Can′t get no satisfaction

Abstract

Many organizations devote considerable time and effort to improving job satisfaction, hoping for improved performance. To the extent that happiness and satisfaction are a result of one′s heredity and past experiences, management clearly has a very limited role in effecting change. To the degree that happiness and satisfaction are a direct result of one′s present work experiences, management has the opportunity for some, albeit small, impact. Suggests that, because of the complexities associated with one′s level of satisfaction, executives and managers take a conservative approach to methods or programmes that promise high job satisfaction and enhanced productivity.

The relationships of age and length of service with job satisfaction: an examination of hotel employees in Thailand

“…This suggests that initiatives to improve satisfaction levels will be only partially successful, as much depends on the age distribution of employees. Crow and Hartman (1995) focus on the importance of reducing dissatisfaction, as well as increasing satisfaction, in order to improve employee performance. However, they appear to ignore demographic and tenure variables and adopt a rather mechanistic and prescriptive approach by advocating a concentration on working conditions.…”

Relationship between entrepreneurial orientation and firm performance in large organizations over time

“…Results collected from an analysis of a questionnaire from different organizations in Rawalpindi shows a positive relationship between job satisfaction and organizational commitment with overall employee performance. Crow and Hartman (1995) suggest that job satisfaction and performance are related, in that as satisfaction increases, performance will improve. They encourage managers to improve job satisfaction as a means of increasing performance.…”

Effects of Perceived Internal Equity of Rewards on Job Satisfaction: A Case of Host Country Workers of International Non-Governmental Organizations in Nairobi

“…Chen, Kraemer and Gathii (2011) explained job satisfaction from a different view point that if an employee is loyal to an organization, the employee will use loyalty to develop associating job attitudes such as job satisfaction and intention to stay. Crow and Hartman (1995) believed there is a positive relationship between performance and job satisfaction in that if dissatisfaction is reduced, employee performance will increase. However, Crossman and Abou-Zaki (2003) argued that the relationship between performance and job satisfaction is debatable and that it is incorrect to assume 'that higher job satisfaction levels lead to higher performance, or that high achievers are satisfied with their jobs'.…”