Organizational Psychology in Cross-Cultural Perspective

By Colin P. Silverthorne | Go to book overview

10

Job Satisfaction and
Organizational Commitment

Motivation and performance are influenced by the emotions we experience both at work and in our personal lives. How our attitudes and emotions affect our behavior is explored in this chapter.


Job Satisfaction

The very extensive literature concerning job satisfaction indicates that, across a variety of work settings, job satisfaction is an important workplace construct that is of concern for effective management. Job satisfaction is defined as “a pleasurable or positive emotional state resulting from the appraisal of one's job” (including various facets of that job). Job satisfaction can be broken down into three general areas: the values that an individual has or wants, the perception of how the organization meets these values, and their relative importance to the individual (Locke, 1976). Job satisfaction has been linked to positive workplace outcomes such as increased organizational commitment, with workers having high levels of job satisfaction being more likely to be committed to the organization (Brown and Peterson, 1994). Furthermore, individuals with higher levels of job satisfaction are less likely to seek out a different job (Sager, 1994) or to leave the organization (Boles, Johnson, and Hair, 1997). Employee job satisfaction is also a function of intrinsic and extrinsic rewards offered by a job (Tuch and Martin, 1991), status associated with job level (Cox and Nkomo, 1991), and work values (Drummond and Stoddard, 1991). Furthermore, task, status, monetary reward, and social relationships (or a team dimension) are four essential aspects of job satisfaction (Neil and Snizek, 1987) and are also important dimensions of work

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