Increase Job Satisfaction
How Employers Can Increase Job Satisfaction
Job satisfaction has been shown time and time again in psychological studies to be an important factor in the quality of life of employees—as well as the quality of their work performance. Any legitimate employer will know that a higher quality work performance will result in more efficient employees, higher quality products and services, as well as an overall boost to the productivity—and profits—of a company. In short: A happy worker is a good worker. Or, to be more specific, a satisfied worker is a good worker. But although job satisfaction is an important factor in the quality of work produced by employees, many employers pay it little attention or grossly undercut its significance in the workforce. Repeated psychological studies on the impact of job satisfaction have shown, however, that this is a noticeable mistake on the part of any employer—to ignore job satisfaction is to ignore an important psychological aspect of the workforce which, when lacking, produces poorer workers. Some of the more immediately noticeable consequences of poor job satisfaction include lowered productivity at work and, unfortunately for employers, a lowered quality of service or products produced by an employer.
Employers should always strive to increase the overall job satisfaction among all of their employers. But how can they do so? Thankfully, leading business psychology efforts have released several studies which plan out several effective strategies which can be easily implemented by employers who are attempting to increase job satisfaction to the benefit of their company. Two of the most important factors in how employers can increase job satisfaction are motivation and employee respect or treatment.
One of the most ignored components of job satisfaction is the concept of job motivation. Job motivation is what motivates employees to perform well—or perform poorly. An employee who is motivated to perform their job well will have a higher amount of job satisfaction because they are satisfied with what the job is providing them. The three most common motivations in the workforce are: immediate monetary motivations, career motivations, and “calling” motivations.
Monetary motivations are the most simple of motivations and refer to an employee’s desire to work for money. If an employee is not getting paid what they feel is a fair amount of money, they may underperform on the job or even suddenly quit or resign if a position in another company opens up that offers more money. Employers can treat this type of motivation by ensuring that employees are paid a fair wage based upon their experience and the amount of work they must do for the company.
Career motivations refer to an employee’s desire for advancement within a company, or to make a career out of their position rather than hold a simple “job.” When an employee feels that there is no room for advancement or that they are not being given a fair opportunity for advancement, they will feel less motivated and less satisfied, often causing a drop in work quality and of course, job satisfaction. Employers can treat this type of motivation by ensuring that employees are given the opportunity to advance if they fit clear criteria—even if a company is not currently looking to advance any employee, it is important that they at least let employees know that the opportunity will come if they apply themselves well to their work.
Finally, “calling” motivation refers to employees who perform a certain job because they are passionate about that job and feel that it is their calling in life. Employees who have this type of motivation tend to care less about career advancement or money and more about what the job provides them emotionally—is the job allowing them to fulfill their passion in a certain career? Teachers, artists and writers common positions where many employees feel that it is their passion and calling to work in this position, even if the pay is not up to par or there may not be much room for advancement. Employers can treat this type of motivation by ensuring that they do cater to people who have passions or callings for their position or job. Instead of treating the job as a cold work position, employers can make the job experience more organic and passionate and put the focus on whatever “calling” motivation employees feel, such as pleasing customers or expressing themselves creativity.
Another unfortunately overlooked aspect of job satisfaction is employee respect and treatment. At its core, this may seem like an obvious solution to job satisfaction—treat employees well, and they will work harder and be more satisfied with their job. However, many employers fail to see the whole picture when it comes to employee respect and treatment. Some employers believe that basic good treatment is enough to keep an employee satisfied. While a basic good treatment of employees does lay an excellent foundation for job satisfaction, it is often not enough. Sometimes, the smallest changes in an employer’s policies or treatment of their employees can make an entire new world of difference. For example, it is usually not enough for employers to provide their employees with a comfortable office environment, consistent lunch breaks, and accruable vacation time. Although these are, again, excellent foundations for job satisfaction they are often a means which employers use to ignore the smaller aspects of improving job satisfaction through employee treatment. For example, small changes such as employers who take into consideration the circumstances of employees who have children, medical conditions or sick family members will notice that they have an overall increased amount of job satisfaction because they are treating their employees like human beings rather than “9 to 5 robots” who must work all day, every day without ever consideration their personal lives or problems. Small changes, such as the aforementioned consideration of personal problems, can make the difference between an employee who has low job satisfaction and an employee who has higher—or even excellent—satisfaction with their work.