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All you wanted to know about job satisfaction
by Toronto Training and HR
September 2015
Page 2
CONTENTS3-4 Introduction5-6 Definition7-8 Causes of job dissatisfaction9-10 Intrinsic and extrinsic job quality factors11-14 A survey for the scale of job satisfaction15-16 Work unit absenteeism and job satisfaction17-18 Forces driving labour market transformations and job
satisfaction19-20 Dimensions of job satisfaction in call centres21-24 Numbers and job satisfaction25-26 Participatory decision making and job satisfaction27-28 Trust and job satisfaction29-30 Organizational citizenship behaviour and job satisfaction31-32 Employee voluntary partnership and job satisfaction33-34 Transformational leadership and job satisfaction35-37 Career development and job satisfaction38-39 Employee-management relationships and job satisfaction40-41 Reward and job satisfaction42-44 Work environment and job satisfaction45-48 Areas to consider when arranging fun activities49-50 Conclusion, summary and questions
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Introduction
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Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers
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Definition
Page 6
Definition • Job satisfaction
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Causes of job dissatisfaction
Causes of job dissatisfaction
• Booming stress• Flight cognition• The continuous
job hunt
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Intrinsic and extrinsic job quality factors
Intrinsic and extrinsic job quality factors
• Intrinsic rewards• Extrinsic rewards• Individual control
variables• Country specific
contextual variables
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A survey for the scale of job satisfaction
A survey for the scale of job satisfaction 1 of 3
• Work is complex/simple
• Work is creative/routine
• Work is satisfying/ not satisfied
• Work is respected/ not respected
• Sense of accomplishment/not fulfilling
• Supervisor is professional/not professional
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A survey for the scale of job satisfaction 2 of 3
• Supervisor is flexible/not flexible
• Supervisor gives feedback/no feedback
• Co-workers are responsible/irresponsible
• Co-workers are friendly/hard to get on with
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A survey for the scale of job satisfaction 3 of 3
• Promotions are fair/unfair
• Promotions are frequent/infrequent
• Promotions are on ability/arbitrary
• Good future advancement/poor future advancement
• Pay is good/underpaid
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Work unit absenteeism and job satisfaction
Work unit absenteeism and job satisfaction
Lower dispersion levels of work unit absenteeism
Higher dispersion levels of work unit absenteeism
Strong contextHigher mean levels of work unit absenteeism
Weak contextHigher mean levels of work unit absenteeism
Strong contextLower mean levels of work unit absenteeism
Weak contextLower mean levels of work unit absenteeism
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Forces driving labour market transformations
linked to job satisfaction
Forces driving labour market transformations linked to job satisfaction
• Globalization and offshoring
• Mergers, acquisitions and restructuring
• Transition from industrialization to a knowledge-based and service economy
• De-unionization
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Dimensions of job satisfaction in call
centres
Dimensions of job satisfaction in call centres
• Working conditions• Procedures and
regulations• Hierarchical
relationships at work• Autonomy
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Numbers and job satisfaction
Numbers and job satisfaction 1 of 3
Percentage of people who…• Like their jobs• Like the type of work
they are doing better than any their aspect of their job
• Like their co-workers better than any other aspect of their job
• Like their pay better than any other aspect of their job
• Say they are paid fairlyPage 22
Numbers and job satisfaction 2 of 3
True or false…• White-collar workers
are more satisfied with their jobs than blue-collar workers are with their jobs
• Younger workers and more satisfied with their jobs than older workers are satisfied with their jobs
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Numbers and job satisfaction 3 of 3
True or false (cont.)…• Managers and
professionals are less satisfied than non-managers and non-professionals
• Employees working with friendly co-workers are more satisfied than employees working alone
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Participatory decision making and job
satisfaction
Participatory decision making and job satisfaction
Dimensions of participatory decision making • Rationale• Structure• Form• Issues• Degree of
involvement• Decision process
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Trust and job satisfaction
Trust and job satisfaction
• Dyadic trust• Institution trust
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Organizational citizenship behaviour
and job satisfaction
Organizational citizenship behaviour and job satisfaction
• Definition• The Big Five
dimensions
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Page 31
Employee voluntary performance and job
satisfaction
Employee voluntary performance and job satisfaction
• Loyalty• Cooperation• Participation
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Transformational leadership and job
satisfaction
Transformational leadership and job satisfaction
• Definition• What does it
involve?• The importance of
follower trust• Leadership factors
involved
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Career development and job satisfaction
Career development and job satisfaction 1 of 2
• Opportunities to use skills and abilities
• Career advancement opportunities within the organization
• The organization’s commitment to professional development
• Job-specific training
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Career development and job satisfaction 2 of 2
• Career development opportunities
• Paid training and tuition reimbursement programs
• Networking
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Employee-management relationships and
job satisfaction
Employee-management relationships and job satisfaction
• Communication between employees and senior management
• Relationship with immediate supervisor
• Management’s recognition of employee job performance
• Autonomy and independencePage 39
Page 40
Reward and job satisfaction
Reward and job satisfaction
• Pay• Benefits• Flexibility to work-
life balance issues
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Work environment and job satisfaction
Work environment and job satisfaction 1 of 2
• Job security• Organization’s
financial stability• The work itself• Feeling safe in the
work environment• Overall corporate
culture• Relationships with
co-workers• Meaningfulness of job
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Work environment and job satisfaction 2 of 2
• Contribution of work to organization’s business goals
• Variety of work• Organization’s
commitment to CSR• Organization’s
commitment to diversity and inclusion
• Organization’s commitment to a green workplacePage 44
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Areas to consider when arranging fun activities
Areas to consider when arranging fun activities 1 of 3
• Make people smile and ideally laugh
• Positively and publicly remind people of their value to the organization and to each other
• Be inexpensive to develop, easily prepared and able to be implemented within time and space limitationsPage 46
Areas to consider when arranging fun activities 2 of 3
• Uplift people’s spirits in ways that make them feel good about being part of this organization
• Be as inclusive as possible, yet respect the right of others to opt out
• Not detract from anyone’s ability to perform his or her job responsibilities Page 47
Areas to consider when arranging fun activities 3 of 3
• Contribute to and support the organization’s culture and core values
• Be done on a frequent basis
• Be planned and implemented largely by employees
• Produce results that are desirable, identifiable and measurable
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Conclusion, summary and questions
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Conclusion, summary and questions
ConclusionSummaryVideosQuestions
