Job Satisfaction

“Job satisfaction is a set of favourable or unfavourable

feelings with which employees view their work”.
Importance of Job satisfaction
1. Impacts mental health
2. Influences physical well-being
3. Spreads goodwill about the company
4. Allows a person to live with the organization
5 .Reduces absenteeism and turnover
Factors influencing Job satisfaction (Determinants)
a) Organizational and b) Personal variables
a) Organisational variables
i) Wages ii) Nature of Work
iii) Working Conditions iv) Job Content
v) Organisational Level vi) Opportunities for Promotion
vii) Work Group viii) Leadership Styles

b) Personal Variables
i) Personality ii) Age
iii) Education iv) Marital Status
v) Tenure
 Measurement of Job Satisfaction (Methods)
i) Rating Scales:
Rating scales are the commonly adopted method that is
used for the measuring job satisfaction. (JDI - Job descriptive Index)
ii) Personal Interviews:
Conducting personal interviews has also proved important
method of measuring job satisfaction of the employees.
iii) Tendencies:
The employees are asked to express their tendency or
inclination on several aspects and this reveals their satisfaction or
dissatisfaction.
iv) Critical Incidents:
These set of incidents were then analyzed to determine their
positive and negative attitudes.
 Consequences of satisfaction
 Improved productivity,
 Increased turnover,
 Improved attendance,
 Reduced accidents,
 Less job stress, and lower
unionization.
Sources of job satisfaction

Wages

Working conditions
Work

Job

satisfaction

Work group
Promotion conditions

Supervision
 .
Causes and consequences of job satisfaction and dissatisfaction

Consequences
Sources
Reduced turnover
Job satisfaction
Wages

Nature of work Reduced absences

Chances of promotion When unfavourable

Supervision Reduced job stress

work group
Happy& better citizens
Working conditions
When favourable
Unionisation

Job dissatisfaction
Exit

Shirk responsibilities
 Organisation Change
 organisational change is the alteration of
work environment in organisation.

 “Change alone is unchanging”

 Change is the law of nature.
 Change is inevitable.
 Man has to mould himself to meet new demand and face new
situations.
 It is necessary for organizations for their survival and growth
 Some common examples of organisational change:

 Change in mission statement.

 Restructuring operations with the use of new
technology.
 Mergers and major collaborations.
 Business Process Reengineering. (BPR)
Nature of Organisational Change
 When change occurs in any part of the organisation, it disturbs the old
equilibrium necessitating the development of a new equilibrium.
 Any change may affect the whole organisation;
 Organisational change is a continuous process.
 Stability vs. Change
 Stable is being permanent, firm, steady and dependable.
 Change is defined as becoming transformed or different.

Model of Change
 Force field analysis
Driving forces
Driving Forces are forces that push in a direction that causes
change to occur.
They cause a shift in the equilibrium towards change.
Restraining forces
Restraining forces are forces that counter driving forces.
They oppose change.
Restraining forces cause a shift in the equilibrium which
opposes change
Force field analysis-Equilibrium
Equilibrium is a state of being where driving forces equal
restraining forces and no change occurs
Equilibrium can be raised or lowered by changes that occur
between the driving and restraining forces
Factors in Organisational Change (forces of change)
Internal External
forces forces

External Factors
1.Technological Changes
2. Changes in Marketing Conditions
3. Social Changes
4. Political and Legal Changes
Internal Factors
1. Change in Managerial Personnel
2. Deficiency in Existing Organisation
Chain Effect of Change:
Quite often, a change touches a sequence of related and supporting changes.
This is known as domino effect. It can be observed that a change will bring
disequilibrium in the organisation. In order to achieve new equilibrium, the
organisation has to modify many aspects of the organisation. All these aspects are
interrelated.
 Types of Change
 Proactive change and Reactive change
 Planned change &Unplanned Change
 Directional Change
A change in direction may become imperative for an organization due to severe competition
or regulatory shifts in government policy and control.
Fundamental Change
This entails a redefinition of the current purpose or mission of the organization.
Operational Change
Total Change For total change the organization is constrained to develop a new vision
Happened ChangeThis is a change that is rather unpredictable and that takes place naturally
Transformational Change Change involving the entire or a greater part of the organization
due to a severe threat to its survival..
Revolutionary Change
Abrupt changes in organizational strategy and design represent revolutionary change.
Recreation Change
Tearing down the old structure and building a new era. Becoming not just better but different.
Anticipatory change
Incremental change
 Planned Change

Factors in planned change

Structure

Technology Task

People
 Planned Change
i.Technology-related Changes:
 Changing problem-solving and decision-making procedures;
 introduction of automated data processing devices like computers to facilitate managerial
planning and control; and
 Change in methods of production like conversion of unit production to mass production.
ii.Task-related Changes:
 However, what alternatives are chosen must consider the core job characteristics-skill
variety, task identity, task significance, autonomy, and feedback from the job. Task-related
changes must focus on:
high internal work motivation and High quality work performance.
iii. Structure-related Changes:
 changing the number of hierarchical levels,
 changing one form of organisation to another form,
 changing span of management, and
 Changing line-staff and functional authority.
 iv. People-related Changes:
 Changes of any type as pointed out above require changes in people in an
organisation.
 Objectives of Planned Change:
1. Environmental Adaptation:
Organisation is basically adaptive-coping system. It has to work in
an environment which is marked by dynamic characteristics.
2. Individual Adaptation:
The second objective of planned change is to achieve individual
adaptation.
3. Structural Adaptation:
Organisation structure is the pattern of relationships among
various positions and among various position holders
4.Technological Adaptation:
The impact of recent technological development has forced
the organisation to take into account the role of technology in
organisational success.
5.Task Adaptation:
Technological changes may bring many types of changes in organisational task.
 Process
Process of planned change

Identifying need for change Elements to be changed Planning for change Assessing change forces

Action for change

Unfreezing

Changing

Refreezing

Feedback
 Process of Planned Change:
 Identifying need for change,
 Elements to be changed,
 Planning for change,
 Assessing change forces,
 Change actions, and
 Feedback.
 Resistance to Change
Factors in resistance to change
(i)Individual Resistance
a. Economic Factors
Skill Obsolescence
Fear of Economic Loss
Reduced Opportunity for Incentives
b. Psychological Factors
1. Ego Defensiveness:
2. Status Quo:
3. Low tolerance for Change:
4. Lack of Trust in Change Agent:
5. Fear of Unknown:
c. Social Factors:
1. Desire to Maintain Existing Social Interaction:
2. Feeling of Outside Interference:
 (ii) Group Resistance
Nature of Group Dynamics:
Group dynamics refers to the forces which operate in a group determining behaviors
of its members. These forces determine how effective a group would be in accepting or
rejecting a change.
Vested Interests:
These vested interests try to influence group behavior in the form of a uniform response
to a change not based on the merit of the change but based on their personal interests

(iii)Organisational Resistance to change

1. Counting Past Successes
2. Stability of System
3. Resource Limitations
4. Sunk Cost
5. Interorgranisational Agreement
Overcoming resistance to change (manage)
(i) Effort at Individual Level.
1. Involvement.
2. Obtaining Commitment.
3. Leadership.
4.Training and Psychological Counseling.
(ii) Effort at Group Level
1. Group Contact.
2. Participation.
3. Group Dynamics Training for Change.
Kotter’s methods to manage change
Education + Communication.
Participation + Involvement.
Facilitation + Support.
Negotiation + Agreement.
Manipulation + Co-optation.
Explicit + Implicit Coercion