generally predisposed to be satisfied or dissatisfied as they differ in their personal dispositions as they enter the organizations. Some people are optimistic, upbeat, courteous and cheerful and they are said to have positive affectivity. Others are generally pessimistic, downbeat, irritable and abrasive and they are said to have negative affectivity. Stability of Job Satisfaction Attitudes are generally acquired over a long period of time. Job satisfaction or dissatisfaction emerges as an employee gains more and more information about the workplace. However job satisfaction is dynamic is nature and may decline even more quickly than it develops. Environmental Impact Job satisfaction is one part of life satisfaction. The nature of a worker’s environment off the job indirectly influences his or her feelings on the job. Similarly, since a job is important part of life for many workers, job satisfaction influence general life satisfaction. The result is a spillover effect that occurs in both direction between job and life satisfaction. Importance to Worker and Organization Frequently, work underlies self-esteem and identity while unemployment lowers self-worth and produces anxiety . At the same time, monotonous jobs can erode a worker's initiative and enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and occupational success are major factors in personal satisfaction, self-respect, self-esteem, and self- development. To the worker, job satisfaction brings a pleasurable emotional state that often leads to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal. For the organization, job satisfaction of its workers means a work force that is motivated and committed to high quality performance. Increased productivityâ€”the quantity and quality of output per hour worked seems to MANAGEMENT UNIVERSITY OF AFRICA ● STUDY PACK
be a byproduct of improved quality of working life. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. However, studies dating back to Herzberg's (1957) have shown at least low correlation between high morale and high productivity, and it does seem logical that more satisfied workers will tend to add more value to an organization. Unhappy employees, who are motivated by fear of job loss, will not give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and as soon as the threat is lifted performance will decline. Tangible ways in which job satisfaction benefits the organization include reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked to a more healthy work force and has been found to be a good indicator of longevity . And although only little correlation has been found between job satisfaction and productivity, Brown (1996) notes that
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