April 19, 2012 Show
Posted in Articles Job satisfaction has a diverse nature: You can feel overall satisfied but less than satisfied with some characteristics. It is possible to be satisfied with a job in a global sense and at the same time be dissatisfied with one or more particular components of the job. A person may perceive the actual work that he performs to be meaningful and enjoyable, but cares little for the people that he works with. Likewise, an employee might be very satisfied with the opportunities for promotion within her organization, but receives far less pay than she feels is appropriate for her job and abilities.  Five facets of job satisfactionJob satisfaction is usually regarded as being related to absenteeism, turnover, and performance to some degree. The idea that overall job satisfaction can differ from satisfaction with particular dimensions, or facets, of a job is well understood among organizational researchers. The Job Descriptive Index (JDI) is a survey instrument that measures five facets of job satisfaction: pay, promotion, supervision, the work itself, and co-workers. Overall job satisfaction cannot be computed by simply totaling the scores of the facet dimensions because they are independent dimensions. Satisfaction with pay includes attitudes and perceptions about the amount of pay received in relation to personal expectations and comparisons with others. Perceiving that opportunities exist for promotion and advancement within an organization leads to satisfaction with promotion opportunities. The relationships that workers have with supervisors and co-workers contribute to satisfaction on those two job facets. When the jobs performed by workers are perceived as meaningful and important, workers tend to experience higher levels of satisfaction on “the work itself” facet. Insights into the attitudes, needs, and motivesStudying job satisfaction with a focus on facets provides insight into the attitudes, needs, and motives of workers. Members of the clergy, teachers, and social workers most likely receive high levels of satisfaction in their jobs from the work itself. Other people might receive the greatest levels of satisfaction from their jobs from being around and interacting with coworkers and supervisors. High pay might keep some people in their jobs even when they regard their work as less meaningful and when they receive little satisfaction from other facets of their jobs. Sometimes it is desirable to have employees provide overall evaluations of job satisfaction—whereby they account for all pertinent aspects of their jobs in one single response. At other times, managers might need to assess employee job satisfaction more specifically with an account of the different facets of job satisfaction. Work in the 21st century requires new understanding in organizational behaviour; how individuals interact together to get work done. This volume
brings together research on essential topics such as motivation, job satisfaction, leadership, compensation, organizational justice, communication, intra- and inter-team functioning, judgement and decision-making, organizational development and change. Psychological insights are offered on management interventions, organizational theory, organizational productivity, organizational culture and climate, strategic management, stress, and job loss and unemployment. Job Satisfaction: A Cross-Cultural ReviewJob satisfaction: A cross-cultural review This chapter considers research and theory concerning job satisfaction, perhaps the most widely studied concept in organizational psychology. The chapter begins with consideration of the concept of job satisfaction, and then reviews theories of job satisfaction that have attracted the most attention. These theories include situational theories, which argue that job satisfaction results from aspects of the job or work environment (Herzberg's two-factor theory, social information processing theory, job characteristics model), dispositional approaches, which assume that job satisfaction results from the personality of the individual, and interactive theories, which consider job satisfaction to be a function of situational influences and individual differences (Cornell integrative model, Locke's value-percept theory). After reviewing these theories, we conclude that the ... locked icon Sign in to access this contentSign in Get a 30 day FREE TRIAL
sign up today! What are the five scales used to measure job satisfaction quizlet?A measure of job satisfaction that yields scores on five dimensions: supervision, pay, promotional opportunities, coworkers, and the work itself.
Which of the following dimensions is measured by the Job Descriptive Index?The Job Descriptive Index (JDI) is a 72-item instrument designed to measure five dimensions of job satisfaction: satisfaction with supervision, coworkers, pay, promotional opportunities, and the work itself.
Which of the following workplace satisfaction facets are measured by the Job Descriptive Index?The Job Descriptive Index (JDI) is a specifically cognitive job satisfaction measure. It measures one's satisfaction in five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself.
Which of the following is a standardized and widely used measure of the five facets of job satisfaction group of answer choices?A standardized and widely used measure of job satisfaction is the JDI survey, or the Job Descriptive Index.
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Which of the following is one of the five dimensions of job satisfaction that are measured by the JDI?
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