The construct of employee or job satisfaction has been studied in many different ways up to the present day. Especially within the field of work and organizational psychology, this concept has been examined very intensively. Until the year 2000, more than 11,000 articles were published on the topic of "job satisfaction". This paper will now take a closer look at this multi-layered and complex construct. First, the definitions of employee satisfaction will be considered. Following this, a brief overview of the theories on the subject will be provided. This construct is influenced by various factors and has a corresponding impact on individuals and people. In addition, the effects that result from a corresponding lack of employee satisfaction will be examined in more detail.
Table of Contents
1. Introduction
2. Definitions of employee satisfaction
3. Theories related to employee satisfaction
3.1 The two-factor theory according to Herzberg
3.2 The concept of motivation potential according to Hackman and Oldham (job characteristics model)
3.3 The model of Bruggemann
4. Factors that can influence employee satisfaction
4.1 Working atmosphere
4.2 Remuneration
4.3 Attractiveness of work activity
4.4 Working time regulations
4.5 Employee Management & Operational Communication
5. Impact of employee satisfaction on the company
5.1 Organizational Citizenship Behavior (OCB) and Employee Satisfaction
5.2 Performance
5.3 Absenteeism and fluctuation
6. Impact of employee satisfaction on the person
6.1 Job satisfaction and life satisfaction
6.2 Personality development
7. Consequences of a lack of employee satisfaction
7.1 Internal termination
7.2 Consequences for the company
7.2.1 Absenteeism
7.2.2 Fluctuation
Research Objectives and Themes
This work explores the multi-layered construct of employee satisfaction, examining its diverse definitions, theoretical underpinnings, and the factors that influence it. It primarily investigates how job satisfaction impacts both organizational effectiveness and the individual, while analyzing the negative consequences of dissatisfaction on companies.
- The theoretical foundation of employee satisfaction via motivation theories.
- Key influencing factors such as work atmosphere, remuneration, and management style.
- The link between employee satisfaction and Organizational Citizenship Behavior (OCB) and performance.
- The consequences of low employee satisfaction, including absenteeism, fluctuation, and internal termination.
Excerpt from the Book
3.1 The two-factor theory according to Herzberg
The two-factor theory according to Herzberg applies "... as a very important paradigm of job satisfaction, which still has an effect on science today..." as Lorenz Fischer puts it. This theory belongs to the content theories of work motivation. There are two variants: The two-factor theory in the narrower sense and in the broader sense. The two-factor theory in the broader sense refers to work motivation in general.
For employee satisfaction, according to Agnes Bruggemann, the two-factor theory in the narrower sense must be considered in more detail. In contrast to the two-factor theory in the broader sense, this refers to the two different modes of action of the factors for job satisfaction. This is about measured job satisfaction and job dissatisfaction. Within this model, job satisfaction is measured by satisfaction in certain situations of work, and job dissatisfaction is measured by the frustration or non-satisfaction of the workers. Herzberg examined the perceived satisfaction of the workers in certain situations. He asked the workers in which situations they felt particularly comfortable at work and in which, on the other hand, they felt rather uncomfortable.
Based on the survey results obtained in this way, Herzberg assumes that only certain and not all factors of the work contribute to the satisfaction of the employees. In contrast to the one-dimensional model, Herzberg distinguishes in his two-dimensional model between the satisfaction dimension and the dissatisfaction dimension (see also Fig. 1). The factors that generate satisfaction are classified within the framework of "neutral (no satisfaction) – satisfied". These factors are called "satisfiers". The "satisfiers" have to do with the work or the work content itself and are therefore referred to as "content factors" or as "motivators". Motivators motivate employees to perform at a higher level. They express higher-value needs such as the pursuit of growth (for more examples, see Table 1). Only they can guarantee job satisfaction in the long term, as they are aimed at the intrinsic motivation of the employees and thus their own motivation without external influence is in the foreground. The absence of these factors does not lead directly to dissatisfaction, but only to a lower level of satisfaction.
Summary of Chapters
1. Introduction: Presents the complexity of employee satisfaction and defines its usage as synonymous with job satisfaction within this work.
2. Definitions of employee satisfaction: Explores various academic definitions ranging from operational perspectives to target-actual comparisons of needs.
3. Theories related to employee satisfaction: Examines content and process theories, specifically Herzberg’s two-factor theory, Hackman and Oldham’s job characteristics model, and Bruggemann’s process model.
4. Factors that can influence employee satisfaction: Details organizational and individual factors including work atmosphere, remuneration, task design, time regulations, and leadership.
5. Impact of employee satisfaction on the company: Analyzes the positive correlations between satisfaction and OCB, performance, and the reduction of absenteeism and fluctuation.
6. Impact of employee satisfaction on the person: Investigates the spillover effects of job satisfaction into private life and its role in personality development.
7. Consequences of a lack of employee satisfaction: Addresses the negative outcomes for both the employee (internal termination) and the organization (absenteeism and turnover).
Keywords
Employee satisfaction, job satisfaction, Herzberg, motivation, two-factor theory, job characteristics model, working atmosphere, remuneration, organizational citizenship behavior, OCB, performance, absenteeism, fluctuation, internal termination, personality development.
Frequently Asked Questions
What is the core focus of this research?
The work focuses on analyzing the construct of employee satisfaction, its theoretical origins, and the multifaceted ways it influences organizational outcomes and individual well-being.
What are the primary thematic areas covered?
The key themes include definitions of satisfaction, motivation theories (Herzberg, Hackman/Oldham, Bruggemann), influencing factors like work climate and pay, and the impacts on organizational behavior and employee health.
What is the primary goal of the study?
The goal is to provide a comprehensive analysis of how employee satisfaction arises, what triggers it, and why it is critical for preventing negative organizational phenomena like absenteeism and internal termination.
Which scientific methods are utilized?
The work is based on a review of existing literature, meta-analyses, and psychological models of work behavior to synthesize existing empirical findings regarding job satisfaction.
What is covered in the main part of the document?
The main body systematically explores definitions, theoretical models, determinants (such as leadership and atmosphere), and both the positive organizational impacts and negative consequences of dissatisfaction.
Which keywords characterize this work?
Key terms include employee satisfaction, motivation theories, Herzberg's two-factor theory, job characteristics model, performance, OCB, absenteeism, and internal termination.
What does Bruggemann’s model add to the understanding of satisfaction?
Unlike models that view satisfaction as a general state, Bruggemann’s model treats it as a dynamic process involving expectations, frustrations, and varying forms of coping, such as constructive dissatisfaction or resignation.
How is 'Internal Termination' defined?
Internal termination refers to an employee who, due to chronic job dissatisfaction, has mentally detached from the company and performs only the bare minimum required by their role without engaging fully.
Does money correlate with employee satisfaction?
The literature suggests that while a decrease in salary leads to dissatisfaction, money is not a guarantee for satisfaction; instead, performance-based remuneration and perceived value of one's work play a more significant role.
- Arbeit zitieren
- Isolde Menig (Autor:in), 2013, Employee satisfaction. Influencing factors and effects on employees and companies, München, GRIN Verlag, https://www.hausarbeiten.de/document/1185082
