Job Motivation and Job Satisfaction

Job Motivation and Job Satisfaction Benefits of Job motivation and job satisfaction Management Theories that Support Motivation and Job Satisfaction Classical Management Theory System Theories Human Relations and Neo-Human Relations Theories Job Motivation and Job Satisfaction: The Subjective Nature Cultural Influences and Job Motivation and Satisfaction Individual Circumstances, Job Motivation, and Job Satisfaction Job motivation and job satisfaction Job satisfaction is a significant phenomenon in all organizations. This is because it represents, among other positive aspects, a practical summary quantifier of efficacy at work (Bockerman & Ilmakunnas, 2012, p. 244).

When discussions over this feature crops up, the factor of job motivation, in many instances appears considering the relationship that the two phenomena have and the imperative roles they play in organizational settings. Business entities with much focus on success critically consider these two aspects and incorporate them actively in their management functions. According to (Jehanzeb, Rasheed, Rasheed, & AlamzebAamir, 2012, p. 272) job motivation and job satisfaction generate numerous benefits for the organization, the stakeholders included (Adeyinka, Ayeni, & Popoola, 2007, pp. 1-4).

All kinds of fields, for example tourism industries, can closely relate to the benefits that the two phenomena present. The authors indicate that the relationship between rewards, job motivation, and job satisfaction of workers are purposefully noteworthy to business accomplishment, whether in the public or private organizations (Urosevic & Milijic 2012, pp. 45). The different approaches that explain this association exists as advanced by different theorists and scholars in the field of management with some of them being considerably, generalized.

However, recent trends in management recognize that some of these generalized theories do not present a true reflection of the actual happening in the organization. The substantially subjective nature of job motivation and job satisfaction explain this. Different variables, as discovered affect these features among individual at different levels. Some of these dynamics include unidentified domestic circumstances, and individual relationships externally to work and cultural pressure among other factors.

Job motivation and job satisfaction Kleinbeck, Quast, Thiery and H,,cker, (2013, Chapter 8) in the publication "Work Motivation" illustrate that productivity, an element which organizations incessantly search, requires multiple input, motivation being one of them. Motivation relates to the sequence of energetic factors generated both within and outside human being's individuality and acts as an initiator to work related conduct (Latham, 2007, pp. 3-4). Additionally, motivation determines the form of work related conducts in individuals in addition to the provision of the parameters of intensity, duration, and direction of such behaviors.

Davidson, & Davidson (2011) the competitive nature of the business world makes motivation indispensable. The authors reiterate that, having in-depth knowledge on the aspects and factors of motivation to workforce in organizations institutes the start point of business success (Urosevic & Milijic 2012, pp. 45). According to Levesque (2008. p.2), many employers use the philosophy of wanting their employers not to play at work but to get their tasks accomplished.

They need to see task accomplished and goals reached makes organizations sometimes, to overlook the important factors of how the process of working goes and how these activities influence the workers (Gray, C, 2008, pp. 2). However, it is possible for both workers and their employers to make work feel like play and derive job satisfaction together with productivity from the environment. All organizations, through the management and other leaders, ought to implement strategies that support motivation among workers (Kleinbeck, et al., 2013, Chapter 8).

It is however, imperative to understand that motivation emanates from within an individual. In light of this, it is proper that individuals identify the things that motivate them in working better (Levesque, 2008. pp. 2-5). Job satisfaction emanates from a myriad of factors with motivation forming the core of those elements (Greenway, 2008, p. 95). Job satisfaction refers to the level of contentment that individuals derive from their jobs.

Like motivation, the aspect of emotion runs through job satisfaction and relates to some form of pleasurable emotional feeling that workers possess concerning their jobs. According to A, A.A. And Aktas (2005, pp.480-483), job satisfaction emanates from motivation. Likewise, making employees satisfied and at ease, helps motivate them. Greenway (2008, p. 5), explains that, job satisfaction constitutes the most important constraints whose capacity to affect labor turnover, workforce performance and productivity in diverse industries is very massive. As A, A.A.

And Aktas (2005, p.483) reiterate, the tourism industry and other sectors in economies benefit from job satisfaction in an unimaginable way. Moreover, sectors, which have diverse characters of tasks, require to continually assess their operational aspects and outcomes with the view of enhancing business productivity. Doing such appraisal help organization realize that factors like job satisfaction and motivation are pertinent to organizational success and lack of these features affect business processes (Nedeljkovic, Hadzic & Cerovic, 2012, pp. 105-107).

The matter of the fact is, organizational development and job satisfaction go together (A, A.A. & Aktas 2005, pp.480-483). As Ayub and Raffif (2011, p.333) demonstrate, the link between work motivation and job satisfaction constitutes among the extensively researched area of management. The speedy changes in the business world have created an environment where organizations cannot perform a business, let alone survive save, they implement these aspects of management practices (Thomas, 2009, pp. 7).

Organizations cannot isolate job motivation and job satisfaction from each other since they are complementary (Ayub & Raffif, 2011, p. 334-335). Moreover, these features respond to diverse organizational dynamics, which include work conditions and productivity (Kleinbeck, et al., 2013, Chapter 8, A, A.A., & Aktas 2005, pp. 480-483). Satisfactions the employees attain from their jobs rely on the behavior and insights of individuals at the place of work. These conducts and attitudes are factors of both extrinsic and inherent needs.

As Ayub and Raffif (2011, p.333), continue to state that, motivation and job satisfaction for individual employees depend on the views that these individual hold with reference to their jobs and the organizations they work for. It is however unfortunate that in some regions of the world, researchers have long ignored these relationships. This is irrespective of the existence of an apparent association between the two factors of management.

The few studies conducted on this subject, nevertheless, indicate that the degree of motivation within individuals in organizations by status, external figures of position and due regard for rank, has a positive link with the experience they have with job satisfaction Benefits of Job motivation and job satisfaction Saleem, Mahmood and Mahmood (2011, pp.217-218) in the article "Effect of Work Motivation on Job Satisfaction in Mobile Telecommunication Service Organizations of Pakistan," report that, human resource in the most vital factor of production and success in organizations.

The fact that more often, than not, these individuals work in the face of neglect an unconcern in very disturbing considering that this is one the root causes of failure for business entities. The need of motivation and job satisfaction in organizing is apparent and thus, the features require experienced an upward trend as the businesses advance their regular operations. According to (Zaremba, 1978, pp. 26, 58), motivation and job satisfaction bring diverse benefits not only to the organization but also to the employees.

This creates a cycle where each of the parties, being motivated, motivates the other and improves different aspects in them. Motivation is the basic driving force and promotes better performance within the worker. This translates to organizational performance and success, improved image and enhanced capacity for achieving a competitive edge in the industry. (Saleem et al., 2011, p. 218). Organizational employees who are motivated, are able to willingly put their best in the tasks and thus attain job satisfaction, while, at the same time doing the organization business good.

A slight motivation has, in reality, the capacity of catapulting organization to unimaginable heights (Furnham, 2006, pp.512-520). The role of innovativeness, both at the individual and organizational levels, leads to massive development. Encouraging this is significant for organizations, which have to compete with their peers in the dynamic business arena. Zaremba (1978, pp. 26, 58) illustrates that motivation and job satisfaction evidently, breeds innovations among employees. Using examples of teachers in a school environment, the author notes that, there exists a positive link between job motivation and job satisfaction with innovativeness.

Saleem et al., (2011, p. 218) reiterates that, the commitment that these features trigger among different individuals and different levels of the organization lead to the generation of new, practical and unique ideas whose potential to trigger organizational success cannot be undermined. Additionally, neglecting these virtues can threaten the organization as it makes workers resent work and thus work way beyond their potential. According to Mahavir Singh (1998, p. 117), the manner in which job motivation and job satisfaction operate in team environments is overwhelming.

Many research studies relate Complete job involves, the capacity of the worker accepting and meeting job demands together with team work as subject to motivation and job satisfaction Mahavir Singh (1998, p. 48-57). This scenario would work very well in instances where workers majorly derive motivation from the organization in addition to possessing positive viewpoints to their jobs and the organization at large. At the level of the individual worker, motivation and job satisfaction among other things, generate a sense of security and confidence.

Moreover, it offers them the opportunity for flexibility where they are able to apply varied approaches in meeting work requirements (Adeyinka et al., 2007, pp. 3-15). This makes the work environment interesting thus providing the employees with the pleasure and urge to facing their day-to-day lives at the workplace. Flexibility in the workplace comes in when worker is having permission to veer from the ordinary monotonous routines of accomplishing specific tasks with the view of creating excitement out of tasks that, in some cases, apparently challenging (Zaremba, 1978, pp. 58-66).

More individual benefits which; motivated workers are in the form of the feeling of self-worth and optimism, which extends to situations outside work (Nedeljkovic et al., 2012, pp.105-107). With this regard, job satisfaction and motivation help employees develop a mental outlook, which encourages them of how valuable they are in the organization and in their personal relationships. Moreover, job motivation and job satisfaction develop within workers and management, the capacity to maintain optimism and therefore, experience less tension even in challenging circumstances.

Management Theories that Support Motivation and Job Satisfaction In the contemporary world, the labor market is becoming increasingly competitive. Moreover, the challenges those organizations face with respect to labor retention, are widespread, the nature, size, and technological stature of these business entities, notwithstanding (Ramlall, 2004, pp. 53-54). Different theories of management, that when, applied are believed to equip organizations with capacities of motivation and retaining workers exist. This is irrespective of the limited application of the models.

The significance of applying these approaches, according to Mullins (2011, n.p), lies in the logic that, organizational behaviors relate closely to the theories of management. According to Adetule (2011, pp. 1-4), the application of management theories in the organizational environment is necessary if not prerequisite due to their ability of turning around organizations and generating imperative advances. However, the application of these theories requires handling with care owing to other factors, which advance scepticism over the generalized nature of these theories.

Management theories explore the aspects of job motivation and job satisfaction among other things as factors of employee and organizational development. In explaining this however these theories have left out some factors, external to the job environment and whose impact in facilitating motivation and job satisfaction none, should underestimate (Mullins 2011, n.p).

Among the most common management theories that touch on job motivation and job satisfaction include, Fayol, Taylor and Weber's Classical Management Approaches, System Approaches, Mayos's Hawthorne Studies, which falls under Human Relations Theories and Neo-human Relations Models Adetule (2011, p.4), Classical Management Theory According to Adetule (2011, p. 7), the classical theory of management promotes the aspects of authority delegation, proper definition of the span of control, the central authority and a clear division between staff and line management.

This approach constitutes four concepts, which include administration, a feature that focuses on the logic behind coexistence between individuals and organization. Other areas of focus in these theories are behavior and scientific management (Lussier, 2012, pp. 39-41). The administrative factor of classical management theories, center on factors of motivation through management activities while the scientific management aspects deal with the effectiveness of technical skills in promoting efficiency in the organization. These theories relate to the ideas of three scholars namely, Frederick Winslow Taylor, Henry Fayol and Max Weber.

One of the major focuses of these models entail the provision of employees with appropriate description of their expected roles as a way of enhancing motivation among them (Gray, 2008, pp. 3-28). According to this theory, producing the best results in any task requires that workers follow specific and correct procedures. This is in line with the implementation of the chain of command from management, leaving out the input of employees as a characteristic of this approach (Lussier, 2012, p. 40).

Drawing from the illustrations of Grey (2008, pp.3-28), this approach makes employees considerably vulnerable to experiencing strained relationships with their managers. Classical theory of management benefits organizations because it helps organizations work out approaches on how management ought to operate. These principles can form a strong basis for managing behavior by for example in instilling responsibility. Moreover, it centers on the division of labor, which promotes specialization, and the utilization of natural talents. On the other side, this management approach has flaws (Montana & Charnov, 2008, pp. 23-24).

These include the rigid and tough systems and the neglect of human relations, creativity and possibility of innovativeness among employees (Grey, 2008, pp.27-28). Additional imperfection includes intense dependence on preceding experience, which is not practical in the modern work environment. System Theories The approach to management attempts to amalgamate the classical theory, which reflects on motivation and organizations without the actual involvement of people. It focuses on the complexity and interdependence of associations.

The system theory emanates from the general systems approach, which reflects on the definition of a system as instituting interdependent or regularly interacting groups of part, or activities, which establish the emergent whole (Johnson, Rosenzweig & Kast, 1973, pp. 13). Systems approach to management view organizations holistically and center on the cumulative work within business settings together with the interrelationship that exists in human behaviors and structure That produce extensive variables within organizations (Skyttner, 2001, p. 3).

It assists in the understanding of the exchanges between people, organization, communities, groups, the environment, and social structures (Flamholtz, 1996, p. 139). In doing this, the approaches boost the understanding of the operations of human behavior in a situation. (Skyttner, 2001, pp. 3, 58). The systems management approach is beneficial to use in the sense that it facilitates the performance among both human resources and organizations besides enhancing workflow and facilitating market analysis.

These theories also promote the relationship between organizations and other stakeholders, create room for enhanced management of risks and facilitate workflow, just to mention but a few. As with the demerits, system approach to management does not focus on the possible changes in the business environment, which is perpetually dynamic. The rigid nature of this approach therefore limits its applicability in today's organizations ( Jackson, 2000, pp.283-284). Human Relations and Neo-Human Relations Theories These approaches coincide with the advancement of Elton Mayo, using the concept of Hawthorn studies.

According to (Daft & Marcic, 2013, pp. 36-37), these approaches focus on filling some gaps that the classical theory never focused on. The human relations approach deduces that, considering the human characteristics of the employees is a significant element in management practices and motivation (Bolton & Houlihan, 2007, pp. 310-314). A theorist who formulated and advanced this theory aimed at combining sociology and psychology with management. To these experts, organizations are social structure composing of interpersonal and inter-group associations (Daft & Marcic, 2013, p. 36).

This theory illustrates the significance of satisfying the social and psychological need of employees as a tool of motivation. According to the principles that this approach supports employee, unlike machines, are human, have emotions and feelings, and as such require humane treatment. They also require need to access job satisfaction and security. This is irrespective of the fact that their interests go beyond finances as appreciation and recognition matters to them (Henderson, 1996, pp. 16-17). Daft and Marcic (2013, pp.

36-37), demonstrate that, this theory supports the ideas that the involvement of workers in decision making is critical and need appropriate communications from their seniors. Moreover, the informal relations within organization matter just in the same way the formal do. The theorists who supported this approach strive to advise managements on the significance of freedom for employees as opposed to strict supervision and excessive control in an environment where misapprehensions and disagreement are also as limited as possible (Nickson, 2007, pp. 215-216).

With respect to the neo-human relations approaches of management, the use of substantially widespread approaches exists. The mechanisms, which draw from the works of theorists like McGregor, Likert, Marlow and Argyris view motivation and job satisfaction in the mirror of the provision incentives, the achievement of satisfaction and inherency (Crowther, & Green, 2004, p. 53). Marslow proposes a hierarchy of needs suggesting that the capacity of individuals to satisfy one need depended on their situation with the preceding one.

Marslows hierarchy of needs benefits organization by paving way for managers consider their subjects aspirations and needs (Sheldrake, 2003, p. xi). However, there exists limited evidence to support this fact. McGregor used the X and Y theories to express different characteristics of individuals in organizations and how management requires to separately motivating them. However, this approach is, considered limited in scope as it only takes care of two extreme classes of traits. With reference to Likert, the pattern of management and motivation rested with the behaviors of those in management positions.

The theorists classified managers as exploitative, benevolent, consultative, or participative (Mckinlay, 2000, pp. 12-13). He characterized these individuals as rational-economic, weaker rational-economic vision, social and self-actualizing respectively. Argyris, on the other hand explored the needs of workers and those of organizations as a more mature approach to motivation and management. He indicated this mechanism as the sole means for facilitating corporation and evading aggression and defensiveness within organizations. Job Motivation and Job Satisfaction: The Subjective Nature According to (Mullins 2011, n.p), work Motivation and job satisfaction are very personal.

Many variables influence these features for instance, cultural factors, unidentified domestic states of affairs, and individual relationships external to the work environment. Because of this, the application of generalized theories of management covers not all the scenarios and factors of motivation. The truth to this statement is significant and requires having considered in the formulation of further theories of management, which broadly explain the aspects of motivation and job satisfaction. The vital truth concerning employee motivation is the fact that, it cannot make sense in the absence of stimulation.

This is because workers would end up being inefficient and therefore expensive to maintain. According to Helou and Viitala (2007, p. ii)., it is crucial for managers to identify the best possible tools with the capacity of motivating their worker instead of relying only, on traditional management theories, some of which are not given to practical settings.

Modern practices have made conventional forms of motivation inadequate, calling for the exploration of reality, motivating, and sometimes personal factors in managing workers Cultural Influences and Job Motivation and Satisfaction Culture does control motivational traditions and job satisfaction. How this happens is dependent on whether the culture is individually oriented or relates to the task. Person-oriented culture gives emphasis to the application of innovative motivational practices, with the view of developing persons and their work. The task-oriented culture, on the other hand, enhances the use of traditional tools of motivation.

The fact that organizations constitute of individual with exposure to both the kinds of cultural influence makes the focus on cultural factors, external to organizations, imperative in discussions that exploit management, motivation and job satisfaction. (Helou & Viitala, 2007, pp. ii-iii). Sledge, Miles, and Van Sambeek (2011, p. 129), employs Hofestede's theory of cultural influences in extending the level to which individual cultural factors can affect an employee's conduct in the workplace.

The authors indicate that, the national cultures that exist in different societies of the globe, direct the behaviors of individual that live in those societies. This provides adequate explanation on the difference of beliefs; behaviors and motivational factors that individual in organizations possess (Helou & Viitala, 2007, pp. 67-68). Almost all the traditional approaches of management, neglects the possibility of variable behavior and motivation needs of workers, clumping them together, their cultural backgrounds and individual belief, notwithstanding (Mullins 2011, n.p).

A case in point is the systematic approach of management formulated by Argyris, which reflects solely on the management and their characteristic as the determinants of management and motivation styles within organizations. This theory totally neglects the role of the subordinates in motivation and job satisfaction implying that the best mode of motivation is a factor of the managements traits (Mckinlay, 2000, pp. 12-13).

In the same light, the classical theories of management ignore, largely, the implication of employees' participation in the management of employees and by far, not even thinking of the idea of treating different employees as individuals with diverse cultural backgrounds, differing beliefs, and therefore divergent needs as regards motivation. To some extent, McGregor Theory x and Theory y theories consider this factor. The fact that it promotes the application of different management styles to individuals of different traits is proper.

This is also in consideration of the fact that these differences in behavior, emerge from among other things, cultural differences. This theory however falls short of the threshold in the sense that, it does not specifically state the root cause of the behavioral differences in organizations. Determining whether the stipulated differences are a factor of cultural influence or not is practically hard. Additionally, the theory considerably generalizes these characteristics, providing a management style that is limited to only, two extremes (Mckinlay, 2000, pp. 12-13).

Because of the widespread use of these theories, organizations have failed to access practical and innovative practices of motivation (Helou & Viitala, 2007, p. 6). Individual Circumstances, Job Motivation, and Job Satisfaction The significance of emotional stability, psychological and psychosocial well being in ensuring that workers stay motivated and thus perform the optimum, is not a new concept. By failing to take care of these dynamics, management not only jeopardizes the performance of its employees but also the eventual existence and survival of the business entity. According to Daniels & Harris (2000, p.

304) Evidence on reviewing works on performance as a consequence, of both psychological and psychosocial wellness exist extensively. Individual circumstances and relationships from one of the major bases of motivation, because of this, such factors, which are in some instances, not work related may cause major changes to organizations. Perhaps, this explains the special interest with which the human relations theory of management treats the social and psychological issues. This approach of management treats organizations as social structures: composed of, interpersonal and inter-group associations (Daft & Marcic, 2013, p. 36).

Besides this, it illustrates the significance of satisfying the social and psychological need of employees as a tool of motivation. Among individual circumstances that can influence motivation in the workplace, include family and other social relationships, work life balance, social and financial security, and domestic situations, just to mention but a few. According to Helou and Viitala (2007, p. 27), job motivation and satisfaction associate with work life balance.

They indicate that an organization with greater degrees of satisfaction among the workforce are those where the employees have their personal and professional life in balance? Additionally, organizations can implement this feature as modern. The explanation behind this may be in the notion that, every employee needs or anticipations follow an upward trend in the outcome of subjective gratification or pressure, distress, biological dysfunction or any source of apprehension. The individuals working in organizations are massive, determined by the individual circumstance as dependant on these variables (Sultan, 2013, pp. 13-14).

What emerges here is that, individual's life circumstances control much of the social and psychological well being of the person. In instances where an individual experiences stability or positive changes with respect to these circumstances, the level of motivation rises and thus performance improves. Conversely, disturbances of whatever nature negatively affect the physiological and sometimes, psychosocial wellness of employees.

The reflection of this will merge in among other scenarios, the work environment where an individual loss of vigor for life lessens the degree of motivation for work (Daniels & Harris 2000, pp. 305) The degree to which conventional approaches of management apply to this aspect of motivation and job satisfaction is regrettable, very low. This is irrespective of the significant outcome that such variables may have to the organizational performance.

With the system theory dealing with management as a collection of different system emerged together and the classical theory handling features of administration and.