D. CAUSES OF JOB SATISFACTION 9
i. Job characteristic 9
ii. Social information processing (organizational ...view middle of the document...
IMPORTANT FACTORS USED TO MEASURE AND INFLUENCE JOB SATISFACTION
Typically, five factors can be used to measure and influence job satisfaction:
i. Pay or total compensation.
ii. The work itself (i.e., job specifics such as projects, responsibilities).
iii. Promotion opportunities (i.e., expanded responsibilities, more prestigious title).
iv. Relationship with supervisor.
v. Interaction and work relationship with coworkers.
DETERMINANTS OF JOB SATISFACTION
Job satisfaction or Employee Satisfaction (also referred to as morale) is one of the most widely used variables in organizational behavior. It is an employee's attitudinal response to his or her organization. As an attitude, job satisfaction is summarized in the evaluative component and composed of cognitive, affective, behavioral components. As with all attitudes, the relationship between satisfaction and behavior, most specifically job performance and membership, is complex. The following sections summarize the cognitive and affective components of job satisfaction; their relationship to organizational inducements systems and their impact on performance and membership.
The Evaluative Component
An individual's overall response to the employing organization is summarized in the evaluative component. It represents dislike vs. like for the organization. When asked for a single response to the question, how satisfied are you with your job, individuals response with their overall evaluation.
The Cognitive Component
An individual's perceptions, opinion, beliefs and expectations regarding the organization are the focus of his or her cognitions. Employees hold cognitions about each of the four major inducement systems. Cognitions in which the individual perceives that his or her expectations have been met generally lead to positive evaluations. Additionally, positive evaluations are more likely when cognitions (expectations) support a positive and secure future with the organization. Some of the specific cognitions regarding each inducement systems are:
* Reward Inducement System - Individuals develop expectations regarding their pay through negotiations, comparison to others, and promises made. Satisfaction is increased when these salary expectations are met. Likewise individuals develop an expected timetable for advancement. The extent to which these timetables are met also influences the individuals' cognitive evaluation.
* Managerial Inducement System - Satisfaction with one's boss is a function of how he or she meets your mental model (expectations) of how a leader should behave.
* Task Inducement System - The extent to which one's assigned task and responsibilities meet role expectations is the major determinant of an individual's cognitive assessment of his or her job. Work designs that include variables such as autonomy, responsibility and task identity tend to lead to high levels of satisfaction with work because they allow for challenge which when met, lead...