Job
satisfaction represents a person's evaluation of his or her
job and work context (Weiss & Corpanzano, R, 1996); really
a collection of attitudes about specific facets of the job
(Locke, E, 1976); a feeling which is a function of the perceived
relationship between all that one wants from his job/life
and all that one perceives as offering or entailing (Saleh,
S, 1981); is determined by the discrepancy between what people
expect to receive and what they experience (Lawler, EE, 1973);
a pleasurable, or positive emotional state resulting from
the appraisal of one's job, or job experience, and it is the
result of the employees' perception of how well their jobs
provide those things which are viewed by them as important
(Luthans, 1989).
In
an organization, several factors are responsible for job satisfaction
and job dissatisfaction. Factors which lead to job satisfaction
are democratic leadership (Foels, Driskell, Muller and Sales,
2000); active jobs with high demand and high control (Jonge,
Dollard, Dormann and Lebianc, 2000); company's investment
in employee's well being (Taylor, 2000); increased communication
and high reward in communication (Avtgis, 2000); trust and
design of work (Cunningham and Macgrego, 2000), interdependence,
autonomy and team working (Sprigg, Jackson and Parker, 2000);
promotion and quits (Kallenberg and Mastekaasa, 2001); value
attainment (Hochwarter, Perrewe, Ferris and Brymer, 1999).
On the other hand, factors which lead to job dissatisfaction
are perceived overqualification (Johnson and Johnson, 2000);
perception of organizational politics (Vigoda, E., 2000);
role conflict and role ambiguity (Yousef, 2000); instigation
and incivility (Cortina, Magley, Williams and Langhout, 2001);
different types of perceived discrimination (Ensher, Grant
Vallon and Donaldson, 2001); temporary working (Ellingson,
Gruys and Sackelt, 1998); work stress and internal control
(Lu, Tseng and Cooper, 1999); production uncertainty (Wright
and Cordery, 1999), work-family conflict (Perrewe, Hochwater
and Kiewitz, 1999); considerate voice and loyalty (Hagedoorn,
Van Yperen, Van deVleer and Buunk, 1999). |
