Role Of Job Satisfaction In An Organization †Free Samples

Question: Discuss about the Role Of Job Satisfaction In An Organization. Answer: Introduction Job satisfaction has now become an integral component of any organization thriving towards success. Job satisfaction leads to employee retention, high work productivity and reinforces a positive environment at the workplace. The organizations have been struggling to make their employees happy and achieve high levels of job satisfaction among the employees. The major causes of job dissatisfaction include low salary, limited career growth, lack of interest and poor management. Thus, job dissatisfaction has become one of the major challenges of the organizations due to which they are faced with the problems of high attrition rate, low levels of performance and decreased work productivity. In order to make the employees happy, the organizations have introduced different strategies and tactics including training development program, employee engagement program and employee empowerment in order instill motivation within the employees to work for the organization with full zeal and passion . The report aims to discuss the role of job satisfaction for employees working in an organization by reflecting upon one of my job experiences. This would be done by applying different theories of motivation including Maslows hierarchy of needs, two-factor theory of Herzberg and expectancy theory. The application of these theories would help to evaluate the reason for leaving the job. Job Satisfaction/Dissatisfaction Job satisfaction is the level of contentment attained by an employee working in an organization. The level of job satisfaction is based on the perception of the employee. The factors that could influence job satisfaction include salary, level of communication within the organization and the ability of the employee. A person has some level of emotional attachment o the job that is called affective job satisfaction. The level of satisfaction that an employee feels with some aspects of the job is cognitive job satisfaction. Almost every organization faces the challenge of measuring job satisfaction because definition of satisfaction is different for different individuals. The job satisfaction level of employees has a huge impact on their performances due to which it is one of the crucial elements that leads to efficiency. On the other hand, most of the employees are dissatisfied with their jobs that can have a negative impact on the company. There are some employees who consistently look for better opportunities and some employees prefer to stay. These employees are not at all motivated to work due to their negative attitudes that could influence companys bottom line. It is the responsibility of the managers to handle these types of employees through their observation skills. The managers must thrive to identify the root cause of the problem in order to resolve the problem. The main causes of job dissatisfaction are underpaid, limited career growth and advancement, lack of interest and poor management (Chang and Lee, 2007). Low salary is one of the chief causes of job dissatisfaction (Roelen, Koopmans and Groothoff, 2008). The employees face the challenge when they are unable to fulfill their basic needs and requirement by the salary. This may even cause stress among the employees and leads to dissatisfaction among the employees. The employees are also dissatisfied because of limited career growth and advancement within the organization. This is because the employees feel that they are stuck at a certain job position and are thus, less motivated to work (Schermerhorn, 2011). The employees feel more valued when they are included under the long term plans of the organization and are being promoted to higher levels. The employees may also be dissatisfied with their work due lack of interest and monotonous work (Schermerhorn, 2011). When the employees do not find their work challenging and engaging they begun to feel boredom and are very lowly motivated to pursue their job. Further, poor management is another cause of the problem. The role of the managers is motivate employees, involve into planning, organization and controlling functions of the organization (Chang and Lee, 2007). When managers are unable to fulfill their roles and responsibilities effectively leading to poor leadership, the performance of the employees tend to decrease (Chang and Lee, 2007). Job Role, Tenure And Organization: Job Role I worked as an assistant manager for one of the hotels in the country. My job was to represent the hotel with every guest interaction and ensure the safety and security of guests, staff and hotel property. I also handled and managed the complaints of the guests to ensure the highest level of customer satisfaction. My role also extended to manage the shifts of the employees to maintain the quality of the services. I also assisted VIPs to ensure that they receive the highest levels of services of hotel. My job role also comprised of coaching, leading and mentoring the staff to provide outstanding services to the customers. When an issue arises in a hotel, it must be handled effectively and must be handed over to the next shift to facilitate continuity of services. Thus, my job role included providing satisfactory services to the client and ensures that the services delivered were of highest quality. This required handling of front office staff and housekeeping staff of the hotel. My job also required me to focus on the VIPs and special guests and I used to personally manage their affairs to ensure the highest level of services. I frequently conducted staff meetings to ensure the consistency of the services and motivate the employees. I was also supervised and guided by the senior manager of the hotel about the events that were to be handled and managed. I coordinated with both my senior manager and staff members to ensure that any event was handled and managed effectively and services were accurate and on time. Tenure I joined the hotel after I completed my graduation and worked with the organization for almost a year. I joined the hotel as an intern in the beginning and was designated the role of assistant manager after completing a tenure of six months. I received extensive training for my six months duration that helped me to develop my skills and abilities that were required for the position of assistant manager. After demonstrating my competency and hard work, I was promoted by the organization. I worked for around six months as an assistant manager for the organization. After six months working as an assistant manager, I witnessed some scenarios that made compelled me to leave the organization. Within a month after I was designated as assistant manager, I witnessed dissatisfied employees of the hotel. The staff members were not motivated for the work because they were subject to difficult circumstances that were unbearable. The clients would shatter them to pieces that would break them apart. They even had to work when they were going through a severe disease or having trouble with their family. I requested my supervisor that we needed to show some leniency on the front office and housekeeping staff but the manager did not respond. I was constantly facing one or the other situation during my tenure and was faced with severe ethical dilemma. After I completed my five months as an assistant manager, there was an event being conducted in the hotel and one of our chief guests was invited in the hotel. Now the guest was unsatisfied with the room service and called me up after he has been waiting for his order for around an hour. I rushed to his room and tried to explain him that since the hotel was loaded with guests thats why the service got delayed and yet he was scolding the staff for this behavior. After getting annoyed and furious, he requested me to fire the employee and when I resisted, he tried to call my senior manager. In order to control the situation, I shouted at the employee who was already struggling with his family problems. After this scenario, I left the organization as I could no more continue to torture the grieving employees. Organization Vulcan is a three star rated hotel in Sydney that offers boutique accommodation at very affordable prices to the customers. The hotel is located nearby station and is located in the inner city area of Ultimo NSW (Vulcan, 2017). The hotel provides almost all the basic facilities to the customers including breakfast, laundry and wireless internet along with the facility of fax and email (Vulcan, 2017). The hotel has a great landscaped courtyard that has a peaceful environment and the customers can enjoy their glass of wine with their favorite book. The room facility offered by the hotel includes studio apartment, superior twin, superior room, standard twin, superior queen and King single (Vulcan, 2017). The rooms are luxurious and spacious with cozy balcony and plenty of storage. The travelers looking for complete privacy and comfortable accommodation can easily prefer to visit this hotel. Motivation Theories And Analysis In order to gain a deep insight of the issue, three theories of motivation would be applied. Vrooms expectancy motivation theory states that the performance of an employee depends on individual factors including personality, knowledge, skills, experience and abilities. According to Vroom, even if an employer has fulfilled all the needs of the employees, there could be some employees who are not satisfied because of their difference in perceptions. The theory has three components including expectancy, instrumentality and valence (Chiang and Jang, 2008). In Vulcan hotel, there was no process of goal setting for the employees (expectancy), and reward system (instrumentality) and value for reward (valence). Instead, the employees were always faced with criticism, sometimes even front of the clients that demotivated them. The employees were never rewarded for the efforts they contributed for the organization. According to Hertzberg theory of motivation, there are two factors for employee motivation including motivator factors and hygiene factors. Motivator factors include giving employee recognition or career progression and any other factor that leads to employee satisfaction (Lundberg, Gudmundson and Andersson, 2009). Hygiene factors include salary, company policies and other basic amenities without which the employee would be not be willing not work (Miner, 2015). The hygiene factors were there in the organization but there was a lack of motivator factors that lead to employee dissatisfaction. The employees for were never given any recognition for their work and were not even entitled to career advancement. According to Maslows Hierarchy of Needs, there are five levels of needs and the basic needs must be satisfied first in order to attain higher needs. Physiological needs include the most basic need for survival including food, water and shelter (McGuire, 2012). Safety needs include financial security, health security and personal security (Pichere, 2015). Love needs require friendship and relationship with the colleagues (McGuire, 2012). Esteem is the respect from others. Self-actualization is the ability to achieve something by utilizing full potential and strength (McGuire, 2012). The theory states that the employees need to be continuously motivated in order to reach the higher levels of hierarchy needs (Block, 2011). In Vulcan Hotel, the senior management never took initiative to motivate the employees. The physiological and safety needs were satisfied but no efforts were made for their love needs that demotivated the employees. Thus, the attrition rate of the organization was ver y high and the performance of the employees was very low. Conclusion After successfully completing the report, it can be construed that job satisfaction is one of the most essential factor of any organization. The organization must make consistent efforts to motivate the employee to ensure that they are completely satisfied with their job. Job dissatisfaction leads to high attrition rate, low performance and ultimately low productivity of the organization. The all three theories of motivation expectancy theory, Hertzberg theory and Maslow Hierarchy of Needs imply that employees motivation has become an integral component of an organization. The employees seek recognition, appreciation and rewards for the hard efforts and contribution they make towards organization. The case study of Vulcan Hotel clearly demonstrates that if an organization fails to deploy effective process to motivate employees, then it has face severe consequences. The organization was faced with the challenge of high attrition rate and low productivity. References Block, M. (2011). Maslows hierarchy of needs. InEncyclopedia of Child Behavior and Development(pp. 913-915). US: Springer. Chang, S.C. and Lee, M.S. (2007). A study on relationship among leadership, organizational culture, the operation of learning organization and employees' job satisfaction.The learning organization,14(2), pp.155-185. Chiang, C.F. and Jang, S.S. (2008). An expectancy theory model for hotel employee motivation.International Journal of Hospitality Management,27(2), pp.313-322. Lundberg, C., Gudmundson, A. and Andersson, T.D. (2009). Herzberg's Two-Factor Theory of work motivation tested empirically on seasonal workers in hospitality and tourism.Tourism management,30(6), pp.890-899. McGuire, K.J. (2012). Maslow's hierarchy of needs. An introduction. Munich: GRIN Verlag. Miner, J.B. (2015).Organizational behavior 1: Essential theories of motivation and leadership. London: Routledge. Pichere, P. (2015). Maslow's Hierarchy of Needs:Understand the True Foundations of Human Motivation. Belgium: 50Minutes.com.Roelen, C.A., Koopmans, P.C. and Groothoff, J.W., 2008. Which work factors determine job satisfaction?. Work,30(4), pp.433-439.Schermerhorn, J.R., Osborn, J.R.N., Uhl-Bien, M, and Hunt, J.G. (2011). Organizational Behavior. US: John Wiley Sons. Vulcan Hotel. (2017). Rooms. Vulcan Hotel. Available at: https://vulcanhotel.com.au/rooms/ [Accessed Online 30 April 2017].