How employee moral in increased dur to job satisfaction

1. What is more important to you: job satisfaction or organizational commitment, and why?

As a younger professional job satisfaction is the more important element. Job satisfaction is critical as it allows the individual to better leverage their skills and abilities in a manner that is beneficial for society at large. Research has shown that a satisfied employee is much more productive. They tend to innovate more and add more value to the organization (Altimus, 1973). In addition, most working adults will spend the majority of their time working, particularly during their early careers. As many Americans spend roughly 50% to 66% of their day working a sleeping, it is important to be satisfied with your job. Otherwise the quality of life of the individual will suffer. Alarmingly, roughly 75% of Americans are not satisfied with their current job (Bateman, 2019). Much of this dissatisfaction is related to various factors including working conditions, pay, benefits, supervisors, lack of encourage, and more. However, all of these elements are all related to the broader category of “job satisfaction.” I believe this is the most important element as it provides meaning to the individuals life, particularly as they spend a disproportionate amount of their time working. It provides a higher quality of life as the individual is contributing to the improve of society as whole. Job satisfaction often leads to the individual engaging in work that they are fulfilled or passionate about which leads to further innovations.

2. How has that impacted your work performance?

As noted above job satisfaction has greatly enhanced my overall work performance. For one job satisfaction is often predicated on an environment that is conducive to creative learning and innovation. The work environment allows individuals to their talents and provides them an atmosphere in which to do so. From a personal perspective, this has created a very positive impact on my work performance as I am now excelling within my career. I have been able to provide innovative solutions to corporate problems, mentor incoming associates, and even provide recommendation for further business improvements. Although not all of my attempts have been accepted, the corporate environment is such that ideas are heavily encouraged. In addition, management take these ideas seriously and takes them into consideration when planning for the future.

In addition to work performance increasing, my work relationships have also been bolstered which also strengthens performance. By leveraging my passion through heightened job satisfaction, working relations with others also becomes much more productive. This productivity, leads to a compounding effect which further increases jobs satisfaction of others involved. This inevitably leads to a better corporate culture, enabling others to increase their own job satisfaction through pursing interest that they are passionate above, sharing those opinions with team members, and allowing these team members autonomy to take appropriate action when necessary (Bhagat, 1982).

3. What motivational theory is used for performance management purposes by your organization, and what is the impact on employee morale?

My company currently uses the Herzberg's motivation-hygiene theory model as it relates to motivation theory. This model improves employee moral as it helps to eliminate politics as it relates to employee performance review. It also helps to empower individuals based on merit and the factors that are important to them. Under the model, there are two primary factors with the overall field of performance management. These factors are as follows:

1. Motivators which are synonymous with elements within the job such as challenging work, recognition for one's achievement, responsibility, opportunity to do something meaningful, involvement in decision making, or a sense of importance to an organization. Each of these elements provides the employee positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth (Benjamin, 1990).

2. Hygiene factors which are often linked to elements such as status, job security, salary, fringe benefits, work conditions, good pay, paid insurance, vacations that do not give positive satisfaction or lead to higher motivation, though dissatisfaction results from their absence. These are extrinsic to the work itself, and include aspects such as company policies, supervisory practices, or wages/salary (Bernstein, 1997).

By leveraging both of these elements, companies can heavily increase performance management. For one performance is increased as many of the elements that employees care about are covered adequately through both intrinsic and extrinsic motivational factors. In addition, employees are motivated as many companies do not offer these assortments of value. In many instances companies often offer only a few of these elements. As a result, the employee who is fortunate to have all of these fulfilled is incentivized not to lose these benefits. This fear of loss, combined with the majority of labor willing to accept the benefits the employee already has, creates an incentive to provide high quality work. This ultimately leads to higher performance, coupled with a higher job satisfaction.