Job Satisfaction — страница 2

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considered as a significant but multicomplex and multisided job satisfaction factor. Money not only gives people an opportunity to satisfy their primary needs, but also fosters satisfaction of higher levels needs. Employees more often perceive their salary’s level as a reflection of that how management estimates their contribution to the company’s activity. Additional indulgences are also important, but their role is less meaningful. One of the reasons is that employee more often have no the slightest idea about the amount of received as indulgences. Moreover, many are prone to underestimate these indulgences; insofar they do not see their practical value.5 Nonetheless, recent research indicated that if employees have an opportunity to choose themselves to some extent

independently indulgences from the whole package rendered by the company that is named a flexible indulgences system, then they receive greater satisfaction from indulgences receivables and the job in the whole.6 Job promotion. Promotion opportunities make different influence on job satisfaction. That comes because of that promotions can be implemented in various forms and be accompanied with diverse rewards. For instance, people receiving promotion for the length of service, although experience satisfaction from job but not in such an extent as employees, which receive promotion for the results achieved. Aside from, job promotion with salary increase of 10% usually does not give that pleasure as position promotion with a supplement of 20%. These differences can explain, why

promotions on the level of high management bring larger contenting than advancements on the lower levels of organization. Guidance. Guidance also represents moderately important factor by the analysis of job satisfaction. In some other places the importance of leadership skills could be analyzed. Here it’s sufficient to restrict yourself with a comment of that there are two main leadership parameters influencing on job satisfaction. First is an orientation of the chief on the employee that is measured by the degree of getting interest of the management in his colleagues’ favorability. As a rule, this interest exerts in that if chiefs verify the activity of their subordinate, give advices regarding his work, support, and also treats him not only officially, formally, but also

informally. In the US employer are usually discontented with their principals just on the given parameter. For instance, recently navigated questioning showed that less than half of respondents receive regular feedback and support in their problems solving from the side of principals.7 Another parameter is involving or influence; this is illustrated by the managers’ activity that let their colleagues participate in decision making that has direct relation to their work. In the majority of cases this approach draws to the job satisfaction feeling boost. In particular, deep metaanalysis brought to the conclusion that employees’ involving into the process of decision-making really positively affects on job satisfaction. The whole climate of involving created by a principal makes

larger impact on job satisfaction than participation in the making of decision of limited range.8 Working groups. Direct affect on job satisfaction makes the very nature of work groups. Benevolent, ready to come to help colleagues are personally a certain source of job satisfaction feeling for any individual. Working group serves for a single office worker is a source of support, comfort, advice and enjoyment from the very job. A “good” working group fosters a gaining of a greater joy and pleasure from job. On another hand, when the opposite situation is observed, i.e. when it is hard to get along with the people, the given factor imposes negative impact on job satisfaction. Working conditions. One more factor imposing moderate impact on job satisfaction is working

conditions. If conditions are good (e.g. offices are neat and cosy, clean and engaging), staff could easier manage their job. If bad working conditions were available (e.g. it is hot or noisy in the office), it would be more difficult for employees to implement their work. Otherwise, working conditions affect job satisfaction similar to working group’s influence. If all were favorably around, there would not be problems with job satisfaction. A majority of people does not pay any special attention, if only these are not excessively bad. Moreover, availability of numerous claims on working conditions often testifies an availability of other problems. For example, a manager may claim on that evening before his office has been badly cleaned, however anger indeed is the result of