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Job Satisfaction Case Study
There remains a gap between what many human resource professionals see as practice and actual quantitative/qualitative research in the HR area. On numerous topics there is debate about facts -- what is hearsay and common knowledge, and what is provable and scholarly. In a recent research study, authors Saari and Judge (2004) identified three major gaps between HR practice and scientific research, specifically in the area of employee attitudes: 1) the causes of employee attitudes, 2) the results of positive or negative job satisfaction, and 3) how to appropriately measure and influence employee attitudes.
The causes of employee attitudes- HR professionals in general understand that overriding importance of job satisfaction on employee productivity, and the general trends employees hold when approaching attitudes towards their job. However, the changing demographic and psychographic make-up of the United States means there is far more diversity in the modern workplace (ethnic, gender, education, and attitude). It now...
Essentially, in order to understand the causes of employee attitudes, the actual job, work group, and organization must be well understood.
The results of positive of negative job satisfaction -- Typical wisdom says that the more satisfied with the job, the more the employee will be productive. Research does not support this, largely because there is too narrow a measurement of job performance over too short a time. Instead, it appears that there is a strong correlation with how the job fits in with the person's life, life-goals and challenges, that favors greater job satisfaction.
Measuring and influencing employee attitudes -- Most HR research has been on using surveys to measure employee attitudes. Often this fails to take into account the dimensionality of the job, as well as the number of minute variables that go into decisions of this nature (supervisor, hours,…
WORKS CITED
Huang, Y. And Li, S. (2010). Understanding quality perception gaps among executives,
Frontline employees and patients. Quality Management Health Care. 19 (2): 173-84.
Saari, L. And Judge, T. (2004). Employee Attitudes and Job Satisfaction. Human Resource
Management. 43 (4): 395-407.
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