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Job Satisfaction for Employees

Job Satisfaction for Employees

Job Satisfaction for Employees

Job satisfaction is defined as an employee’s emotional state, which incorporates a wide range of emotions, including negative and positive ones. It is also defined as the unpleasantness or pleasantness of employees during their work and the positive feeling about a job experience or job (Watkins & Fusch, 2021). Job satisfaction also incorporates the cognitive and affective components. The cognitive component includes belief, judgment, and comparison, while the affective component includes feelings. Job satisfaction can, therefore, be caused by a chain reaction, including the motivation to meet a need. This chain consists of various motivators or factors influencing a person to perform. Employers are required to create job satisfaction by introducing various motivators. Based on Herzberg’s theory, motivators are the human needs to experience and achieve psychological growth related to the job, such as promotion and recognition (Davidescu, 2017). They may also include regular human biological needs such as working conditions, security, and salary. The most prevalent motivators are high pay and employee benefits. Although these motivators play a significant role in motivating employees, there is a need to consider other factors because employees are currently looking for a good work environment, recognition, management support, job security, and opportunities to use their abilities and skills. Thus, job satisfaction is not just about money, perks, and benefits.

The modern-day labor market is gradually changing, and the employee’s role is essential. When employees can change their preferred working hours, they become more motivated and do not have an intention in the workplace (Aflah & Mirza, 2019). Recently, this paradigm shift has increased employee autonomy, involvement in decision-making, interruptions during work schedules to meet the needs of employees, increased productivity and creativity, and workspace modeling. Motivational factors such as the sense of achievement from work, the nature of work, and the responsibility granted to an employee help them find their worth concerning the value they receive from the organization (Baah & Amoako,2011). This can also increase employees’ motivational level, which raises employees’ internal happiness, and inner happiness results in job satisfaction. Bakotic & Babic (2013) argue that employees working under challenging conditions have low job satisfaction. Therefore, working conditions significantly impact an employee’s intention to stay or leave, affecting job satisfaction.

According to Sypniewska (2014), employee job satisfaction levels are dictated by the number of advancement opportunities, wages, work content, management style, working conditions, interpersonal relations, management, work organization, and reputation. Employees who receive higher pay are more satisfied with their jobs because they feel their contribution to the organization is appreciated. The difference in income employees considers a referential point more important in influencing job satisfaction (Hee et al., 2018). Given similar specifications and qualifications, if an employee believes that their pay is lower than what other employees holding the same position in other organizations are receiving, they may be dissatisfied with their job. Miller (2014) argues that employees feel satisfied if they are competitively paid with the local market. According to Umar (2017), employee wages consisting of cash, social security, benefits, and incentives substantially impact job satisfaction because they create a sense of responsibility and make employees proud to be part of the organization’s workforce. However, pay satisfaction depends on a pay rise, pay level, pay structure, and benefits. Therefore, pay can influence job satisfaction by influencing the employee’s attitude towards the organization or employer.

Annin et al. (2015) argue that job satisfaction is influenced by recognition, job security, opportunities to use abilities and skills, and promotion and supervision opportunities. Recognition includes receiving positive remarks and rewards for accomplishments and efforts. Employees prefer receiving feedback after completing tasks, and negative feedback could make an employee feel unappreciated, hence reducing job satisfaction. In job security, employees are satisfied when working in a thriving environment. Repetitiveness and specialization result in consistency and job satisfaction because employees get the opportunity to improve their skills. Opportunities to use abilities and skills also increase job satisfaction because, within the employment setting, employees feel satisfied when they can effectively use their abilities and skills, mainly when they contribute to increased organizational performance. Supervision and promotion activities help in creating a sense of belonging. When employees are promoted to higher ranks, they feel that the company appreciates their hard work, increasing job satisfaction. Supervision plays a significant role in job satisfaction based on the supervisor’s ability to offer technical and emotional guidance and support with tasks assigned to the employee. Employees require direction and guidance to avoid making mistakes that could affect the organization’s performance. When they feel that they are receiving care, support, and help from their supervisors, they develop a viewpoint that they are being appreciated, cared for, and heard, thus increasing job satisfaction. Therefore, besides pay, recognition, opportunities to use abilities and skills, job security, supervision, and promotion influence job satisfaction and employee intention to stay or leave.


Aflah, C. N., & Mirza, … (2019). Work-balance and job satisfaction among public banking employees in Banda Aceh. Proceedings of the 1st International Conference on Psychology.

Baah, K., & Amoako, G. K. (2011). Application of Frederick Herzberg’s Two-Factor Theory in Assessing and Understanding Employee Motivation at Work: A Ghanaian Perspective. European Journal of Business and Management, 3(9).

Bakotic, D., & Babic, T. B. (2013). Relationship between Working Conditions and Job Satisfaction: The Case of Croatian Shipbuilding Company. International Journal of Business and Social Science, 4(2).

Davidescu, A. A. (2017). An empirical analysis of Herzberg’s two work motivation factors applied to hospital employees in Jordan. Solutions for Business, Culture and Religion in Eastern Europe and Beyond, 17-29.

Hayes, B., Bonner, A., & Pryor, J. (2010). Factors contributing to nurse job satisfaction in the acute hospital setting: A recent literature review. Journal of Nursing Management, 18(7), 804-814.

Hee, O. C., Yan, L. H., Rizal, A. M., Kowang, T. O., & Fei, G. C. (2018). Factors influencing employee job satisfaction: A conceptual analysis. International Journal of Academic Research in Business and Social Sciences, 8(6).

Miller, S. (2014). Why Pay Is Driving Employee Satisfaction. Society for Human Resource Management.

Sypniewska, B. A. (2014). Evaluation of factors influencing job satisfaction. Contemporary Economics, 8(1), 57-72.

Umar, A. (2017). The study of principal leadership effect and school culture on work motivation and teacher performance in private vocational high Schools of Makassar City. International Journal of Management and Economics Invention.

Watkins, R., & Fusch, P. (2021). Employee monetary compensation and employee job satisfaction.


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Job Satisfaction for Employees and what the research shows regarding what employees are primarily looking for when it comes to a job. Is it just about the money? The perks? The benefits? Or, is it about more than the money? Then, write a MINIMUM of a 3-page Research Paper (in APA style and using References)

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