Is employee job satisfaction important for success

Is employee traffic rejoicing important for successHappy employees argon productive employees. Happy employees ar non productive employees. The topic of employee strength and bloodline attitude has always been a debatable and conf fashiond topic among practitioners even though during periods when employees are being referred to as valuable asset for organizational success and competitiveness.Employees grow attitudes or viewpoints ab tabu many aspects of their jobs, their careers, and their brass sections. However, from the perspective of research and practice, the most focal employee attitude is job ecstasy.The most-used research rendering of job rejoicing is by Locke (1976), who followd it as a state which is enjoyable or positive that results from the appraisal of ones job or job experiences. Implicit in Lockes definition is the importance of both affect, or feeling, and cognition, or thinking. electric make-ups are social systems where human resources are regarded a s the most key elements for effectiveness and efficiency. In order to turn over their goals and objectives placements require efficient managers and employees. Without their personnel efforts and commitment success cannot be achieved by these organisations. Job gratification is critical to retaining and attracting well-qualified personnel.Employee job cheer can be described as an attitude that employees have about their organisation and job. Methodologically, it can be state that job satisfaction is an employees emotional response which can be compared between actual outcomes and preferred outcomes (Mosadeghrad, 2003b).One of the greatest challenge facing operate organisations is possibly pursue for quality service. (Sohal, 1994). Thus finding ways for maintaining and up(a) service quality is necessary. (Bitner et al., 1994).In the recent years it has been noticed that the set up of many human resource development factors on business performance has been extensively discussed in business research literature. In service industries, where services are often characterised by an encounter between service providers and customers, the quality and capability of the service providers have a direct, significant effect on the service delivery process and customer satisfaction. The initial interaction, having a great influence on how customers prize the service quality, has been better known as the moment of truth as customers start to form their opinion and expectation of the service delivery experience (Normann, 1984). This outline encounter can be vital in achieving a reputation for higher quality and continuous business.2.2 PERFORMANCEWhat is performance?Performance is the result of achieving organisational objectives a yardstick of success. Porter (1980) asserts that the basis of above average performance in the long run is sustainable competitive advantage.2.2.1 Measuring performancePerformance touchstone is necessary because it enables firms to take a sna pshot of current activity to assess their progress and help re centering strategy. Furthermore the company makes information available for valuation to be undertaken. Records of past sales levels, calls achieved, expense levels, etc. facilitate comparison and provide trends that can be used for evaluation and setting of goals. almost companies use a combination of input (behavioural) and output measures to evaluate their sales forces. (Oliver, R.L. and Anderson, E. (1994). Specific output measures for mortal salespeople hold the followingThe problems arise in deciding the criteria by which performance should be measured. The customers judge quality on a range of objective and subjective issues which are often difficult to pin down. Employee attitude, for example, was ranked as the most important critical success factor to hotel companies, plainly is difficult to measure accurately.2.3 Customer satisfactionCustomer satisfaction is tie in to customer commitment Service providers are expected to increase their service value over time because customers today are very knowledgeable in seeking out new service alternatives and will defect if they are serious merely cheery. Very satisfied customers were found to be six times more believably to repurchase than those who were just satisfied ( Jones and Sasser, 1995). Other studies, such as Gummesson (1993) and Storbacka et al. (1994), too discussed the link between satisfaction and loyalty.2.4 Job satisfaction and job performanceThe pick up of the link between job satisfaction and job performance has a controversial history. The Hawthorne studies, conducted in the 1930s, are often credited with making researchers aware of the effects of employee attitudes on performance. Shortly after the Hawthorne studies, researchers began taking a critical look at the notion that a happy worker is a productive worker. Most of the sooner reviews of the literature suggested a weak and somewhat in restent relationship betwee n job satisfaction and performance.However, further research does not agree with this conclusion. Organ (1988) suggests that the failure to find a ardent relationship between job satisfaction and performance is due to the narrow means often used to condition job performance. Organ argued that when performance is defined to include important behaviors not generally reflected in performance appraisals, such as OCB, its relationship with job satisfaction improves.In adjunct, in a more recent and comprehensive review of 301 studies, Judge, Thoresen, Bono, and Patton (2001) found that when the correlativitys are appropriately corrected (for sampling and measurement errors), the average correlation between job satisfaction and job performance is a higher .30. In addition, the link between job satisfaction and performance was found to be even higher for complex (e.g., master key) jobs than for less complex jobs. Thus, contrary to earlier reviews, it does appear that job satisfaction i s, in fact, predictive of performance, and the relationship is even stronger for professional jobs.2.5 RELATIONSHIPS BETWEEN ATTITUDES, PERFORMANCE AND CUSTOMER SATISFACTIONPast research has found positive but weak relationships between employees job-related attitudes and performance (Iaffaldano and Muchinsky 1990). Recent research has include customer satisfaction as a correlate of employee attitudes and performance, stressing the importance of quality service to organisational achievement (Wiley 1990, Zeithaml et al., 1985). In todays competitive marketplace, organization effectiveness depends on rationality what customers value and communicating this understanding to employees in the form of employee-performance goals and expectations. (Crom 1994, Heskett et al.,1994)In an opposite study of relationships between organisational performance, customer satisfaction, and employee attitudes, (Wiley 1990) studied data from over 200 retail stores. He found that, overall, those stores mo st favourably described by employees were those most favourably described by customers. In particular, customer satisfaction ratings were strongly and positively related to employees descriptions of key aspects of their working environment, especially working conditions, minimum obstacles to accomplishing their work, and a strong sense that supervisors and co-workers stress customer service. A number of employee attitude dimensions were related to customer satisfaction. One such employee attitudinal dimension was effective communication.Thus this study concerns examining relationships between employee attitudes, performance, and customer satisfaction over time. The goal is to determine the extent to which employee attitudes bring up between departments and the extent to which these differences are associated with productivity, administrative effectiveness, and customer satisfaction. In general, it is hypothesized that work groups differ in employee attitudes and that these differen ces relate to recently achieved performance and customer satisfaction and also predict future performance and customer satisfaction.2.6 Defining attitudeSecord and Beckman (1969, p. 167) defined attitudes as an individuals feelings, judgment and predispositions which helps to behave in accordance to his environment. Arnold et al. (1995) indicated that attitudes reflect a persons purpose to feel, think or behave in a positive or negative manner towards the object of the attitude. According to Elizur and Guttman (1976), attitudes toward permute in general consist of a persons cognitions about change, affective reactions to change, and behavioral tendency toward change.Positive attitudes to change were found to be vital in achieving organizational goals and in succeeding in change programmes (Eby et al., 2000 Martin, 1998 Kotter, 1996 Gilmore and Barnett, 1992).2.6.1 Indicators of employee attitudeThe concept of the employees attitudes encompasses a wide range of organisational pheno mena (Loscocco and Roschelle, 1991). However, the most significant aspect of this study is the view that employees attitudes are the extent to which people of the organisation are able to meet the essential individual needs by means of their experience to give better performance. There are various employees attitudes that have been selected for cellular inclusion in this study and they will be discussed further.2.7 Job SatisfactionThe first major cause that will be addressed is job satisfaction. In general, HR practitioners recognise the value of the work condition as a cause of employee attitudes, and it is an area HR can help influence through organisational programs and management practices. In addition, one of the most important areas of the work situation is to influence the work itself and it is often overlooked by practitioners when addressing job satisfaction.Currie (2001) suggests that satisfaction is colligate to level to which an individual is satisfied with basis and conditions of employment and the factors relates to the physical work environment. For example, an employee may be satisfied with its pay and their relationship with their peers at work or are satisfied with company policy.Job satisfaction is generally known as a versatile construct which encompasses employee feelings about a range of both indispensable and external job elements. It includes essential elements of satisfaction related to work conditions, pay, supervision, promotion, relationship with co-workers and organisational practices. (Misener et al., 1996).As stated, the work situation also matters in terms of job satisfaction and organisation impact. Contrary to some commonly held practitioner beliefs, the most notable situational impact on job satisfaction is the nature of the job itself-often called intimate job characteristics. look for studies across many years, organisations, and types of jobs indicate that employees give more importance to the nature of the work its elf when asked to evaluate antithetical facets of their job such as supervision, pay, promotion opportunities, coworkers, and so forth. (Judge Church, 2000 Jurgensen, 1978). This is not to say that good salary or effective supervision is not important but rather much more consideration should be given to job satisfaction by ensuring that work is interesting and challenging as possible.Of all the main criteria of job satisfaction the works nature involves job challenge, autonomy, variety and scope with other key results equal employee retention. (e.g., Fried Ferris, 1987 Parisi Weiner, 1999 Weiner, 2000). Thus, to understand what causes people to be satisfied with their jobs, the nature of the work itself is one of the first places for practitioners to focus on.2.7.1 Employee satisfactionEmployee satisfaction is often referred to as job satisfaction. This is to say that employee needs and wants are satisfied when they perceive certain rewards from the organisation, including com pensation, promotion, recognition, development, and meaningful work, meet or elapse their expectation (Hackman and Oldham, 1980).The next general point to look at is the notion of wellbeing at work, which (Peccei, 2004) suggests concern an overall sense of happiness, physical and mental wellness of the workforce. (Currie, 2001). However Warr (2002) argues that job-related wellbeing refers to peoples satisfaction with their jobs in terms of facets like pay, colleagues, supervisors, working conditions, job security, training opportunities, involution, team working and the nature of the work undertaken.Among determinants of job satisfaction, draws is viewed as an important predictor and plays a key role.2.8 leading StyleAmong the different factors of job satisfaction, attractership is viewed as an important predictor and plays a central role. Leadership is a management function, which is mostly aimed at people and social interaction, as well as motivating people so that they wil l work towards achieving organizations goals. (Skansi, 2000).Organization believes that their success is in achieving its goals and objectives and this depends on the managers and their lead style. By adopting the needed leadership style managers can influence job satisfaction, commitment and productivity of employees. Leadership style can be categorized as a variety of characteristics and skills, behaviors and managerial attitudes which are based on individual and organizational values. (Mosadeghrad, 2003b). It is the ability of the leader to motivate employees do perform to the maximum and is also the extent to which workers are respected, operation is done with honesty and integrity, promotion of efficiency and having open lines of communicationwith employees (Aronson et al., 2003).Leadership styles comprises of autocratic, bureaucratic, laissez-faire, charismatic, democratic, participative, situational, transactional, and transformational leadership (Mosadeghrad 2003b, 2004). I f can be noticed that it is not that a certain style of leadership should necessary result in successful organisational behavior. There is need of different styles for different situations and leaders should know which approach to adopt. A leader may have the skills to act effectively in a particular situation but may not able to perform so in another context.A lot of research stem from research on transformational and charismatic leadership, which have been found to positively affect followers performance and attitudes (Bass and Avolio, 1993 and Shamir et al., 1993).According to Bass (1990, p. 21), transformational leadership takes place when leaders expand and promote the interests of their employees, when they create awareness and espousal of the purposes and mission of the group, and when they encourage their employees to work towards the benefit of the group and not for their own self interest.Howell and Frost (1989) found that individuals working under a charismatic leader ha d higher task performance, task satisfaction, and lower role conflict.2.9 Employee CommitmentThe concept of organisational commitment refers to a persons affective reactions to characteristics of his employing organization. (Cook and Wall, 1980)Commitment is an internalised employee belief, often associated with soft HRM and a high-trust organisational gloss (Mathews and Shepherd, 2002) and is frequently associated with an exchange relationship between the employer and employee.From the point of view of employees, they commit to an organisation in return for certain rewards, which can be extrinsic (salary) and intrinsic (belonging, job satisfaction). Legge (1995) suggests that the attitude conceptualisation suggests that dedicated employees have confidence on the organisations goals and values, show enthusiasm to put maximum effort and have a strong will to stay with the organization. As such, affective commitment is viewed as an employees positive attachment to the employing organ isation and a willingness to contribute towards the attainment of organisational goals (Mowday et al., 1979).Employees with high organisational commitment are more willing to put more effort in a change project and, therefore, it is more likely to develop positive attitudes towards organizational change. (Iverson, 1996 Guest, 1987).Furthermore, employee satisfaction has been positively correlated to service quality, which was then linked to increased customer satisfaction (Pugh et al., 2002). Customer satisfaction has been linked with the financial performance of the company, suggesting that employee satisfaction is linked to financial performance (Terzo, 2005). Further research has shown that satisfied employees have a positive impact on the companys profits (Jakobson Rauch, 2005). Different variables from employees all link to the customer, which cerebrate to the companys profitability and revenue growth (Pugh et al., 2002).Employee voice has been viewed as an aspect of high com mitment HRM, and it is considered essential that workers should have the opportunity to express their grievances openly and independently, in addition to being able to contribute to management decision making on task-related issues (Gould-Williams, 2004).Thus it can be said that business success requires more than just satisfied and loyal employees. Instead, it demands the kind of employees who are willing to serve as advocates for the organisation that is committed employees. So, employee commitment represents employee dedication to help the company to achieve its goals. It includes manifests like dedication to doing work of high quality, commitment to resolving customers problems, the investment of adequate time and effort in the work and the will to recommend the companys products and services.2.10 Job involvementJob involvement is likely to be affected by aspects of organisational culture. Job involvement is important because of well-established associations with a range of orga nisational outcome (Gray et al., 2003). It is also found that employees who are more involved in jobs are more satisfied with their jobs and can be expected to be more committed to their organization (ODriscoll and Randall, 1999). Employees who are extremely committed towards their organization are more likely to stay than those who are relatively uncommitted (Tett and Meyer, 1993).Employee attachment is an important determinant in predicting organizational success. They describe attachment as having a strong affective component-the degree to which the customer or employee has a positive emotional connection with the organisation. It is believed that the way employees are treated (HR practices) leads to a shared employee mind set. This, in turn, leads employees to behave in ways (employee practices) that contribute to a customer mindset that, in turn, contributes to a retention and haul of customers and the resultant competitive advantage.Therefore, job satisfaction and job invol vement are attitudes which are determined by individuals perceptions of their total job situations, including the physical work environment, the terms and conditions of their employment and the degree to which they are given autonomy, responsibility, authority and empowerment in their jobs (Kersley et al., 2006)Thus Organisations that promote and maintain commitment, job satisfaction and work-life balance satisfaction (wellbeing) of their employees through the implementation of high commitment HRM practices will benefit most by superior organisational outcomes and productivity through establishing long-term relationships of support and trust with employees. Organisations that do not pay attention to employee wellbeing at work will have in the long term to deal with the effects of less productive employees.2.11 race satisfactionCareer satisfaction was included since such satisfaction refers to overall affective reaction of individuals to their career (Greenhaus et al., 1990). It is reasonable to expect that high levels of career satisfaction would enhance organisational commitment since employees who are satisfied with their careers should perceive greater benefits in retaining membership in their organization than employees whose career have been less gratifying (Igbaria and Greenhaus, 1992).2.12 cock-a-hoop fiveThe big five model include five dimensions of personality traits. These traits are useful in determining the behaviour of individuals. These are extraversion, agreeableness, conscientiousness, neuroticism and desolation to experience.Furnham (1997) found that extrovert persons are highly motivated by intrinsic factors. It has been seen that extrovert person would respond more quickly to rewards than introverts. There are other examples that shows how personality traits may affect attitudes is an individual openness to experiences and this allow them to be more innovative and thus more satisfied with their job. (Furnham et al., 2005). Conscientiousne ss is viewed in earlier findings and suggests that this trait is a constant indicator of job satisfaction. (Furnham et al., 2002). This influence can be explained as conscientious individuals are prone to greater level of intrinsic and extrinsic reward as they are well organized therefore continuously increasing job satisfaction.2.13 MotivationHerzberg et al.s (1959) two-factor theory of motivation stated that satisfaction and dissatisfaction are two separate entities caused by different facets of work and they were labeled as hygiene factors and motivators. Hygiene factors are categorized as extrinsic factors of job design that add to employee dissatisfaction when not met. Some examples are supervision, working conditions, company policies, salary, and relations with co-workers. On the other hand motivators are intrinsic to the job and include achievement, development, responsibility and recognition. There is a very old discussion on whether hygiene factors do contribute to job sat isfaction. (Furnham et al., 1999 Warr, 1987).2.14 Managing Employee Negative AttitudesManagers can influence employees in having positive attitudes. Employees should understand behaviours so as to help them to change their attitudes. There should be the will to implement changes even if certain disagree with the idea. Moreover the organisation must focus on opportunities rather than concentrating on maters that is not working. Like this negative attitudes can be controlled to a certain extent.2.15 Constraints to achieving positive employee attitudeIt is said that everyone should have a positive attitude. In practice it is really difficult to maintain a positive attitude every time. Whenever a problem arises, change in attitude is obvious to such an extent that having negative attitude cannot be avoided. Lacking positive attitude is the basis cause of stress, worry, demoralisation, nervousness and depression. at present almost everybody is in tension. Employees are tensed because of job dissatisfaction.2.16 ConclusionThe literatures conducted can be summarised with the use of a conceptual framework as shown below foretell 2.1 The conceptual frameworkThis framework helps to determine all the factors that do indeed leads to the development of positive attitudes of the employees. The main attributes being job satisfaction followed by leadership style and employee commitment. These factors in turn lead to organisational performance and thus the success of the organisation. In this context performance is mainly measured through customer satisfaction which is considered to be crucial for any organisation. Thus it can be said that there do exist a relationship between employee attitudes and performance as it has proved in the above literatures.