Chapter 1
Introduction
Today’s organizations, leaders, managers, and other employees are under tremendous pressure from markets, customers, and competition to bring needed changes to their organizations. It has been our experience that an organization’s change agents do not intentionally go about creating more frustration for their employees. They desperately want to involve people in the increasing number of change issues that are employees who are ready to put themselves wholeheartedly into the effort to bring about the required changes rather than employees who sit back or on the sidelines and take the attitude of this too shall pass (2002). Simply getting employee buy-in has been the keystone of most change efforts to date. Change agents must move toward deeply involving employees in the change process itself, creating a critical mass of highly energetic employees who help design, sell, implement, evaluate, resell, and support change in the organization. Increasing employee involvement means going beyond the one or two handfuls of individuals that are typically involved as change agents and involving hundreds, even thousands, of employees, suppliers and customers (2002).
In practical terms, increasing involvement means expanding the notion of who is expected to participate in every phase of the change process. One way of increasing involvement is to make an informed, upfront effort to include new and different voices. Another way is by expanding the number of employees in order to create a critical mass for change so that the few change agents are no longer left in the position of deciding for the many, which is what typically happens in many exchange efforts. In addition to creating a critical mass for change, achieving maximum employee involvement also enhances innovation, adaptation, learning, and a change agent mind-set within the organization’s employees. In the end, by inviting and building in employee involvement, employees are able to influence the needed changes and make things happen. In any case, both sets of information are necessary to address today’s systemic change issues (2002). Changing the way people manage change also means that organizations must continue to eliminate boundaries or barriers between themselves and outside stakeholders. In the new economy organizations must be more sensitive to the reality that these outsiders care about the way the organization operates (2002).
Often accompanying the employee involvement misconception is the fear that if outsiders are included in the need to change or in the change process, the organization will be airing its dirty laundry in public, thus alienating some of the very people who are necessary to its success (2002). In every successful business there are employees who participate well in various transactions and procedures. These employees provide a distinct advantage to the company over its competitors. For employees to participate they have to be properly motivated, encouraged and satisfied. This research study will take a look at the effects of employee motivation and job satisfaction to Bahrain Duty Free’s Business success.
Problem statement
There are different factors that contribute for a business to be successful. One factor is the strategies the business use; another factor is its brand name and image, moreover a factor can be the quality of the product and lastly a factor that contribute for a business to be successful can be the relation of the company with the society. One business that has benefited from the different factors of business success is Bahrain’s duty free businesses. This group of businesses will not be successful if its employees will not cooperate for the achievement of the company’s goal. Good employees are not easily acquired they have to be motivated and satisfied for them to provide the best service to the company. In lieu of this the paper will correlate the effects of employee motivation and job satisfaction with Bahrain Duty Free’s Business success.
Research questions
Generally the paper intends to find out about the effects of employee motivation and job satisfaction to Bahrain Duty Free’s Business success. Specifically, the study will try to answer the following questions:
Aims and objectives
The study intends to get the appropriate data to help in making the proper assessment. While the research questions were stated, they nevertheless only referred to the information that the researcher intended to question. The objectives, however, will focus on the necessary problems and objectives that should be clarified in order to gather the intended information and also be able to derive specific information that are not limited by the previous questions. With these objectives, the study will be able to attain the necessary information that can help derive further conclusions and proper recommendations. The aims and objectives of the study include:
To determine what Bahrain Duty Free do to motivate their employees.
2. To determine the actions taken by Bahrain Duty Free to provide job satisfaction to their employees.
To determine and assess the effects of employee motivation and job satisfaction on Bahrain Duty Free’s success
To identify how successful the company is and how the employees contribute to the success of the company.
Importance of the Study
The study is important to Bahrain’s duty free business since they can know how employee motivation and job satisfaction can affect the company’s status. The management of the duty free shop can see the difference of the time they were not using employee motivation and job satisfaction concepts with the time they began using such concepts. This study can provide management of Bahrain’s duty the ability to gauge how satisfied and motivated their employees are. The study can help management know whether their employees are still motivated and it will provide the management information about the level of satisfaction the employees have. With the establishment of the goals given, this study may also be of importance to the goals that have been set. By fulfilling the aims that were stated in the previous section, this study will be helpful for other researchers who may be focusing on the current customer orientated strategies, and innovation being ultimately destructive to the principles of sustainability or of other areas especially with regards to the method of gathering the information. Such data will hopefully be helpful for researchers in establishing their own means of conducting their study. As such, the notable significance of this study is the possibility that it may be able to use the findings for the other studies that may wish to analyze the factors for the success or demise of a particular study.
The methods that this study will take must also be credible and help researchers in knowing how to look for particular information and know how to analyze them. It is through this that researchers will then be able to find out how they will be able to focus on their particular investigation and also know the possible methods that they may choose in the possible time that they may choose to already conduct their study. Thus, another significance of this study is to serve as a guide for researches that focus on the analysis of the success of certain corporations as they venture into internationalization, and especially focus on the possible factors that may have affected these companies’ success or downfall.
Scope of the study
The study intends to determine the effects of employee motivation and job satisfaction to Bahrain Duty Free’s business success. The study limits itself on gathering information from the employees and the management of Bahrain Duty Free. The employees will be helpful in knowing how are they motivated and satisfied by the company. At the same time the study will help to find out how do the different managers motivate their staff and how successful the motivation strategies were. The study limits itself to interviewing most probably a hundred (100) respondents to minimize the time and expenses that will be used in the study. The 100 respondents would be compassed of around 90 staff and 10 managers. By having lesser people as respondents the study will not waste time in interviewing more people that has different ideas and concepts. More interviewees means more ideas and it might get mixed up and cause more problems to the study. With the study having lesser participants means that the researchers will not have a hard time in spending for more materials and other forms needed.
Methodology
Type of research
The research process onion of (2003) will guide the study in order to come up with the most suitable research approaches and strategies for this study. The research process union will be used as a basis to show the conceptualization of the most applicable research approaches and strategies that will lead to the gathering of the necessary data needed to answer the research questions stated, as well as to arrive to the fulfillment of this research undertaking’s objectives. The research will use the descriptive method to determine the effects of employee motivation and job satisfaction to Bahrain Duty Free’s business success. Descriptive research tries to explore the cause of a particular event or situation. It also wants to present facts concerning the nature and status of a situation, as it exists at the time of the study (1994). In addition, such method tries to describe present conditions, events or systems based on the impressions or reactions of the participants of the research. Basically, a descriptive research utilizes observations and surveys. For this reason, the study calls for the use of this approach because it is a goal of the study to gather first hand information from the company managers and other people knowledgeable about risk management and financial stability.
The descriptive approach is also quicker and more practical in terms of financing. Moreover, this method will allow for a flexible approach, thus, when important new issues, probabilities, and questions come up during the duration of the study, a further investigation and confirmation may be allowed. Lastly this type of approach will allow for decisions to drop unproductive areas of research from the original plan of the study. The choice and design of methods are constantly modified during data gathering based on continuing analysis. This will give way for creation of an investigation of important new issues, concerns, probabilities and questions as they arose.
Research Strategy
For this research data will be gathered through collating published studies from different books, articles from different related journals and studies, and other literary instruments. The next thing that will be done is to make a content analysis of the collected documentary and verbal material. The study will then summarize all the necessary information. By summarizing it additional knowledge of the study will be imparted to me. The study will then make a conclusion based on the said information.
Data Collection and Analysis
The study shall use survey using questionnaires for the employees and management to gather pertinent data, and questionnaire to the managerial level. The survey and the questionnaire will be made in such a way that participants will spend less time in answering it. Moreover, the study shall also use previous studies and compare it to its existing data in order to provide conclusions and competent recommendations. Survey can be done either by personal survey, telephone survey, self administered questionnaire, mailed questionnaire, and email questionnaire.
Primary Data
The primary source of data will come from a survey using the questionnaire that will be conducted. The primary data frequently gives the detailed definitions of terms and statistical units used in the survey. These are usually broken down into finer classifications. The primary source of data will give actual responses from various people who encounter different kinds of things. The primary source of data will provide answers not found in written documents or other written source of information. This kind of data will give a further understanding of the situation.
Secondary Data
The secondary source of data will come from researches done by the organization, previous studies and surveys. Acquiring secondary data are more convenient to use because they are already condensed and organized. This kind of data can be found anywhere. The researchers work for same organization and because of this they would have access to the needed data at any time needed. It saves more time and effort.
Sampling
To determine the number of respondents that will be asked to participate and give information regarding the study random sampling will be used. The participants are different people working in Bahrain Duty Free and the different managers in there. As much as possible the respondents should at least have been serving in the company for more than one year so that accurate data can be achieved. The respondents should have been in the company for more than a year so that the information that can be gathered from them will be tested by time and improved by the different experiences they had with the company.
Data analysis
Data gathered will be analyzed through frequency distributions. This procedure of analyzing the data will give way to reviewing the data categories and the number of referrals in each category. With relation to data analysis, the indicators that will be used in evaluating the study include the age of the respondent; the gender of the respondent, the social status of the respondent; the educational attainment of the respondents; the position of the respondents in the company and the number of years the respondent served as an employee of the company.
Time frame
The first thing to be done is to collect necessary data and information. This includes colleting data from primary and secondary sources. Within this time frame the questionnaire has been formulated and ready for use, the survey will be conducted to the respondents. After gathering such data the next thing to be done is analyzing it to use it in the study. This will be done for a month. The next activity is formulating the first two chapters. Within the said activity the data is integrated with the research, and the related literature is included. This will be done in 2 weeks. The next activity is formulating the last few chapters of the study wherein the data gathered from the survey is integrated and the analysis of the data is included in the research. This will be done for at least 3 weeks to ensure that the study is done well. The last activity is finalizing the paper and preparation to present the results of the study.
Chapter 2
Review of related literature
This section of the study primarily focuses on the different researches and other literatures that focused on several aspects that will help with the progression of this study. With the topic mainly concerning on the effects of employee motivation and job satisfaction to Bahrain Duty Free’s Business success, the paper’s main aim is to determine appropriate information that can help in the study of the effects of employee motivation and job satisfaction to Bahrain Duty Free’s Business success The literatures presented will come from books, journals, and reports that are deemed to be helpful in the advancement of awareness concerning the subject.
Bahrain and Duty Free
Through the amount of space it allocates to concessions and through the locations chosen the airport authority attempts to convert passengers and others into potential customers. The concessionaire’s role is to induce potential customers to become actual customers and to spend as much as possible. They do this through the ways they display and offer their goods or services, through the range of goods on offer, through their pricing strategy and ultimately through their skill and professionalism as retailers or providers of services (1992). Current retailing practice favors the former but the more expensive the goods offered the more customers expect service from high-quality sales staff. Thus if a shop is selling expensive perfumes or high-fashion goods experienced assistants will help push up sales rather than leaving customers to pick out goods for themselves from accessible displays. The layout of shops is also important particularly for those selling a wide range of products such as duty-free shops. Customers must be encouraged to browse and to see as many goods on offer as possible (1992).The range of goods on offer at both landside and airside shops clearly must impact on the total turnover of concessionaires and therefore on the airport’s concession revenue. The number of shops and the size of shops available, which are both dependent on the airport authority, limit what can be offered (1992).
But within these physical constraints at any airport, the concessionaires and the airport’s commercial managers must together consider what types of shops, and for that matter catering outlets, should be offered and what range and quality of goods each should sell. The goods on offer must be matched to the target markets be they passengers or airport employees or visitors. The pricing of goods and services will also impact on sales. Staffing costs of airport shops or service desks is high because of the long opening hours, sometimes requiring three shifts, and the need to stay open on weekends and public holidays. Despite this, it is important to ensure that in the landside shops and catering outlets prices are no higher than in comparable city-centre shopping areas (1992).The quality of the personnel employed by concessionaires also helps in generating sales. Passengers, in particular, are demanding and have high expectations. Concessionaires must make sure that they have highly motivated and efficient staff. This is easier to do if the concession contracts let out by the airport are rather longer than three years or less. Employers may also have to offer bonuses or commissions of various kinds to motivate their staff in view of the fact that they are required to work unsocial hours and that staff facilities at airports are often relatively poor because of the shortage of space (1992). The duty free of Bahrain provides various products for different consumers. It boasts of a 24 hour duty free shopping. It has an online pre ordering service wherein clients before arriving at the airport can make their orders on the product they want. It also has staffs that are friendly and they provide various advices.
Competitive strategy
A customer may defect to a competitor even if satisfied with the current provider because the competitor may be offering a value bundle with the perceived potential for a higher degree of satisfaction for that customer. Therefore, firms have to strive to achieve higher levels of satisfaction than their competition by providing superior customer value. This is the essence of achieving a sustainable competitive advantage. Technology alone will not provide a competitive advantage ( 2003). The combination of superior technology and superior employees with a service orientation will contribute to achieving sustainable competitive advantage. It also quickly becomes evident that they need suppliers as well as distributors and agents who have a similar and compatible culture. Thus, there are two strong themes in any discussion of creating superior customer value at a sustainable profit and this includes a customer-focus imperative and a service orientation ( 2003). If all aspects of the firm and how the firm creates and delivers value to the customer are focused on the customer, the firm can provide a superior level of customer value. Such a firm is well positioned for a sustainable competitive advantage. A customer focus necessitates a deep understanding of customers and their activities, interests, and opinions around the particular value or solution that the firm is providing. It should be an attitude that is pervasive and that permeates throughout the firm such that it becomes ingrained as a culture. Once this focus becomes a given, then the firm will find itself in the mode of serving the customer while ensuring a reasonable profit ( 2003).
Every firm in any industry provides some customer value. The firm that provides superior customer value is the one that has a sustainable competitive advantage. Firms compete with each other on differentiable aspects of the total solution. If organizations can conceptualize that every product has parts that are commodities and parts that differentiate it from others, superior value is in the augmented product, not in the conceptual core ( 2003). As firms focus on customer needs and become service oriented to deliver satisfaction, there are favorable ripple effects throughout the firm. Consistent delivery of customer satisfaction persuades customers to be loyal because perceived risk in buying a product from that firm is substantially reduced. By way of their continued patronage, they become more valuable to the firm. When customers are loyal to the provider by choice, it is also in their best interest to support the provider because the prosperity and longevity of the provider is beneficial to the customer ( 2003). Similarly, with regard to employees, research has shown that when employee satisfaction is high employees are more likely to be loyal to the company. When employee loyalty is high, employees are likely to be more productive and to be providing quality products and does for the customer and everything associated with it ( 2003). Companies cannot survive without an effective competitive strategy; an effective competitive strategy gives a company an easier chance of attaining its goal with lesser focus on the problems they have. A company that is wiling to use a competitive strategy must create changes in its internal environment. In doing this every aspect of the business can be checked before the strategies can be used for success in the firm.
Changes in workforce
Organizations are downsizing, restructuring, merging, and reinventing themselves. Mid-level management layers are diminishing. Functions are being eliminated and replaced by online automation and networked infrastructures. Knowledge workers with technological and people skills must manage processes and themselves in cyberspace with speed, efficiency, and accuracy. These and other changes continue to impact the relationships, rights, and obligations between employee stakeholders and organizations. Organizations saw their workforce as permanent, and tried to build loyalty among employees by making financial investments in training and by providing guaranteed long-term employment (2003). Employees were committed to the organization and expected steady advancement up the corporate ladder. The seeds of change are taking root, and with these changes new social contracts are developing between organizations and their members. No longer is the traditional social contract that once existed between the organization and the employee valid. Changes like those cited thus far have profoundly changed the ways in which organizations and their employees relate (2003). Three decades ago, employees stayed in the same company for years, and those companies rewarded that loyalty by offering job stability, a decent wage, and good benefits. Today’s typical worker has had nine jobs by the age of 30. The workforce of today is more mobile, less loyal, and more diverse. Their trust in their employers has eroded over the past twenty years to the point where only 38 percent of employees surveyed felt their employer was committed to them. Today’s employees aren’t looking for a promise of lifetime employment. Instead, they are seeking competitive pay and benefits coupled with opportunities for professional growth (2003).
They want employers who provide them with opportunities, recognize their accomplishments, and communicate openly and honestly. These workforce changes have contributed to a newly emerging social contract between employers and employees. Employee stakeholders today are more sensitive about employee rights Issues because of experiences like those of the new hires and the new social contract. Employee rights may be afforded on the basis of economic, legal, or ethical sources of justification. Failure to understand and effectively manage the rights of employees can create many ethical dilemmas for organizations and further strain the social contract with employees (2003). Many social investors are concerned about the ethics, social responsibility, and reputation of organizations in which they invest; and a growing corps of brokers, financial planners, portfolio managers, asset management, and mutual funds have made themselves available to help investors evaluate investments and purchase stock in ethical organizations for their social impacts (2003). As the world changes so thus the situation in the workplace changes particularly the attitudes of personnel. Personnel of this generation have changed the way they beliefs with regard to opportunities. The personnel of this generation are more peculiar on opportunities rather than loyalty.
HR practices and its role in a company
Human resources play a critical role in developing and implementing organizational strategies and structures. Successful HR professionals will be those who can align their organizational HR practices with the unique demands of team-based organizational structures. In addition to recognizing and adapting the assumptions on which they base their practices, HR professionals must also modify those practices to support teams. The practices to be modified cluster in five areas: recruitment and selection; task design; training; evaluation; and compensation. During recruitment, organizations aspiring to create a workforce of effective team members should clearly communicate the importance of these proficiencies (1999).The second set of practices that must be modified relate to task design. Effective teams are designed around the tasks they perform. Two key considerations are that teams should be relatively self contained and handle many aspects of their own functioning. First, teams should be collectively responsible for an identifiable and substantial part of the work of the organization. To the extent possible, support services should be included in the team so that it has the resources necessary to accomplish its goals ( 1999).
Training constitutes a third set of practice modifications for effective team implementation. There is often a mistaken belief that people who are highly educated have the basic skills to work effectively in team settings. In fact, highly specialized individuals are often used to working alone and may lack some of the basic interpersonal skills necessary for collaboration. Training programs designed for interpersonal skills in teams take one of two approaches that includes traditional classroom instruction in which a lecturer delivers material about techniques or strategies for working in teams and creative off-site team-building sessions in which teams participate in athletic, artistic, or competitive activities unrelated to their actual day-to-day responsibilities (1999).
A fourth set of practices that must be modified involves evaluation. If organizations wish to motivate teamwork, they must incorporate teamwork into their appraisal systems. It is important that the appraisal system not only reward good team players but also discourage behaviors that are not conducive to team effectiveness. An organization-specific job analysis should be conducted to determine the precise nature of the behavioral and performance measures to be included in the appraisal form for each individual team member. A final set of HR practices that should be examined when implementing teams pertains to compensation. Good practices for rewarding team performance require good processes for defining what the performance should be and for measuring and evaluating the performance ( 1999). The HR practices dictate the performance of the employees. An HR practice that is based on proper governance provides good employees that any company can rely upon. The role of the HR is to make sure that the duty free staff will still listen and follow the changes initiated by the company.
Welfare of employees
The argument that welfare work was a business proposition, not charity, shifted responsibility from the shoulders of the individual entrepreneur to the more abstract entity of the modern corporation. Welfare work took shape as company- or plant-wide policy rather than as special favors granted on a case-by-case basis at the employer’s discretion. Whereas nineteenth-century employers had exercised benevolent paternalism as isolated individuals, those who engaged in welfare work participated in a national movement that defined labor relations as an essential management responsibility. A few firms adopted employment stabilization as a conscious part of their welfare programs. Welfare managers used their understanding of the relationship between home and work lives to argue for shorter hours as well. Although higher wages, steady employment, and shorter hours were deemed essential, welfare advocates never believed that these alone could solve the labor problem (2002).Welfare advocates offered workers a broad agenda of programs designed to inculcate the middle-class work ethic and foster a desire for a middle-class standard of living. Of the two strategies, economic and cultural, the latter proved to be the most popular among welfare advocates and came to dominate the actual practice of welfare work ( 2002).
Two factors account for this development. Most obviously, employers resisted both the challenge to their authority and the costs associated with raising wages, stabilizing employment, and shortening hours. Hired welfare workers generally reinforced their employers’ preference for cultural strategies over economic ones. On a practical level this minimized the potential for conflict between welfare workers and their employers. It focused the welfare worker’s energies in an arena where she, rather than her employer, could claim expertise teaching and enforcing proper standards of conduct. Welfare workers supported decisions to charge all expenditures for employee welfare to a single welfare account. There was little dispute that some features, such as libraries and company bands, should be charged to welfare work. However, features that touched production phases of a firm’s operations could generate controversy (2002). While welfare workers placed better lighting, ventilation, and clean drinking water high on their list of priorities, these often required structural improvements that were traditionally charged to production departments. Production managers naturally had little interest in seeing welfare managers make decisions that affected their departmental costs. Welfare workers, on the other hand, recognized that if such costs were included in their own budgets, they would have greater control over employee welfare, as well as preclude some of the opposition from line managers (2002).
Conflicts between welfare workers and employers have received little attention because both contemporaries and historians have assumed that welfare workers acted simply as surrogates for their busy employers. The fact that employers were among the most prominent advocates of the welfare system has further reinforced assumptions that businessmen and welfare workers acted in unison. Progressive employers seemed to confirm these perceptions when they joined welfare workers in publicly admonishing fellow businessmen to change their managerial practices. Assumptions about the affinity between employers and welfare workers are, to a large extent, accurate. However, the actual practice of welfare work quickly exposed the very different interpretations each had of the other’s responsibilities (2002). As welfare workers developed their maternal role to better fit both the corporate setting and their own ambitions, they recast themselves as indispensable members of the managerial bureaucracy. Employers, however, rarely accepted them on these terms. Although they expected significant economic benefits from their welfare programs, few employers accorded labor relations the same importance as their production, or even accounting, departments. In their own minds they appointed welfare workers to pursue essentially maternal, not business, tasks to establish personal relations with employees, teach good work habits, and foster company loyalty. While this might require skills that they and their shop-floor managers did not possess, employers rarely thought of these as business skills. These differences between welfare workers and employers contributed their own dynamic to the welfare system and, ultimately, inhibited its potential to restructure labor-management relations (2002). An important thing that business owners should be concerned of is the welfare of the employees. Employees who are properly cared for can work well and they can be an asset of the company.
Employee Motivation
Managers who want their employees to participate in performance growth and development plans need to recognize that employees have reasons for everything they do. Managers should realize that employees choose to perform the way they do because of some internal or external motivation. Employees participate when the goal they have chosen to pursue is attainable. To ensure greater participation, managers must understand this simple motivational principle. Employee motivation can be greatly enhanced when managers understand the seven assumptions that underlie change behavior (1999). First, employees are motivated to change their behavior when given clear, sharply focused objectives. Employees are not encouraged to participate in change activities when they are written in ambiguous, unmeasurable terms. Managers who help identify skill gaps and work closely with their employees in the construction of performance objectives that are clear and precise have a much better opportunity to enhance employee growth and development (1999).Second, employees need to thoroughly understand how to perform their jobs correctly. Employees need to know not only what to do but also how to accomplish the task. Any attempt to motivate an employee to change without adhering to this basic assumption may be counterproductive. Most employees want to perform their jobs correctly. Failing to tell them exactly what to do and how to do it will serve as a demotivator. Third, employees are more likely to change their performance behaviors when they are given opportunities to participate in problem solving and decision-making activities that directly affect them (1999).
Employees need to be given the authority to make decisions about how to improve their performance. Fourth, change requires personal commitment for action, which obligates managers to secure employee buy-in prior to the creation of growth and development plans. In this way, employees own the learning acquisition and transfer process. Fifth, managers must clearly communicate positive and negative rewards that are linked directly to performance improvement. Care must be taken when identifying rewards to ensure that correct behavior is rewarded rather than punished (1999). Sixth, managers must demonstrate patient, persistent follow-through when providing positive feedback and reinforcement. Seventh, managers need to be realistic regarding the types of rewards offered, while acting within their discretion and authority. It is counterproductive to offer promotions, merit pay, bonuses, or other material rewards if they cannot be granted to employees. False hopes or expectations lead to distrust and the deterioration of synergistic relationships (1999). To motivate employees, companies should first know the behaviors of employees and why it changes. By doing this companies can know how to approach a certain employees and what motivational strategy can be used towards them. This will lead to better performance of the employees and a better relationship amongst themselves.
Job Satisfaction
Judgments of job satisfaction reflect conscious attitudes toward one’s job. Although job satisfaction measures are influenced by the conditions that exist in one’s job, they are also influenced by one’s affective disposition and overall life satisfaction. However, the moderate correlation between life satisfaction and job satisfaction does not preclude job satisfaction measures from providing unique information about an employee’s attitudes toward his or her job, attitudes that may have distinct implications for productivity beyond the effects of life satisfaction or affective well-being (2003). Positive affect, negative affect, life satisfaction, and job satisfaction are not simply attitudes about one’s life and one’s job. These components of happiness and well-being play a functional role in the choices that people make and the behaviors in which they engage (2003).However, the specific impact that these differences will have on worker productivity likely depends on the nature of the worker’s task. Happy workers may be more sociable, but whether this benefits productivity depends on the precise nature of their task. In addition, happy workers may be creative and efficient when performing complicated tasks, but this creativity and efficiency may come at the expense of caution and vigilance (2003).
Job satisfaction is an attitude, not an affective state. As an attitude, it is best conceptualized as an evaluation of one’s job, influenced in part by affective events that have occurred at work and, as a source of error, the mood one is in at the time of making the evaluation. In addition, most measures of job satisfaction have a large cognitive component (2003).Psychological strain as an outcome of exposure to job stressors has many operationalizations, including job satisfaction, frustration, anxiety, depression, burnout, and physical health problems. Some of these may be considered emotional reactions, but, interestingly, even so are generally measured over a period of time (2003). Job satisfaction covers the ability of a company to maintain a good relationship with the company and provide them the opportunity to do something they want at the same time something that will give benefits to the company. Job satisfaction can be attributed to the different emotional things encountered by an employee on his/her workplace.
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