ARTICLE | Yeast In A Dough

Yeast In A Dough

I am writing a piece on job satisfaction and how it influences work productivity and eventually growth for the company. Being in the corporate world for about ten years, I must say that one of the key factors in the success of any enterprise rests on the kind of workforce it has. In this short article, we find that job satisfaction or the lack of it can make or break any company's growth. And while job satisfaction is taken positively, it does not necessarily mean high performance on the part of the employee.

Long term nationwide studies indicate that general job satisfaction has been relatively high and stable in the United States. Although worker expectations have both increased and changed in their focus over time, the quality of management practices also improved. As a result, more than 80% of those in the work force usually report that they are reasonably satisfied with their jobs. Managers should not be complacent, however, for this also suggests that millions of workers are unhappy, and many other millions are probably dissatisfied with some specific aspect of their jobs. In addition, many of the satisfied workers may have simply resigned themselves to their work situations, with the result that they are neither satisfied nor dissatisfied.

The level of job satisfaction across groups is not constant, but is related to a number of variables. This allows managers to predict which groups are more likely to exhibit the problem behaviors associated with dissatisfaction. The key variables revolve around age, occupational level, and organizational size.

As workers grow older, they initially tend to be slightly more satisfied with their jobs. Apparently they lower their expectations to more realistic levels and adjust themselves better to their work situations. Later, their satisfaction may suffer as promotions are less frequent and they face the realities of retirement. Probably too people with higher level occupations tend to be more satisfied with their jobs. As we might expect, they are usually better paid, have better working conditions and hold jobs that make fuller use of their abilities. Finally, there is some evidence to suggest that levels of job satisfaction are higher in smaller organizational units. This is because larger organizations tend to overwhelm people, disrupt supportive processes, and limit the amounts of personal closeness, friendship and small group teamwork that are important to the satisfaction of many people.

Job Involvement

Job involvement is the degree to which employees immerse themselves in their jobs, invest time and energy in them, and view work as a central part of their overall lives. Holding meaningful jobs and performing them well are important inputs to their own self-images which helps to explain the traumatic effects of job loss on their esteem needs. Job involved employees are likely to believe in their work ethic, to exhibit high growth needs and to enjoy participation in decision making. As a result, they seldom will be tardy or absent, they are willing to work long hours, and they will attempt to be high performers.

When employees are dissatisfied with their jobs, lack of job involvement and are low in their commitment to the organization, a wide variety of consequences may follow. This is especially true if the feelings are both strong and persistent. Dissatisfied employees may engage in psychological withdrawal (like daydreaming on the job), physical withdrawal (unauthorized absences, early departures, extended breaks, or work slowdowns), or even overt acts of aggression and retaliation for presumed wrongs.

Satisfied employees may provide acts of customer service beyond the call of duty, have sparkling work records, and actively pursue excellence in all areas of their jobs.

Some managers cling to an old myth – that high satisfaction always lead to high employee performance – but this assumption is not correct. Satisfied workers actually may be high, average or even lo producers and they will tend to continue the level of performance that previously brought them satisfaction (according to the behavior modification model). The satisfaction performance relationship is more complex than the simple path of satisfaction leads to performance.

A more accurate portrait of the relationship is that high performance contributes to high job satisfaction. The sequence is that better performance typically leads to higher economic, sociological rewards. If these rewards are seen as fair and equitable, then improved satisfaction develops because employees feel that they are receiving rewards in proportion to performance. On the other hand, if rewards are seen as in adequate for one’s level of performance, dissatisfaction tends to arise. In either case, one’s level of satisfaction leads to either greater or lesser commitment, which then affects performance. The result is continuously operating performance-satisfaction-effort loop. The implication for management is to devote its efforts to aiding employee performance, which will likely produce satisfaction as a by-product.

As might be expected, higher job satisfaction is associated with lower employee turnover, which is the proportion of employees leaving an organization. More satisfied employees are less likely to think about quitting, to search for a new job or to announce their intention to quit, and thus they are more likely to stay with their employer longer. Dissatisfied employees may lack self-fulfillment, receive little recognition on the job, or experience conflicts with a supervisor or peer, or they may have reached a personal plateau in their career. As a result they are more likely to seek greener pastures elsewhere and leave their employers, while their more satisfied associates remain.

Employee turnover can have several negative consequences, especially if the turnover rate is high. Often it is difficult to replace the departed employees, and the direct and indirect costs of the organization of replacing workers are expensive. The remaining employees may be demoralized from the loss of valued coworkers and both work and social patterns may be disrupted until replacements are found. Also the organization’s reputation in the community may suffer. However, some benefits may arise from turnover, such as more opportunities for internal promotion and the infusion of expertise from newly hired employees.

Low productivity, turnover, absenteeism, tardiness and theft are all typically negative behaviors for they harm the organization and sometimes its members. Many employees however hold positive attitudes toward their work and organization, and these pay off in both obvious and more subtle ways. In particular, employees sometimes demonstrate organizational citizenship behaviors which are discretionary actions that promote the organization’s success. They may exhibit unusual conscientiousness in carrying out normal job responsibilities, may voluntary exercise a high level of innovation and creativity on a troublesome problem. Even volunteering for extra assignments, or sharing one’s equipment with another worker is a demonstration of organizational citizenship.

Like the thousand grains of dry yeast that make the other ingredients in bread dough rise, organizations need thousands of tiny bits of extra effort (helping, donating, cooperating) to help them rise past their competitors.