Hal 409

The recognition, as with feedback,the recognition must be accurately awarded.

The value of the recognition may fall to zero if the undeserving receive it.
Recognition does not have to be as timely or as frequent as feedback. Internal
factors, most closely linked to the work it self, are not the only factors affecting
job statisfaction. Many years ago it was believed that the job was the sole factor
in job satisfaction. We now know that external job factors and individual factors
can have an effect equal on job satisfaction equal to or greater than the work
itself.
EXTERNAL JOB SATISFACTION FACTORS
The external job satisfaction factors are related to the work or to the working
environment. Those related to the work itself are either easier to separate from
the work than the internal factors or they are easier to change. They include:
1. Achievenment
2. Role ambiguity and role conflict
3. Opportunity
4. Job security
5. Social interactions
6. Supervision
7. Organization culture
8. Work schedules
9. Seniority
10.
Compensation
These factors are listed here roughly in order of descending control a worker has
over them. At the begining of the list are those taht workers have more control
over: at the end are those workers generally have less control over.
Achievement. Achievement refers to a person succes on the job. The general
belief is that high achievers on the job have high job satisfaction. There are
some, like the behavioral managers, who believe that job satisfaction leads to
high achievement. The reverse of this situation may be even more important.
People who are unsuccesful on the job have little, if any, job satisfaction.
Therefore, the cute for low job satisfaction may be to increase job performance.
Training,education,increased effort, or improved equipment may be the way to
improve achievement and job satisfaction.
Role Ambiguity and Role Conflict. It is difficult for people to have high jib
satisfaction when they are unsure what their job entails. Not knowing what your
job is or what your place is in the organization is referred to as role ambiguity.
Clarifying the tasks that define your job and your place in the organization (in
terms of authority and responsibility) can reduce role ambiguity. Reducing role
ambiguity can lead to increased job satisfaction
It is possible for people to have minimal role ambiguity but to have conflicts with
their role. A person may know what his or her job is and what his or her role in
the organization is, but there might be conflicts between the parts of his or her

role. Increased role conflict leads to lower job satisfaction. An example of role
conflict occurs all too often when someone is given the responsibility for
completing a task without being given the authority needed to do so. Other
examples include conflict between getting the job done fast and getting the job
done right, or getting the job done corecctly even if it means redoing it and not
wasting materials or other assets.
Opportunity Many people may have more job satisfaction when they believe
that their future prospects are good. These future prospects may mean the
oppurtunity for advancement and growth with their current employer or the
chance of finding work with another employer. If people feel they have fewer
oppurtunities with their current employer than they would like, then their job
satisfaction may decrease. Note that we are dealing with peoples fellings here :
if people fell they have fewer opputunities They may in fact have chances for
advancement, but if they dont think they do, their job satisfaction suffers
anyway. Not only must people think they have good future prospect with their
employers, they must think that they have a fair chance of obtaining the future
prospect. The same is generally true with oppurtunities with other companies.
If people believe there are outside job opportunities, their job satisfaction may
increase or decrease and is also dependent on whether or not they feel they
have a fair chance at obtaining the outside oppurtunities, especially if those jobs
are perceived to be better. A felling of the grass being greener on the other side
can arise, leading to less satisfaction with the current job. Conversely, if the
conditions at the outside jobs are percieved to be poorer than at onecurrent
position (less pay, farther away, less desirable work hours), then job satisfaction
may actually increase. Note that, once again, it is the perception that is
important. Actual conditions may be worse, but if someone percieves or believes
them to be better, then satisfaction with the current job can be affected.
Job Security Job Security, an example of frederick Herzberg hygiene factors,
may affect job satisfaction more when it is not present than when it is. When job
security, the assurance of employment continuing in the future, is absent, there
may be less job satisfaction. When present, job security may be taken for
granted. Job security itself is affected by intrinstic and extristic factors.
Some employers strive to offer job security in other cases, job security is an
integral part of the employers culture. However,it sometimes appears that there
are fewer and fewer of these employers in todays work environment. For years,
IBM,AT & T, and public utilities were known for essentially offering employment
for life. Recently,both IBM dan AT & T have had large layoffs, and even some
utilities have become leaner. Although employment-for-life firms may be difficult
to find,many firms still offer significant job security for those who continue to
learn, who are flexible and adaptable, and whose work adds real value to the
firm. Still, seen earlier i this chapter, there is a large threat to job security, with
some believing it will eventualy become extinct. Additional intrinsic threats to job
security and job satisfaction can originate with individual managers and teh
firms performance.

Throug their behavior, individual managers may decrease job security and
therefore decrease job satisfaction. Constantly reminding people that they are
easily replaced,valueless,and disposable company assets decreases job security
and satisfaction. Eliminating high-paid workers simply to reduce salary
expense,laying off workers instantly if work slows down even slightly,and firing
workers just before they become vested in the retirement plan are all actions
that decrease job security. Poor performance or a poor financial condition of the
firm can also reduce job security and satisfaction because the threat of a merger
or the collapse of the firm appears more likely. There are also extrinsic factors, in
addition to these intrinsic factors, that can have a negative impact on job
security.
The main extrinsic job-security factors involve the economic and poltical-legal
environmet that businesses operate in. If economic times in general are poor
(reccesion), sales may decline and layoffs may appear more imminent. The
political-legal environment may also effect the condition of the firm and the job
security of those working for the firm. If an industy is suddenly regulated or
deregulated, the action may create a conservative sentiment among
management, and talk may begin about laying people off. Or the political
environment may change so that a main supplier in a foreign country may be
forbidden to trade with the company, putting it in a weakened position and
creating a knee-jerk wave of layoffs in oreder to save money. In any event,
whether due to intrinsic factors, low job security leads to lower job satisfaction.
Social Intercactions, Whether using anecdotal evidence or the work of fredrick
herzberg,Abraham Maslow, and others,we see the importance of social
interactions at work. Sometimes work is the main source of social interactions for
people. When the social interactions are not as desired, job satisfactions can
decrease. These social intercactions are complex entities, the value to the
individual being affected by the quantity of interactions, physical and mental
isolation, and the quality of the interactions. As the quantity of social interactions
increase,job satisfactio may increase. The quantity of of social interactions is
affected by physical and metal isolation. Physical isolation means that the work
site is so remote that few other workers are in the area or that the workers in the
area are isolated by the working conditions. Working conditions that prevent
communication because the equipment separates workers or the noise level is
high can create conditions of physical isolation. The very nature of the work may
prevent social interaction,thereby creating mental isolation. This may occur when
the concentration level required to perform the work is so high that it prevents
communication. When Physical and mental isolation increase, the quantity of
social intercations decrease,and job satisfaction may decrease.
The quality of social interactions also affects job satisfaction. This quality factor
is more subjective, yet it is very powerful. People have stayed at jobs they might
otherwise have left because tehy felt the quality of the social interactions was so
high that this outweighed numerous other negative aspects of the job.
Conversely, some people have left jobs when they liked the work but disliked the
quality of their social contacs on the job. Although volumes could be written,

there are two things taht can be done that might improve the quality of social
interactions.
The quality of social interactions can be affeccted be affected by the respect you
earn form coworkers and by your treatment of cowokers. The best way to earn
the respect of your coworkers is through job knowledge and performance. Both
job knowledge and performance are required, however. Some people may know
how to perform a job but they are too lazy to actually do it. When coworkers
respect you because of your job knowledge and performance, they will to
interact with you. This will increase the quantity of social interactions. You will
also attract the best coworkers. Interactions with them can increase the quality
of your social interacctions as well. In addition, social interactions are affected by
your treatment of others.
The general rule that should be followed regarding the treatment of others is not
new and is not a secret. It is, unfortunately, not applied often enough. It is Do
unto others as you would have them do unto you. Treating others the way you
want to be treated is not always easy. It is tempting to let our darker side take
over, to vent ouranger of frustation at others. Too often, what goes arround
comes around-if you treat others poorly,they will have no reason to treat you
well. If you endeavor to treat everyone with respect and civility, then more often
than not, you will be treated the same way. People can retaliate in many ways for
your poor treatment of them. Delaying action on your request or being unable to
do that rush job of yours can hurt you when you need help. Finally,proper
treatment must be extended to everyone. Too often people think that only
bosses, and maybe peers, need to be treated well,and that those considered
beneath a person do not deserve or require respect. This is far from the truth
because virtually everyone in the organization has some power. If you doubt
this,consider what work life would be if the trash were never taken out, the
cafetaria tables never washed,or the washrooms
never scrubbed. Treat
everyone well so that every work and social interaction is of the highest quality,
and your job satisfaction should increase significantly.
Supervision Frederick Herzberg identifies the quality of supervision as a
hygiene factor. This means that when the quality of supervision is poor, a worker
can become dissatisfied. When the quality is good, the worker is not dissatisfied
(this does not mean that he or she is satisfied, however). In the other words, a
bad boss might make you miserable, but even a great boss wont make you jump
out of bed in the morning because you cant wait to get work for him or her. This
may seem like a factor that you have little or no control over, but that may not
be the case. Sometimes managers do not manage because of the way they are,
but because of the way people force them to manage.
They way a manage acts often has as much or more to do with the subordinates
than with the manager. Some people are lazy,untrustworthy, or unreliable. This
may make an otherwise behavioral manager act as an authoritarian toward this
one person. Workers who perform their jobs, are on time, treat the manager with
respect, and can be trusted to do the job without constant supervision may

receive completely different treatment. All you need to do is decide how you are
going to act and then do it. When you have earned the trust and respect of your
manager, the quality of supervision may improve as the manager responds to
this desirable situation.
Organization Culture The overall organization culture and management style
can increase or decrease job satisfaction. A manager may choose to use a
classical or behavioral style of management. A subordinate may force a manager
to use a classical style or may allow the manager to use a behavioral style. Or
the oraganizations culture or climate may be classical or behavioral. In fact,
many organizations have a calssical, bureaucratic, or authoritarian culture.
Although job satisfaction is often higher in nonbureucratic organizations, much
depends on the individual. An individual needing close, calssical supervision or
not needing or wanting responsibility may not fell satisfied in a behavioral,
employee-empowerment firm. An individual nedding or wanting more freedom,
more responsibility, or more autonomy may not be satisfied in a classical
management atmosphere where these characterstics are in short supply. The
important point here is that people should try to match their needs to a
company that can meet those needs, thereby increasing job satisfaction.
Work Schedules it is possible for work schedules to increase job satisfaction.
Compressed workweeks and flcxtime (described earlier in this chapter) may
increase job satisfation by allowing for a better interface between someones
personal life and work life. Job satisfaction can also be positively influenced by
allowing a subordinates input into the work schedule or by allowing workers to
trade days with other workers. Some managers even go so fat as to post a blank
schedule with a statement that five workers are needed on Monday and
Wednesday and four on Tuesday, and so forth, and following people to sign up for
whatever days they want and whatever days they can negotiate with coworkers.
Sometimes the work schedule is like one of Herzbergs hygience factors. A bad
schedule may make a worker feel dissatisfied, whereas a good or a normal
schedule may make him or her not dissatisfied (which is not the same as being
satisfied)
Seniority Seniority affects job satisfaction differently for different people.
Sometimes satisfaction increases as people learn to perform more proficiently.
For others, satisfaction decreases due to boredom or due to the realization that
their goals and careers are not advancing as they had hoped. For those with
lower job satisfaction due to seniority, many choose to leave the position they
are in. They may leave by seeking a promotion, by requesting a transfer, or by
looking for a job with another employer. Some job change are acceptable to
potential employers, such as those in the advertising industry,but frequent
changes, holding jobs for only a few months, and not staying at even one
employer for a respectable amount of time (one to two years) can be perceived
quite negatively.
Compensation Ask most people why they work, and they probably say that it is
for the money. Of course, money is an important reason for working, but there

are many other reasons people work. Still, it is important to understand the
special role money plays in the work. For instance, money can satisfy two needs
on Maslows hierarchy-Physiologic and status. A certain amount is needed to
satisfy the physiologic needs. After the basic needs of food,shelter,water,and
clothing are met, the remainder is mostly a matter of status or convenience.
Does a family of four need five TVs? Does anyone need a widescreen TV? Who
needs a 40.000 dolar sports car or luxury car to drive to work? Does anyone
need an Armani suit to wear to the office ?The purpose here, thought is not to
pass judgement on the rationally of status purchases. The purpose is to simply
differentiate between purchases for physiologic needs and purchases for status.
Both requie money, and in this way money provides satisfaction. However , if a
certain amount of money will satisfy these needs, will more money provide more
satisfaction? Many people would say that more money does provide more
satisfaction. These people would fell justified in asking for more money to
increase their job satisfaction or to make up for job dissatisfaction. This may not
be the correct course of action in all cases.

Hal 413