Factors That Contribute Towards an Employee's Job Satisfaction Workspirited Staff Nov 3, Factors that determine job satisfaction are really important to consider if one has to sustain a job for long. Read on to know what some of these are.
Meyer and Allen created this model for two reasons: Meyer and Allen's research indicated that there are three "mind sets" which can characterize an employee's commitment to the organization. Mercurio extended this model by reviewing the empirical and theoretical studies on organizational commitment.
Mercurio posits that emotional, or affective commitment is the core essence of organizational commitment. Meyer and Allen pegged AC as the "desire" component of organizational commitment.
An employee who is affectively committed strongly identifies with the goals of the organization and desires to remain a part of the organization. This commitment can be influenced by many different demographic characteristics: The problem with these characteristics is that while they can be seen, they cannot be clearly defined.
Meyer and Allen gave this example that "positive relationships between tenure and commitment maybe due to tenure-related differences in job status and quality"  In developing this concept, Meyer and Allen drew largely on Mowday, Porter, and Steers's  concept of commitment, which in turn drew on earlier work by Kanter Becker's "side bet theory"  Things like economic costs such as pension accruals and social costs friendship ties with co-workers would be costs of losing organizational membership.
But an individual doesn't see the positive costs as enough to stay with an organization they must also take into account the availability of alternatives such as another organizationdisrupt personal relationships, and other "side bets" that would be incurred from leaving their organization.
The problem with this is that these "side bets" don't occur at once but that they "accumulate with age and tenure". These feelings may derive from a strain on an individual before and after joining an organization.
For example, the organization may have invested resources in training an employee who then feels a 'moral' obligation to put forth effort on the job and stay with the organization to 'repay the debt.
But generally if an individual invest a great deal they will receive "advanced rewards". Normative commitment is higher in organizations that value loyalty and systematically communicate the fact to employees with rewards, incentives and other strategies. Normative commitment in employees is also high where employees regularly see visible examples of the employer being committed to employee well-being.
An employee with greater organizational commitment has a greater chance of contributing to organizational success and will also experience higher levels of job satisfaction. High levels of job satisfaction, in turn, reduces employee turnover and increases the organization's ability to recruit and retain talent.
Meyer and Allen based their research in this area more on theoretical evidence rather than empirical, which may explain the lack of depth in this section of their study compared to the others.
They drew off Wiener's  research for this commitment component. Critique to the three-component model[ edit ] Since the model was made, there has been conceptual critique to what the model is trying to achieve. However, a collection of studies have shown that the model is not consistent with empirical findings.
They have come to the conclusion that TCM is a model for predicting turnover.
Unfortunately, the same cannot always be said about your employees. In a SHRM Employee Job Satisfaction and Engagement survey, only 69 percent of employees felt they were consistently putting. In the corporate sector employee promotions doesn't make much difference as that of in government sector. In the government the word promotion is the ultimate desire for an employee for the service rendered by him in the organisation and this is the only way for an employee career development in the government sector. Promotion is the ultimate motivating factor for any employee because moves. employee is satisfied. 1. Job satisfaction is defined as “a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience”7. 2. “.job satisfaction is defined as the amount of overall positive effect (or feelings) that individuals have towards their jobs”8. 3.
In a sense the model describes why people should stay with the organization whether it is because they want to, need to, or ought to. The model appears to mix together an attitude toward a target, that being the organization, with an attitude toward a behavior, which is leaving or staying.
They believe the studies should return to the original understanding of organizational commitment as an attitude toward the organization and measure it accordingly. Although the TCM is a good way to predict turnover, these psychologists do not believe it should be the general model.
Because Eagly and Chaiken's model is so general, it seems that the TCM can be described as a specific subdivision of their model when looking at a general sense of organizational commitment.
It becomes clear that affective commitment equals an attitude toward a target, while continuance and normative commitment are representing different concepts referring to anticipated behavioral outcomes, specifically staying or leaving.
This observation backs up their conclusion that organizational commitment is perceived by TCM as combining different target attitudes and behavioral attitudes, which they believe to be both confusing and logically incorrect.
The attitude-behavioral model can demonstrate explanations for something that would seem contradictory in the TCM. That is that affective commitment has stronger associations with relevant behavior and a wider range of behaviors, compared to normative and continuance commitment. Attitude toward a target the organization is obviously applicable to a wider range of behaviors than an attitude toward a specific behavior staying.
After their research, Sollinger, Olffen, and Roe believe Eagly and Chaiken's attitude-behavior model from would be a good alternative model to look at as a general organizational commitment predictor because of its approach at organizational commitment as a singular construct, which in turn would help predicting various behaviors beyond turnover.
This model proposes habitual and forced commitment as two additional dimensions which are very germane in consumption settings. It seems, however, that habitual commitment or inertial may also become relevant in many job settings.An employee satisfaction survey was carried out by the Society for Human Resource Management (SHRM) in which identified some of the key factors in employee job satisfaction and employee engagement which as required by employees.
International Journal of Modern Engineering Research (IJMER) leslutinsduphoenix.com Vol.3, Issue.1, Jan-Feb. pp ISSN: relative importance of job satisfaction factors and their impacts on the overall job satisfaction of employees.
It also investigates the impacts of pharmaceutical type, work experience, age, and sex differences on the attitudes towards various aspects of an employee’s work.
leslutinsduphoenix.com() defines job satisfaction as the feeling that a. Factors That Contribute Towards an Employee's Job Satisfaction Factors that determine job satisfaction are really important to consider if one has to sustain a job for long.
Read on to know what some of these are. Factors That Contribute Towards an Employee's Job Satisfaction Workspirited Staff Nov 3, Factors that determine job satisfaction are really important to consider if one has to sustain a job for long. Before you can improve employee satisfaction and employee engagement, you need to know what to improve.
The annual Society for Human Resource Management (SHRM) Employee Job Satisfaction and Engagement Survey identifies the factors that are important in employee job satisfaction and employee engagement as perceived by .