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Job Satisfaction: A Literature Review

2011, Management Research and Practice

Job satisfaction represents one of the most complex areas facing today's managers when it comes to managing their employees. Many studies have demonstrated an unusually large impact on the job satisfaction on the motivation of workers, while the level of ...

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Ravina Sawant

John Salvador

Job satisfaction, as an academic concept, has aroused wide attentions from the fields of management, social psychology, and practical operations in recent years. This paper reviews more than a decade of researches on the antecedents and outcomes of job satisfaction. Starting from the definition of job satisfaction, the author discusses the several models for the measurement of job satisfaction. Then, the author discusses the achievements of job satisfaction and mentions a model describing the job satisfaction. Finally, the author presents a paradox of job satisfaction and job performance.

Wiseways Valley

Job satisfaction is one of the most researched variables in the area of workplace psychology [1] , and has been associated with numerous psychosocial issues ranging from leadership to job design [2]. This article seeks to outline the key definitions relating to job satisfaction, the main theories associated with explaining job satisfaction, as well as the types of and issues surrounding the measurement of job satisfaction. While it is also important to explore what factors precede and are impacted by job satisfaction, this is covered in a separate article.

Ankita Chaturvedi

Human Capital is the utmost vital resource on which the Information Technology & Information Technology Enabled Services (IT & ITES) depends. One of the greatest challenges for today’s administrators lies in building a workplace that employees want to persist with and outsiders want to be hired into. Therefore, an employer’s foremost responsibility is retention of its best employees and this can be attained only by keeping the employees satisfied and motivated. Focusing on employee satisfaction can positively impact the organization as it increases employee productivity, performance, quality of work, profits, commitment to the organization and reduces turnover and absenteeism. The present paper is an attempt to study the impact of job satisfaction on the employee retention, which is measured by a structured questionnaire administered to the middle level employees in leading BPO companies in Jaipur. Keywords : Job Satisfaction, Retention, BPO Companies.

www.academia.com

Salim Masood Nassery, DBA

In the intricate web of organizational dynamics, job satisfaction emerges as a critical factor that not only influences individual well-being but also significantly impacts overall workplace productivity and success. Understanding the various factors that contribute to job satisfaction is crucial for creating a positive work environment and fostering employee engagement. This article delves into the multifaceted elements that shape job satisfaction and explores how organizations can enhance these aspects for the benefit of their workforce.

Muhammad Irfan

Purpose: To investigates the causes of job satisfaction among the employees of different organizations and how can maximize the performance of employees through job satisfaction. Design/ Methodology - Questionnaires were designed and distributed to all the employees of different organization. This measures perceived levels of job satisfaction amongst the employees of organizations and potential effects of job satisfaction on the performance of employees. Practical implications-The findings of this research emphasis on organization culture, work place conditions and job rank in order to optimize the performance of the employees through job satisfaction. There is also a need to undertake longitudinal research to investigate Findings: Findings suggested that there is a positive relationship exists between stress, time management and Family conflict problems. Increase in lack of support from family increase the stress level of a student similarly if a student could not manage its time this also increase the stress of a student. Research limitations- The research was carried out in five organizations and therefore results cannot be generalized to cover the whole organization sector. Value-This research paper highlights the causes of job satisfaction and their positive impacts on employee’s performance. Key Words- Job satisfaction, Organization culture, Job rank, Work place conditions.

journal johe

Background : Some researchers have argued that job satisfaction has been vaguely defined in the organizational literature. Also, there is a lack of consensus over the meaning of job satisfaction in literature. The aim of this study was to clarify dimensions of job satisfaction's concept based on a systematic review study. Materials and Methods: The present study used a systematic review to clarify job satisfaction's concept. Some databases including Pubmed and Medline were searched, carefully using proper keywords. A total of 38 articles were reviewed, all were published between 1986 and 2009, with the majority being of quantitative nature and design. Data on the following items were extracted: country, setting, subjects, the definition of job satisfaction, theoretical background for measuring job satisfaction and the dimensions of job satisfaction. Results: The results of this study showed that job satisfaction has been born in mind both conceptually and operationally. In both aspects, job satisfaction was assumed to be influenced by personal and organizational dimensions. The main focus was on identifying and controlling different factors to provide job satisfaction for individuals. Yet, individuals' contributions to satisfy themselves were ignored. Conclusions: We explored that job satisfaction is a multi dimensional concept. This contains individual abilities, attitudes, beliefs and value system. To achieve job satisfaction, it is important that the staff have the characteristics of positive feelings and attitudes, commitment, and responsibility.

Prof (Dr). MD Pushpakumari

Employee attitudes are important to management because they determine the behavior of workers in the organization. The commonly held opinion is that “A satisfied worker is a productive worker”. A satisfied work force will create a pleasant atmosphere within the organization to perform well. Hence job satisfaction has become a major topic for research studies. The specific problem addressed in this study is to examine the impact of job satisfaction on performance. It considered which rewards (intrinsic and extrinsic) determine job satisfaction of an employee. It also considered influence of age, sex and experience of employees on level of job satisfaction. In addition it investigated in most satisfying event of an employee in the job, why employees stay and leave the organization. Data were collected through a field survey using a questionnaire from three employee groups, namely Professionals, Managers and Non-managers from twenty private sector organizations covering five industries...

QUEST JOURNALS

Job satisfaction is a multi-dimensional variable that denotes a pleasurable or positive emotional state of workers, an attitudinal response that measures how a person feels about one's job as well as an affective reaction to one's job. One goal of research on JS is to identify its factors, which may in turn be manipulated to positively influence JS. In deriving the factors of JS, several theories can be considered. Of these theories, this paper reviews five of them, with a view to isolating gaps for future research. Herzberg (1959)'s Two Factor Theory, Affect Events Theory, Adams (1963) Equity Theory, Hackman and Oldhams' Job Characteristic Model as well asSmerek and Peterson assessment model of Job Satisfaction (2007). The review is chronological. Though the paper may be of interest to identifying the main predictors of JS, it also arose as part of a study in higher education.

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The Impact of Work Environment on Job Satisfaction

Nursing is challenging work. Burnout, dissatisfaction, disengagement, as well as exodus from the profession are rampant, and COVID-19 has amplified these issues. Although nurse leaders cannot change the work, they can create work environments that support nurse satisfaction, enjoyment, and meaning at work. A literature review on work environment and job satisfaction conducted pre-COVID for a dissertation project revealed several factors that support healthy work environments. This article defines and describes the qualities of both unhealthy and healthy work environments, discusses the impact they have on employees, and offers suggestions for nurse leaders to improve the work environment in their organization.

• The psychosocial work environment is created by the interactions of staff and leadership and impacts how people behave and how they feel about their work.
• Work environment and the experience one has at work impact employee health, well-being, and satisfaction.
• Managers play a key role in creating and supporting the psychosocial work environment.

Health care is challenging work; it is emotionally and physically demanding. The environment within which work is performed can either support or hinder productivity and worker health. Toxic and unhealthy work environments create negative outcomes for staff, management, and the organization, as well as the community at large because the individual returns to the community following interactions in the work environment. Facing escalating suicide rates, burnout, turnover, and exodus from health care professions, leaders seek new ways of managing staff to support personal and professional well-being.

COVID-19 has amplified and intensified these issues, especially within the nursing profession. The pandemic has shined a spotlight on the problems faced by nursing professionals and the damage the problems cause physically, mentally, emotionally, and spiritually. Strategies for improving the nursing work environment are more important than ever before.

Although nurse leaders cannot necessarily change the work, they can behave in ways that support the workforce by creating safe, healthy work environments where all staff can be their best, be productive, and thrive. Managers play a key role in shaping the work environment through the procedures they implement and how they behave as a leader. A literature review conducted pre-COVID on work environment and job satisfaction revealed several factors that support a healthy work environment. Nurse leaders can use this information to inform decisions that will shape the future of health care today by creating work environments that support staff well-being and increase employee engagement and organizational commitment.

The Demands of the Work

Health care workers must create a safe space for patients to heal and improve. Because the nature of nursing service work is about caring for people, there is great personal responsibility for providing good, high quality service; connecting with patients; and caring for patient well-being. 1 High workloads, increased acuity, and emotional demands for caring for other’s well-being places physical and emotional demands on staff. Because nursing professionals typically assume great responsibility in providing quality care, they often put the needs of others first and do whatever is necessary to help the patient. This often means working long hours with little opportunity to rest and recover.

The nature of health care places staff at risk due to the stressful situations faced daily. Combine the normal demands of health care service with a lack of teamwork, poor communication, bullying, lateral violence, lack of support from leadership, equipment issues, a blaming and fearful culture, an inability to share one’s expertise or make decisions, and a work environment that discourages free expression of ideas and concerns, and this becomes a recipe for disaster.

Work Environment Defined

The work environment is the space that we create within which people come together to perform their work and achieve outcomes. It’s how we experience our work together. Also known as psychological climate, the work environment causes a psychological impact on the individual’s well-being. 2 The person–environment interaction determines the psychological and social dimensions of that environment, which then influences how one behaves in that environment. 3 This is an important definition because how the individual behaves in the environment and the reactions to that behavior then determines how the environment supports continued actions within that environment.

Nursing Job Satisfaction

Feelings of satisfaction or dissatisfaction occur in response to the individuals’ experience within the environment. In other words, satisfaction is an emotional response to the job and results from mentally challenging and interesting work, positive recognition for performance, feelings of personal accomplishment, and the support received from others. 4 This corresponds with the research on burnout, which is contrary and includes cynicism, exhaustion, and inefficacy. 5 Researchers found burnout to be a function of factors within the organizational context including work environment and leader effectiveness. 6 Whether positive or negative, research concludes that leader effectiveness and work environment affect employee outcomes.

The Impact of the Work Environment

As social beings, the environment created by the interactions of staff and leadership impacts how people behave and how they feel about their work. The experience people have at work impacts their personal well-being as well as job satisfaction. The occupational health movement of the 1960s grew from a need to explore the environmental hazards that created dangerous conditions for workers and to provide adequate safety interventions for protecting employees. 7 Over the past few decades, much research has focused on the psychosocial impact of the work environment on individual health and well-being.

The psychosocial work environment encompasses those factors that impact individuals and contribute to worker health, including both individual factors and the social work environment. Psychosocial factors include work demands; work organization including influence, freedom, meaning of work, and possibilities for development; interpersonal relations such as leadership and coworkers, a sense of community, role clarity, feedback, and support; and individual health and personal factors, including one’s ability to cope and family supports. 8 All these factors come together to create a space within which people interact and perform. Depending on how these elements support or hurt the individual determines the outcomes to that individual and how effectively they perform.

The pandemic has forced people to explore their personal resources for well-being and resilience and implement self-care strategies. People are taking more of an interest in health affirming activities. Family time has a different meaning today and people are re-exploring their priorities. Restorative practices have been found to lessen the sufferings, anxieties, and concerns generated in the workplace and provide inner peace and spiritual support. 9 Assuming responsibility for one’s health and well-being is important to being a contributing member of the workforce and to society at large. Managers must find ways to support these efforts as part of life at work.

Contributions to and Costs of Unhealthy Work Environments

Several factors contribute to a negative work environment. Traditionally, poor salaries and working conditions, and a lack of respect for nurses have led to high turnover and an increase in nurses leaving the profession. 10 Other factors include the lack of support, being short staffed, and an increased workload. 11 Lateral violence, bullying, and abuse by coworkers and physicians, as well as ineffective responses to such incidents by leadership, cause job strain, turnover, and exodus from the profession. 12

Much research has been done on bullying and its impact on the individuals involved, the organization, as well as the quality of patient care. Researchers found these negative behaviors led to increased errors, decreased quality, absenteeism, lost productivity, and turnover. 12 As the profession of nursing is already struggling to retain the nursing workforce and attract needed newcomers, creating a work environment that is supportive, satisfying, and one where people feel a sense of belonging is essential.

The stress and strain of work has been linked to physical and mental health issues. Unhealthy work environments lead to increased use of sick time, lost productivity, turnover, increased cost to care provision, and strain felt in personal relationships. 13 The costs in terms of absenteeism, turnover, and lost productivity are estimated in the billions of dollars annually. 14

Nurse leaders play a key role in creating work environments where people feel safe by implementing procedures for minimizing bullying and lateral violence and facilitating harmonious relationships by supporting respectful interactions. 12 , 13 , 15 Left unattended, the cycle of bullying and bad behavior is perpetuated as nurses move into academia from the bedside and continue the behaviors. 15 Although one of the toughest things to do as a leader, and the most time-consuming, upholding expectations and following through on such procedures is critical for creating a supportive and safe work environment.

Qualities of a Healthy Work Environment and Its Impact on Employee Outcomes

A healthy work environment is described as one where people are valued, treated respectfully and fairly, where personal and professional growth is supported, communication and collaboration are championed, and there is a sense of community and trust at all levels, which enables effective decision-making. A healthy work environment comprises competent employees, appropriate workloads, effective communication, collaboration, and empowerment, which leads to positive outcomes for patients, employees, and the organization. 14 The American Association of Critical-Care Nurses identified 6 areas for establishing and sustaining a healthy work environment including skilled communication, true collaboration, effective decision-making, appropriate staffing, meaningful recognition, and authentic leadership. 16 These align with the practices identified in psychologically healthy workplaces which emphasize employee involvement, work-life balance, employee growth and development, employee recognition, and health and safety. 17

A healthy and safe work environment correlates significantly with job satisfaction as well as other positive employee outcomes including engagement, productivity, and organizational commitment. Additionally, when people feel good and experience satisfaction at work, they report increased self-efficacy, autonomy, higher levels of personal accomplishment, and organizational commitment.

Significant qualities identified in the literature on healthy work environments are presented in Table 1 . Those include areas of collaboration and teamwork, growth and development, recognition, employee involvement, accessible and fair leaders, autonomy and empowerment, appropriate staffing, skilled communication, and a safe physical workplace. 18 Other factors contributing to satisfaction and retention include positive orientation experiences, good teamwork, clear procedures and instructions, appropriate workloads, managerial support, and autonomy. 11 Additionally, leader support and leader effectiveness protect against negative consequences from a stressful environment, 19 contribute to the provision of high quality and timely care, 20 decrease burnout, 6 and reduce turnover. 21

Table 1

Key Qualities Found in Healthy Work Environments

What Nurse Leaders Can Do to Improve the Work Environment

Nurse leaders can take a proactive role to shift the work environment and create the space for health and well-being, and for nurses to thrive at work. There are 2 aspects to changing the work environment. The first is creating and communicating a new vision, setting the tone, being clear about expectations, and ensuring staff understand that what was tolerated previously may no longer be acceptable. Nurse leaders must ensure staff know what is being asked of everyone and paint a picture for how it will feel in the new environment. And second, nurse leaders must uphold the new standards by teaching staff new ways of interacting and correcting behaviors when they do not align with the new vision.

A collaborative approach with positive interactions and active participation requires nurse leaders to encourage and facilitate teamwork. Staff rely heavily on interpersonal relationships and teamwork for cooperation, collaboration, and safety. 20 Interpersonal relationships are a key element of satisfaction at work. Collaboration, professional cohesion, and positive interactions with colleagues help create a sense of value and become a buffer for the demands of managing complex and challenging patients. 21 Nurse leaders need to champion teamwork and collaboration to ensure that staff work together to accomplish required work demands. Respectful interactions must be encouraged, and disrespectful ones addressed promptly and eliminated.

Nurse managers, through their behaviors and attitudes, create an environment which induces motivation, they demonstrate belief in their ability, listen thoughtfully, and bring out the best in the team. Nurse leader behavior directly impacts job satisfaction, morale, and employee performance which are critical factors to organizational success. Effective communication by leaders includes honesty, respect, good listening, and empathy, which impacts team effectiveness and outcomes and can create an environment of inclusiveness that supports team members to aid in their retention. 22 The leaders’ failure to address employee feelings and not win their respect leads to the failure of the manager, increases the stress of the team, and decreases organizational effectiveness. 15

Other themes in the literature include the use of acknowledgement and appreciation to help employees feel valued. Nurse leaders can find ways to coach, encourage, recognize, and support their staff and create an environment that reinforces the positive feelings that come from celebrating one another. It requires attention and consistent effort, but the effects are very impactful. Formal and informal acknowledgement serves to garner positive feelings within the work environment and can spread throughout the team.

Another important factor for job satisfaction is autonomy or job control, the ability of the individual to make decisions impacting their work. Staff who are permitted a sense of autonomy, and the perceived capacity to influence decisions at work, reported higher levels of personal accomplishment and lower rates of burnout. 11 Nurses need a work environment that offers respect and supports their scope of practice. Nurse managers can assist individuals to gain job control by ensuring adequate onboarding and orientation, ongoing training, and promoting an environment where questions and asking for help are encouraged and supported.

Organizations that offer opportunities for personal growth and professional development have a competitive advantage. Some individuals enjoy the bedside and want to remain there for their careers, yet they still want to learn, grow, and develop within that scope of practice and they want to be recognized and appreciated for their years of service. Other persons may want to advance in their roles and responsibilities. Nurse managers must take an interest in the individuals on their team, discover their desires for learning and growth, and identify their strengths so they can find ways to maximize them.

Healthy Work Environments Post-pandemic

Although the pandemic has shifted people’s attention to the self-care strategies implemented by individual employees, caring for employee well-being must include management strategies that support a healthy, safe work environment. The problems facing the health care workforce—burnout, stress, disengagement, and dissatisfaction—existed well before the pandemic and will continue to exist after it unless leaders change their approach to the work environment and how people behave within the workspace. Now is the time to envision a new work environment and to do things differently so that nurses, health care leaders, and workers at all levels can be productive, engaged, and thrive at work. By attending to the psychosocial work environment, health care can course correct for the factors troubling the health care workforce today and produce different outcomes—satisfaction, enjoyment, growth, joy, and meaning.

Julie Donley, EdD, MBA, BSN, RN, PCC, is an ICF professional certified coach, certified team coach, author, speaker, award-winning thought leader, adjunct professor, and prior executive nurse in behavioral health. She partners with established and aspiring leaders so they lead with confidence, communicate effectively, and create work environments that support the wellbeing and productivity of employees and create a fulfilling work experience. Visit her online at www.DrJulieDonley.com .

Job satisfaction among hospital nurses: A literature review

Affiliations.

1 Peking University School of Nursing, #38 Xueyuan Road, Hai Dian District, Beijing 100191, PR China. Electronic address: [email protected].
2 Peking University School of Nursing, #38 Xueyuan Road, Hai Dian District, Beijing 100191, PR China. Electronic address: [email protected].
3 King's College London, Florence Nightingale Faculty of Nursing, Midwifery and Palliative Care, James Clerk Maxwell Building, 57 Waterloo Road, London SE1 8WA, United Kingdom. Electronic address: [email protected].
PMID: 30928718
DOI: 10.1016/j.ijnurstu.2019.01.011

Background: Globally there are mounting concerns about nurses' job satisfaction because of its pivotal role in nurse turnover and the quality of care of patients.

Objectives: To identify a more comprehensive and extensive knowledge of the job satisfaction of qualified general nurses working in acute care hospitals and its associated factors drawing upon empirical literature published in the last five years.

Design: Literature review.

Data sources: A comprehensive electronic database search was conducted in PubMed (2012-2017), Web of Science (2012-2017), CINAHL (2012-2017), Embase (2012-2017), PsycINFO (2012-2017) and the Applied Social Sciences Index (2012-2017), CNKI (2012-2017), WanFang (2012-2017), SinoMed (2012-2017) and VIP (2012-2017) to retrieve relevant articles published in both English and Chinese between January 2012 and October 2017.

Review methods: Key terms and phrases associated with job satisfaction, occupational stress, professional commitment, role conflict and role ambiguity were utilized in the subject search in combination with nurses following guidelines for searching the OVID interface. The abstracts or full texts of research papers were reviewed prior to their inclusion in the review according to inclusion criteria and quality assessment using the Strobe guidelines.

Results: A total of 59 papers were included in this review. The impact of job satisfaction upon sickness absence, turnover intention, as well as the influencing factors of job satisfaction such as working shift and leadership, job performance, organizational commitment, effort and reward style has been identified in a number of research studies yielding equivocal findings. Job satisfaction of hospital nurses is closely related to work environment, structural empowerment, organizational commitment, professional commitment, job stress, patient satisfaction, patient-nurse ratios, social capital, evidence-based practice and ethnic background. Various mediating or moderating pathways have been identified with nurses' job satisfaction being mediated by various factors.

Conclusions: It is vital to increase nurses' job satisfaction because this has the potential both to improve patients' perceptions of care quality and ensure an adequate nursing workforce. The indirect relationships and predictors of job satisfaction contribute to a more comprehensive understanding of the complex phenomenon of job satisfaction, which in turn may aid the development of effective strategies to address the nursing shortage and increase the quality of patient care.

Keywords: Influencing factor; Job satisfaction; Mediator; Nurses; Predictor; Related factor.

Publication types

Job Satisfaction*
Nursing Staff, Hospital / psychology*
Personnel Turnover
Quality of Health Care

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Determinants of Job Satisfaction: A Review of Empirical Literature

Prof. Thomas Katua Ngui
Mar 16, 2023
Human resource management

Prof. Thomas Katua Ngui United States International University – Africa, KENYA

The commonly held opinion is that “a satisfied worker is a productive worker”. There is a reciprocal relationship between satisfaction and performance; this means that satisfaction causes performance and performance causes satisfaction. When an employee is satisfied with their job they commit their energies and effort towards achievement of organizational goals sometimes at the expense of their personal goals. The purpose of this study is to find out the factors that influence the level of job satisfaction among the workforce. Increased job satisfaction will motivate employees to achieve the organizational goals. A satisfied work force will create a pleasant atmosphere within the organization to perform well (Pushpakumari, 2008). Low job satisfaction could cause employees to move away from their jobs, search for new jobs, or change their existing jobs and careers. The degree of organizational loyalty of employee is higher when employee job satisfaction increased (Javed, Balouch & Hassan, 2014). It is therefore, very critical for organizations to approach their performance improvement goal from the employee job satisfaction point. For this to happen effectively, it is necessary for the managers to understand the factors that determine job satisfaction among employees. Studies have shown that job satisfaction is influenced by a variety of factors- both internal and external to the organization. This study sought to review literature on the factors that determine or influence job satisfaction. From the study it was found that job satisfaction is an outcome of different factors like pay, the work itself, job security, supervision, leadership styles, relationships with co-workers and opportunities for promotions. The findings of this study will help managers at all levels to play a key role in improving the levels of job satisfaction among employees within their jurisdictions. This in turn will lead to higher performance both at the individual, team and organizational levels.

Key Words: Job security, Job satisfaction; Performance

INTRODUCTION

With increased technological growth and globalization of markets the business environment has become very competitive and complex. This requires organizations to up their game in order to remain competitive and survive in the changed business environment. To succeed in this very turbulent market, most organizations have invested in acquisition of high quality resources that are valuable, unique, non- imitable and rare in order to sustain their competitiveness. Such resources include human, physical, technological and financial resources. Among the identified resources, the human resources have been found to be the best source of sustainable competitive advantage. The success of any organization depends on the satisfaction of its workforce (Mekonin & Teklu, 2021).

Every organization’s success indeed depends on employee satisfaction on job as their effort has been paid off ( Khaira, Afifah, Shariff & Sima, 2021) . Leaders today believe that impressive human resource is the power factor of an organization. This is because human resources are unique and cannot be copied. Human resource is an active resource which has emotions and can react differently to different situations. Human resource is considered as the most important asset which serves as the engine for providing a sustainable source of energy and service delivery in the organization (Muhammad & Wajidi, 2013). The importance of intellectual capital has increased to the point of being one of the most valuable assets that must be better understood in order to be developed (Ouedraogo & ALeclerc, 2013). This is largely because the human resource is an active resource that has the capability to activate other resources in pursuit of organizational goals/ objectives. It is also very unique and cannot be copied.

The millennium generation employees (millennials) have different expectations from the job environment compared to the expectations of the previous generation of workers. For this new generation of employees to be productive and to unleash their full potential, they should be satisfied with their job. This requires managers to be very cautious while dealing with the millennials and also to understand their needs/ expectations in order to fully benefit from their skills and knowledge. Job satisfaction is a result of employees’ perception of how well their job provides those things which are viewed as important (Ndulue & Ekechukwu, 2016). If the human resource or employees are happy and contended with the moves and actions of the employer, they do their best for the best of the organization (Khan, Nawaz, Aleem & Hamed, 2012). A satisfied work force will create a pleasant atmosphere within the organization to perform well (Pushpakumari, 2008).

There is a reciprocal relationship between satisfaction and performance; this means that satisfaction and performance influence each other. Increased job satisfaction will motivate employees to achieve the organizational goals. When employees perform well and achieve the organizational goals they are also likely to be motivated by the improved performance which in turn leads to higher job satisfaction. The factors that contribute to the positive morale and attitude also result in a higher degree of job satisfaction (Saranya, 2014). A highly satisfied work force is absolutely necessary for achieving a high level of performance in an organization. Satisfied workers tend to extend more effort to job performance, then work harder and better (Pushpakumari, 2008). Job satisfaction is an important factor for improving effectiveness and also a person’s satisfaction in a company. Job satisfaction is achieved from situations a person experience in his job, so factors such as management method, organization policy and structure, job conditions and type of relation with coworkers are important (Weiss, 2002).

Many studies have been done on the relationship between job satisfaction and performance, for example, Khan, Nawaz, Aleem and Hamed, (2012); Revenio Jr. (2016); Ndulue and Ekechukwu (2016) and Bakotic, (2016) have all done studies on this topic. However, due to the changing nature of the work environment as a result of advancement in technology and the changed expectation of the current millennial employee, this topic remains a topic of interest and requires continuous research in order to meet the psychological needs of the new category of employees whose expectations are quite different from those of the previous generation of workers. The purpose of this paper is to review literature on the factors that influence level of job satisfaction among the workforce and its effects on performance.

Job satisfaction

Job satisfaction is an affective or emotional response towards various facets of one’s job (Ndulue & Ekechukwu, 2016). Cranny, Smith and Stone (2014) defined job satisfaction as employees’ emotional state regarding the job, considering what they expected and what they actually got out of it. According to Willem, (2007) job satisfaction shows the relation between human expectations and advantages taken from job. Vroom (1964) as cited in Revenio Jr. (2016) defines job satisfaction as an “effective orientations on the part of the individuals towards work roles which they are presently occupying”. Job satisfaction is a positive emotional state that arises from the employee’s work or practical experience, and results in job satisfaction from the realization of the extent to which the employees work provides the things that he or she considers important (Hareem, 2013). According to Spector (1997) job satisfaction shows peoples emotion about their job generally or about some parts of it (i.e. organization, job, supervisory, coworkers, salary and income and promotions). Job satisfaction describes the positive or negative attitude of a person regarding his employment and work environment (Weiss, 2002; Greenberg, 2008). This could be both psychological as well as physiological factors (Revenio Jr., 2016).

Satisfaction is a complex and multifaceted concept (Revenio Jr., 2016) that is influenced by both internal and external environmental factors. Work environment is an important determinant of job satisfaction of employees (Herzberg, 1968; Spector, 2008). Existing literature and research results show that job satisfaction is influenced by a variety of factors- both internal and external to the organization. The organizations have a level of control over the internal factors, however, they have very limited or no control of the external environmental factors that influence job satisfaction. Different factors within the working environment such as wages, working hours, autonomy given to employees, organizational structure and communication between employees and management may affect job satisfaction (Lane, Esser, Holte, & Anne, 2010). Therefore, the organization should strive to improve on the factors that they have control over in order to increase the level of job satisfaction. At the same time they should try as much as possible to support those responsible for the external environment to improve it. This may call for initiatives that are similar to the existing public-private partnerships.

The results of a study by Dawal and Taha, (2015) showed that job and environmental factors are significantly related to job satisfaction. Job satisfaction is an outcome of different factors like pay, promotion, the work itself, supervision, relationships with co-workers and opportunities for promotions (Opkara, 2002). Ndulue and Ekechukwu, (2016) have also identified pay, the work itself, promotions, supervision, workgroup, and working conditions as the factors that influence job satisfaction. The level of job satisfaction is affected by intrinsic and extrinsic motivating factors, the quality of supervision, social relationships with work group and the degree to which individuals succeed or fail in their work (Armstrong, 2006).

Pay, the work itself, promotions, supervision, workgroup and working conditions have a great influence on the level of an employee’s satisfaction with the job (Luthans, 1985). According to Saranya, (2014) the important factors that contribute to the higher level of job satisfaction are challenging and responsible job, numerous promotional opportunities, impartial treatment by the management, creativity and innovative ideas of job security, attractive salary and perks, freedom in work situation, participative management and welfare facilities like medical, uniform, canteen etc. Smith, Kendall and Hullin (1969) expressed the five aspects that can be used to determine job satisfaction as; being satisfied from job (i.e. interesting tasks and opportunities for learning and training), being satisfied from supervisor (i.e. technical and managing abilities and their considerations about employees), being satisfied from coworkers (technical qualification and support they show), being satisfied from promotion (achieving real opportunity to advance), being satisfied from income (amount of income, its equality and way of paying to staff).

Other researchers who have investigated the factors that affect job satisfaction include Tabassum, Khan, Sherani, and Khan, (2016) who say that the major determinants of job satisfaction are basically nine facets which are pay, promotion, supervision, fringe benefits, contingent rewards, operating procedures, co-workers, nature of works and communication. Purcell, Kinnie, Hutchinson, Rayton, and Swart, (2003) also did a research and found that the key factors affecting job satisfaction were career opportunities, job influence, team work and job challenge. According to Revenio Jr. (2016) leadership style also has a great role in the employee’s level of job satisfaction. Brudney and Coundry (1993) have also explained different variables that influence performance of the employees in the organization. They included factors such as pay, organization commitment, relationship between pay and performance, etc. Working conditions have positive impact on job satisfaction (Guest, 2004; Silla, Gracia & Peiro, 2005). Job satisfaction is adversely affected by factors such as lack of promotion, working conditions, low job security and low level of autonomy (Guest, 2004; Silla et al., 2005).

It is essential for an organization to motivate their employees to work hard for achieving the organizational goals and objectives. According to Jerrell, Coggburn, Battaglio Jr., and Bradbury, (2014) how an organization manages conflict also has a bearing on employee job satisfaction.

Empirical Review

Various studies have been done on the factors affecting job satisfaction. Some of the factors researched about include job security, leadership/ supervision styles, salaries, promotion opportunities among others. Javed, Balouch and Hassan, (2014) did a study on the determinants of job satisfaction and its impact on employee performance and turnover intentions. The results of the study showed a significant positive association of employee empowerment, workplace environment, job loyalty and job performance with job satisfaction. The results show that employee empowerment has a significant positive relationship and it contributes more than 37% to job satisfaction. Therefore, when an employee is given autonomy in business decisions then his satisfaction level will rise. Furthermore, there was a significant negative relationship between job satisfaction and turnover intention. According to the result of the study, job satisfaction has a significant negative relationship with turnover intentions contributing more than 32% to turnover intentions. Whenever there is low level of employee satisfaction in any organization, the employees of that organization will intentionally leave that organization.

Cheginy, Isfahani, Mohseni, Khakian and Khosravizadeh (2014) did a study to investigate the factors influencing job satisfaction among hospital personnel. The results of the study showed that there is a significant relationship between job satisfaction and personnel’s perceptions about their work conditions, satisfaction with supervision, satisfaction with coworkers, satisfaction with work nature and satisfaction with salary and advantage. Rukh, Choundhary and Abbasi (2015) did a study on the analysis of factors affecting employee satisfaction in Pakistan. Research findings indicated the significant factors that affect the satisfaction level of employees as pay, promotion, relation with employees, relation with supervisor, work stress and job security. The results further showed that the median group differences existed between responses based on age, work experience, salary and designation (i.e. job position/rank) of employees. Job satisfaction was also positively and significantly associated with job related factors such as pay, promotion, relation with employees, relation with supervisor, work stress and job security. From the study they concluded that job satisfaction of employees was significantly affected by demographic, financial and non-financial factors. Employees who are older than 50 years, with greater experience, and in higher management positions were more satisfied with pay, promotion, work stress, work condition and working environment. The employees’ departments did not play any significant role in affecting satisfaction levels.

Viñas-Bardolet, Velazco and Torrent-Sellens (2013) did a study on the determinants of Job Satisfaction, the Role of Knowledge-based work: An illustration from Spain and found that job satisfaction, depends on worker attributes, financial and non-financial job characteristics. The results also show that net monthly income is a positive and highly significant variable in explaining job satisfaction. Evidence suggests that financial and non-financial (work organisation and work intensity) job dimensions are the most important determinants of knowledge-based workers satisfaction in Spain. Mosadegh Rad and De Moraes (2009) did a study to investigate the specific factors associated with job satisfaction and dissatisfaction in employees at the Isfahan University Hospitals (lUHs) in Isfahan, Iran. The study also focused on revealing homogeneous demographic characteristics that these employees exhibited, and which affect their satisfaction level. It was found that overall employees were moderately satisfied with their jobs, and more satisfied with the following aspects of their current work situation: supervision, job identity and co-workers. The lowest satisfaction scores were found for benefits, contingent rewards, communication, salaries, work conditions and promotion. Motivating factors included loyalty to employees, job security, good pay, good working conditions, tactful discipline, involvement, recognition and promotion.

Job security is a significant determinant of job satisfaction. Job security provides workers with a much-needed sense of structure (Woods, 2018). The effect of job security on worker job satisfaction is different depending on whether perceived job loss occurs (or not), whether job openings are scarce or whether job openings are plentiful (Artz & Kaya, 2014). In the results of their study Artz & Kaya (2014) showed that three measures of job security increase private sector worker job satisfaction, and reduce worker incentives to quit. Few workers quit when job openings are relatively scarce (during contractions) than when job openings are relatively plentiful (during expansions). People want to know their job is available for as long as they wish to hold it. When job security decreases, satisfaction and performance levels also take a hit. Results of a study by Reisel, Probst, Chia, Maloles and König, (2010) on the effects of job insecurity on job satisfaction, organizational citizenship behavior, deviant behavior, and negative emotions of employees show that job insecurity is negatively related to satisfaction and that job insecurity has both direct and indirect effects on work behaviors and emotions.

The work environment has also been researched in relation to job satisfaction. Raziq and Maulabakhsh, (2015) did a study on the Impact of Working Environment on Job Satisfaction and found a positive relationship between working environment and employee job satisfaction. Their study concluded that the businesses need to realize the importance of good working environment for maximizing the level of job satisfaction. Other results have also shown that there is a positive link between work environment and intrinsic aspect of the job satisfaction. According to Javed, Balouch, and Hassan, (2014) work place environment has a positive relation with job satisfaction and it contributes 16% to job satisfaction. Since it has a positive impact on job satisfaction so it shows that when an employee is given favorable and clean environment then his/her satisfaction level rises. Bakotic and Babic (2013) found that the workers who work under difficult working conditions, are dissatisfied through this work environment.

Promotions are also an important aspect of a worker’s career and life, affecting other facets of the work experience. With regard to promotions some studies have also been done by various researchers. Malik, Danish and Munir, (2012) did a study to determine the impact of pay and promotion on job satisfaction in higher education institutes of Pakistan and found that pay has significant influence on job satisfaction but the promotion has less influence and partially significant to the job satisfaction. Kosteas (2007) did a study on job Satisfaction and Promotions and found that promotions have a lasting, but diminishing impact on job satisfaction. Kosteas (2007) also find a strong, negative correlation between quits and both job satisfaction and promotion expectations. Promotion has a positive impact on job satisfaction (Nguyen et al., 2003; Teseema & Soeters, 2006). Khan and Mishra, (2013) also did a research on promotion as job satisfaction, a study on Colleges of Muscat, Sultanate Of Oman and the research findings indicate that academic teaching employees where satisfied with the promotion. There was a significant difference in the level of satisfaction. Analysis showed that promotion has a modest and positive effect on job satisfaction.

Mabaso and Dlamini (2017) did a study on the impact of compensation and benefits on job satisfaction and found a positive and significant effect of compensation on job satisfaction (p = 0.263). Moreover, they found that there was no significant effect between benefits and job satisfaction. Therefore, only compensation significantly predicted job satisfaction among academic staff. A study by Usman, Akbar and Ramzan (2013) on the effect of salary and stress on job satisfaction of teachers in District Sialkot, Pakistan found that from the two independent variables (salary and stress) only salary of the teachers was significantly affecting the job satisfaction of teachers. Financial rewards (salary) were found to significantly affect job satisfaction of teachers. Based on the findings of the study by Usman, Akbar and Ramzan (2013) it means that if employees are not given proper salary in time, they would be highly dissatisfied with their jobs and may ultimately start thinking of leaving the profession. This is due to the fact that cost of living is highly increasing in Pakistan. Other results of a study by Muhammed zia Ur Rehman, (2010) found that job satisfaction was significantly related with extrinsic rewards (salary and other benefits). Arian, Soleimani and Oghazian (2018) did a study on job satisfaction and the factors affecting satisfaction in nurse educators and found that there is a positive correlation between job satisfaction and promotion opportunities and that those professors with a high level of job satisfaction had a higher pay and salary. Job satisfaction of bank officers is significantly dependent upon compensation, promotion opportunities, rewards, relation with boss and coworkers. The study found that compensation is the main factor affecting job satisfaction, and it also has significant relationships with job involvement and promotion. Some evidence that workers who are dissatisfied with their bosses are more sensitive to their compensation in deciding on whether they are satisfied with their job was also established from the study.

An affable relationship between supervisor and employee leads to job satisfaction. According to the Essays, UK (November 2013) an amiable supervisor-employee relationship builds the employee’s morale, which makes him to feel affective about his job, especially when his efforts are recognized and rewarded. This brings him satisfaction in his job. Thus, the employee strives to achieve both organizational and personal goals.

A study by Nidadhavolu, Akhila, (2018) on the impact of leadership styles on employee job satisfaction and organizational commitment in the construction sector in India proved that an organization’s leadership style strongly influences employee job satisfaction and organizational commitment. The application of transformational leadership style leads to stronger job satisfaction. This finding established that leadership has a major influence on work outcome and job satisfaction in the company. The employees are most satisfied when they see their leaders possess both relation-oriented and task-oriented behaviors. The study also highlighted a laissez-faire leadership style is a consequence of job satisfaction. The findings show that the laissez-faire leadership style could result in low interpersonal relationships, resulting in weak employee job satisfaction and productivity levels. The research findings found that out of the three construction companies chosen for the study, the laissez-faire leadership style had a negative influence on job satisfaction and organizational commitment on the employees of two companies. Whereas, the transformational leadership style had a positive impact on the employees of one company. The study also discovered the negative influence of upper-management leadership style on employees has a negative influence on organization performance.

Saleem, (2015) did a study on the impact of leadership styles on job satisfaction and mediating role of perceived organizational politics. Research findings revealed that transformational leadership has a positive impact on job satisfaction and transactional leadership has a negative impact on job satisfaction. The findings also suggest that, perceived organizational politics partially mediate the relationship between both leadership styles and job satisfaction.

Sarwar, Mumtaz, Batool and Ikram, (2015) also did a study on the impact of leadership styles on job satisfaction and organizational commitment. This study tested the effects of both transactional and transformational leadership styles of supervisors/ managers on job satisfaction and organizational commitment of employees. Data was collected from the managers and employees working in IT research and development department in Pakistan. The results of the study revealed a positive effect of both transformational and transactional leadership on job satisfaction and organizational commitment, but this effect is more in case of transactional leadership.

Chien- Wen Tsai (2008) did a study on leadership style and employee’s job satisfaction in international tourist hotels. Through correlation analysis, this research found that employees are more satisfied under consideration-style-leadership than construction-style-leadership. After controlling for differences in salary, employees appear to prefer consideration-style-leadership. No matter what the leadership style is, employees’ job satisfaction does not relate towards their coworkers. Besides, employees have different perceptions on work, salary, and overall satisfaction depending on their education level and seniority.

Bulitia, Godrick (2006) did a survey of supervision styles and employee job satisfaction in commercial banks in Kenya. The findings of this study showed a high correlation between supervision styles and job satisfaction. All the correlated statements between supervision styles and job satisfaction had +1 correlation coefficient. This gave a perfect positive correlation meaning the two variables supervision styles and job satisfaction move together in the completely linear manner. However, based on the study results by Bulitia, Godrick (2006) there is need for line managers to improve the use of supervision styles and relationship with employee job satisfaction in Commercial banks in Kenya. For them to improve and succeed in their supervision styles there should be changes at the individual and organizational levels. At individual level improving line managers’ supervision styles, would involve basic education and specific job related training. They should also be encouraged to enhance their skills through continuous self-learning. At organizational level top management should provide appropriate reinforcements for line managers in learning about and improving their supervision styles (Bulitia, Godrick, 2006).

Ayodele, Ekemode and Kajimo-Shakantu (2020) investigated the job satisfaction levels of real estate firms’ employees and the relationship between employees’ personal and demographic characteristics and their job satisfaction levels. Data were analyzed using both descriptive and inferential statistical techniques. The result showed that financial consideration/personal accomplishment was the most important factor influencing employees’ level of satisfaction, followed by work environment skill variety/organizational culture, feedback/fairness, work passion and supervision/workload/work-life balance. The results of the analysis also showed that demographic factors such as age, marital status, academic qualification, management level, years spent under the current line manager, remuneration and number of firm branches had a significant relationship with job satisfaction.

Park (2020) did a study to investigate the direct effects of supervisor satisfaction, public service motivation, and job characteristics on job satisfaction and the indirect effects mediated by organizational commitment. The survey data used for the empirical analysis was collected from central government agencies in the Republic of Korea. The study found that all three factors indirectly affect job satisfaction through organizational commitment. Only job characteristics were found to directly affect job satisfaction (Park, 2020).

Another study done by Abdelmoula and Boudabbous (2021) with the aim of identifying the factors that affect the job satisfaction of professional accountants. The study examined the relative effects of intrinsic and extrinsic factors on job satisfaction among accounting professionals using the principal component analysis (PCA) and multiple regression methods of data analysis. The results of the study showed that three intrinsic factors, namely achievement, the work itself, recognition, along with four extrinsic ones, i.e., salary, relationship with supervisor and co-workers, working conditions, and the company policy, significantly affect the job satisfaction. However, promotion, growth and recognition do not have a significant effect on job satisfaction.

The study by Hussain and Diaz, (2021) identified factors affecting employee job satisfaction in the University of Karachi using a survey questionnaire data. The study found that a generous rewards and compensation packages lead to job satisfaction and are affected by promotion and job security. Good working relationship with co-workers also contributes to employee job satisfaction. The study also found that good working environment also contributes to employee motivation, and is influenced by better facilities, and training and development. Finally, good supervision provides motivation that enhances the quality of output and employee performance.

Jędrzejczak-Gas and Wyrwa (2020) conducted a study to analyze and evaluate environmental factors shaping job satisfaction in a company from the TSL industry. For the study the correlation between general job satisfaction and particular factors of job satisfaction was examined. The values of Spearman’s rank correlation coefficients and Kendall’s tau coefficients were also calculated. The results of the study show that the two most important factors necessary to achieve job satisfaction are access to information necessary for proper performance of work and independence in performing the entrusted tasks.

Okuwa (2019) examined the determinants of job satisfaction and job turnover intention of the workers of selected banks in Ibadan. Multiple sampling methods were used to select the sample (purposive sampling method was employed to select 12 banks that have the highest number of branches in Ibadan, while random sampling technique was used to select 20 respondents from each of the bank). The results showed that adequacy of salary, safety in work place, possibility of promotion, and interpersonal relations among the staff were the factors that enhanced job satisfaction. However, long working hours, job insecurity and conflicts between office and family schedules reduced the job satisfaction of the bankers.

Using an explanatory research design with a quantitative research approach Mekonin and Teklu (2021) did a study to investigate the determinants of employee job satisfaction in the case of kirkos sub-city of Addis Ababa city administration. The data for the study was collected using a structured close-ended questions from a sample of 310 randomly selected employees and was analyzed using inferential statistics with the aid of Statistical Packages for Social Scientists (SPSS) version 23.0. Multiple regression and ANOVA analysis techniques were also used to explain the nature and effects between employees’ job satisfaction and (Gender, Age, Academic level, Work experience, Work position, pay and benefit, working environment, promotion opportunity, relation with supervisors, trust in leadership). The study found that there is a significant effect with pay and benefit, working environment, Promotion opportunities, relation with supervisors, work experience, and trust in leadership to employees’ job satisfaction and regression analysis result indicated that 81.6% of the variation on the employees’ job satisfaction can be explained by the composite measure the independent variables.

Senek. et al. (2020) analyzed data from a cross-sectional mixed-methods survey to investigate the Determinants of nurse job dissatisfaction – findings from a cross-sectional survey analysis in the UK . Logistic regression analysis of the data was done in order to determine what impacts job dissatisfaction. The study found that nearly two-thirds of nurses were dissatisfied and demoralized.

Monica, Devi and Mohapatra (2020) did a study on Determinants of Job Satisfaction. Using a sample of 150 respondents and data collected using questionnaire method the study examined whether job characteristics (JC) and individual characteristics (IC) have an effect on worker’s job satisfaction (JS). The result suggest that job characteristics and self-efficacy are significant predictors of job satisfaction (JS).

Khaira, Afifah; Shariff, and Sima, (2021) did a study on the determinants of employee job satisfaction in Malaysia . This study aimed to determine demographic factors (gender and living areas), education and skills, work environment and compensation as the determinants of employee job satisfaction. Data collected from 132 employees from various sectors in Malaysia was analyzed using Pearson’s correlation and the Ordinal Logistic Regression. From the study it was concluded that living area, education qualification and skills and compensation are significant and considered important factors to meet their job satisfaction compared to gender and work environment.

Ranatunga, (2020) did a study to identify the relationship between pay, promotion, supervision, co-workers and work itself of job satisfaction and job performance among employees in classified hotels. A structured questionnaire was used to collect data from 150 non–executive employees selected using the convenience sampling method. Frequencies, univariate analysis, Pearson’s correlation, T-test and multiple regression analysis as well as multivariate analysis were used in the study. The study concluded that there is a significant positive relationship between selected factors of job satisfaction and job performance. The results of the correlation coefficient showed that pay, promotion, co-workers, supervision, work itself has a significant positive relationship with job performance and it emphasized that pay and co-workers have a strong relationship with job performance. According to the multiple regression analysis, the model was strongly fitted to the data and 40.6% variance of job performance was explained by pay, promotion, co-workers, supervision and work itself of job satisfaction.

Parveen, Maimani, and Kassim (2016) did a study to examine the effects of demographic characteristics on the QWL dimensions and satisfaction, and the relationships between the QWL dimensions and satisfaction, and between satisfaction and retention among nurses and other health care professionals Saudi Arabia. A sample of 360 nurses and other health care professionals was collected in Jeddah, in Saudi Arabia and the data collected was analysed using multivariate analysis of variance and structural equation modeling were used to test the hypotheses. The results of the study show that there is a significant difference between demographic and QWL dimensions and satisfaction. Satisfaction with personal growth and salary package were found to have significant positive impacts on overall retention.

Jigme, and Namgyal, (2021) did a study to determine the relationship between the determinants of job satisfaction such as work environment, pay and allowances, promotion, training and development, and job satisfaction in the Bhutanese context. Data from a sample of 76 civil servants were collected through a questionnaire survey and Google form and analyzed using SPSS 23. The Pearson correlation analysis was performed to find out the relationship between the independent variables (determinants of job satisfaction) and a dependent variable (job satisfaction). Linear regression and multiple regression analysis were also performed to understand the strength and types of relationship. The results of Pearson correlation and regression analysis indicate that the work environment (rp = 0.603, p < 0.01, R 2 = 0.364, B = 0.460), and training and development (rp = 0.583, p < 0.01, R 2 = 0.340, B = 0.383) have strong significant positive relationships with job satisfaction. However, other determinants such as pay and allowances (rp = 0.436, p < 0.01, R 2 = 0.190, B = 0.283) and promotion (rp = 0.395, p < 0.01, R 2 = 0.156, B = 0.288) have moderate relationships with job satisfaction. The result for multiple regression analysis shows that all the determinants have a strong correlation (R = 0.624, R 2 = 0.481, p < 0.01) with job satisfaction and these determinants determine 48.1 percent of the total satisfaction level perceived by the employee. The findings indicate that the work environment is the strongest predictor of job satisfaction as compared to other determinants.

Mensah, Amrago, Asare, Yeboah and Donkor (2020) did a study to investigate the factors affecting job satisfaction amongst workers of the poultry sub-sector: a test of equity theory in the Dormaa Municipality in the Bono Region of Ghana. The multistage sampling technique was employed in collecting data from 100 poultry workers with the aid of a structured questionnaire. The logit model was employed in modeling the factors affecting job satisfaction. The empirical findings reveal that occupational level, pay, and relationships with co-workers were the statistically significant determinants of job satisfaction.

Subarto, Solihin, and Qurbani, (2021) did a study on the determinants of job satisfaction and its implications for the lecturers performance. The purpose of the study was to examine the positive effects of leadership style, work environment, and organizational climate on lecturer performance through Pamulang University’s job satisfaction. The quantitative research method was used and data was collected using survey questionnaires distributed to a sample of 135 respondents selected using a proportional random sampling. Statistical analysis was done using the partial least squares (PLS). From the results of the analysis it was found that leadership style, work environment, and organizational climate have an impact on job satisfaction. Leadership style, work environment, and organizational atmosphere also affect the performance of lecturers. Job satisfaction affects the performance of lecturers and can mediate the influence of leadership style, work environment, and organizational climate on lecturer performance.

From this study it is concluded that the factors that contribute to the positive morale and attitude also result in a higher degree of job satisfaction (Saranya, 2014). The review has shown that the major determinants of job satisfaction are basically nine facets which are pay, promotion, supervision, fringe benefits, contingent rewards, operating procedures, co-workers, nature of works and communication. Job Satisfaction is thus derived from and is the result of many interrelated factors which cannot be completely isolated from one another for analytical purposes. Job Satisfaction is the essential component for employee motivation and encouragement towards better performance (Vroom, 1964). A highly satisfied work force is absolutely necessary for achieving a high level of performance in an organization. Satisfied employees are more likely to be friendly and responsive which attracts customers while dissatisfied employees can lead to customer dissatisfaction (Mahmud, Hasan, and Asif, 2014). It is therefore necessary for organizations to ensure that the above determinants are provided at the required levels to ensure optimum satisfaction of employees. Of all the major job satisfaction areas, satisfaction with the nature of the work itself—which includes job challenge, autonomy, variety, and scope—best predicts overall job satisfaction, as well as other important outcomes like employee retention (Fried & Ferris, 1987; Parisi & Weiner, 1999 as quoted in Ram, (2013).

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Leveraging Human Resource Information Systems and Artificial Intelligence in Predicting Employee Satisfaction

First Online: 22 May 2024

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Mohammad H. Allaymoun 3 ,
Tamer Alkadash 3 ,
Samer Shorman 4 &
Moufaq Yousef 5

Part of the book series: Studies in Systems, Decision and Control ((SSDC,volume 524))

This paper examines the use of human resource information systems (HRIS) and artificial intelligence (AI) in predicting employee satisfaction. The literature review identifies variables that can be used to measure employee satisfaction and their corresponding measurement methods, including absences, complaints, delays in working hours, completing tasks, and managers’ feedback. The Mixed methodology approach referred for this, a quantitative approach, and the study uses a qualitative approach to gather data on HR information system integration and AI-based employee satisfaction prediction in HR decision-making processes. The study adheres to ethical guidelines and principles, and the data collection process involves both primary and secondary data sources. The results of the study indicate that the J48 decision tree algorithm achieved a 72.92% accuracy rate in predicting employee satisfaction based on several attributes. The J48 pruned tree model had 12 nodes and 7 leaves, with absences being the root node. The study concludes that further research is needed to validate the model’s performance on larger datasets and with additional attributes.

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Allaymoun, M.H., Alkadash, T., Shorman, S., Yousef, M. (2024). Leveraging Human Resource Information Systems and Artificial Intelligence in Predicting Employee Satisfaction. In: Awwad, B. (eds) The AI Revolution: Driving Business Innovation and Research. Studies in Systems, Decision and Control, vol 524. Springer, Cham. https://doi.org/10.1007/978-3-031-54379-1_41

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Systematic Literature Review of Job Satisfaction: an Overview and Bibliometric Analysis
Abstract and Figures. Job satisfaction is the main variable that must be considered in managing human resource practices. Job satisfaction discusses the extent to which employees are satisfied or ...
PDF Job Satisfaction: a Literature Review
JOB SATISFACTION: A LITERATURE REVIEW MANAGEMENT RESEARCH AND PRACTICE VOL. 3 ISSUE 4 (2011) PP: 77-86 78 Management Research and Practice Volume 3, Issue 4 / December 2011 ISSN 2067- 2462 mrp.ase.ro the extent to wich people like ore dislike their job. Thatswhy job satisfaction and job disstatisfaction can appear in any givern work situation.
Work Values and Job Satisfaction: The Mediating Role of Basic
Work values are frequently examined to understand career behavior. They are defined as beliefs specific to the career context that serve as criteria or goals for assessing jobs and work environments (Ros et al., 1999).Work values are a central aspect of several career development theories, such as the theory of work adjustment (Dawis & Lofquist, 1984), Super's life-space, life-span theory ...
Exploring Determinants of Job Satisfaction: A Comparison Between Survey
Having explored the factors influencing job satisfaction on the basis of the two-factor theory (Herzberg et al., 1959), previous studies have mainly used survey analyses through interviews or questionnaires (Alrawahi et al., 2020; Lo et al., 2016; Matei & Abrudan, 2016; Sanjeev & Surya, 2016).However, these types of methodologies using survey data pose the risk of incorporating the researcher ...
PDF Job Satisfaction: A Literature Review
Job Satisfaction: A Literature Review EriaMuwanguzi School of Education, Humanities and Social Sciences, Bugema University Abstract When an employee is satisfied with the job, then such an employee will be more productive and creative and is more likely to be retained by the organization. Some job satisfaction theoretical frameworks and models are
[Pdf] Systematic Literature Review of Job Satisfaction: an Overview and
Job satisfaction is the main variable that must be considered in managing human resource practices. Job satisfaction discusses the extent to which employees are satisfied or dissatisfied with their jobs are caused by several factors that motivate them. This study aims to dig deeper into job satisfaction variable. In achieving this goal, the researchers used a systematic review using PRISMA ...
Career Satisfaction and Its Determinants
Career satisfaction is an important issue that directly affects a person's productivity and quality of life, and has been defined in many ways. There are many factors influencing on career satisfaction. The determinants of career satisfaction are broad - and one determinant cannot outweigh the other. Investigating these factors through ...
Job Satisfaction: A Literature Review
Job Satisfaction: A Literature Review. When an employee is satisfied with the job, then such an employee will be more productive and creative and is more likely to be retained by the organization. Some job satisfaction theoretical frameworks and models are available to that effect namely; Herzbergs' Two Factor Theory, Adams Equity Theory, and ...
(Open Access) Systematic literature review of job satisfaction: an
The current state of research on job satisfaction is discussed in the paper, which includes a systematic literature review and bibliometric analysis of articles published from 2017 to 2022. The study identified four categories related to job satisfaction: leadership, salary, organizational commitment, and job stress.
Full article: The job satisfaction level analysis for the research
Literature review. Job satisfaction is defined as an individual's positive emotional state with regard to his or her job and work environment (Bartlett, Citation 2000; Filiz, Citation 2014). Its characteristics are as follows. First, its level differs from individual to individual. Second, its effect differs from individual to individual.
Satisfied and High Performing? A Meta-Analysis and Systematic Review of
Ultimately, teachers' job satisfaction likely relates to students' academic development through high-quality teacher-student interactions (Allen et al., 2013; Jennings & Greenberg, 2009), the transfer of positive affect in class (Hatfield et al., 1993), and less teacher absenteeism.However, as students' motivation and achievement are more distal to teachers' well-being, less pronounced ...
(PDF) Job Satisfaction: A Literature Review
Download Free PDF. View PDF. A Review of Job Satisfaction. John Salvador. Job satisfaction, as an academic concept, has aroused wide attentions from the fields of management, social psychology, and practical operations in recent years. This paper reviews more than a decade of researches on the antecedents and outcomes of job satisfaction.
The Impact of Work Environment on Job Satisfaction
A literature review conducted pre-COVID on work environment and job satisfaction revealed several factors that support a healthy work environment. Nurse leaders can use this information to inform decisions that will shape the future of health care today by creating work environments that support staff well-being and increase employee engagement ...
Satisfied and high performing? A meta-analysis and systematic review of
Job satisfaction has long been discussed as an important factor determining individual behavior at work. To what extent this relationship is also evident in the teaching profession is especially relevant given the manifold job tasks and tremendous responsibility teachers bear for the development of their students. From a theoretical perspective, teachers' job satisfaction should be ...
JOB SATISFACTION: A LITERATURE REVIEW
JOB SATISFACTION: A LITERATURE REVIEW. Job satisfaction represents one of the most complex areas facing today's managers when it comes to managing their employees. Many studies have demonstrated an unusually large impact on the job satisfaction on the motivation of workers, while the level of motivation has an impact on productivity, and ...
Job satisfaction among hospital nurses: A literature review
Design: Literature review. Data ... Results: A total of 59 papers were included in this review. The impact of job satisfaction upon sickness absence, turnover intention, as well as the influencing factors of job satisfaction such as working shift and leadership, job performance, organizational commitment, effort and reward style has been ...
Career Change: Systematic Literature Review and Future ...
Most of the studies show that decreased career satisfaction, job insecurity, employee burnout, career plateau, career stability, work-life conflict, etc., are the main causes of employees' career change in the organisation. Based on the previous literature carried out on a career change, in this study, a detailed systematic literature review ...
Determinants of Job Satisfaction: A Review of Empirical Literature
The purpose of this paper is to review literature on the factors that influence level of job satisfaction among the workforce and its effects on performance. ... Coggburn, Battaglio Jr., and Bradbury, (2014) how an organization manages conflict also has a bearing on employee job satisfaction. Empirical Review. Various studies have been done on ...
PDF Job Satisfaction: Knowledge, Attitudes, and Practices Analysis in a
The aim of this study is to analyze simultaneously knowledge, attitudes, and practices toward job satisfaction in a general population in a large metropolitan area. The data acquired from 1043 questionnaires—administered to subjects with an average age of 35.24 years—revealed that only 30% is satisfied by his job.
PDF CHAPTER 2 LITERATURE REVIEW
LITERATURE REVIEW 2.1 INTRODUCTION Job satisfaction is one of the most widely studied subjects in the management field (Loi and Yang, 2009), as it is considered as one of the determinants of the quality of the ... job satisfaction and formed the basis of the modern motivation theories. 2.5 THE MAJOR MANAGEMENT SCHOOL OF THOUGHTS
Factors Influencing Job Satisfaction in Hospitality Industry
The study sought to examine and compare the importance of the seven factors (see the section "Literature Review") for overall job satisfaction. A correlation study was conducted in the natural environment of the organization, with minimum interference by the researcher in the normal flow of work (Sekaran, 2003). The setting was not ...
Leveraging Human Resource Information Systems and Artificial ...
Employee satisfaction is a critical aspect of any organization's success, as it directly impacts employee retention, productivity, and overall performance [].Traditional methods of measuring employee satisfaction through surveys and feedback mechanisms can be time-consuming, subjective, and may not always yield accurate results [1,2,3].With the advancement of technology, human resource ...
Employee Motivation in Contemporary Academic Literature: A Narrative
Using the correct type of motivation is pivotal in triggering employees' affirmative work attitudes, such as work performance, job satisfaction, or voluntary retention, ultimately leading to increasing the organization's overall efficiency. Despite the ongoing academic debate, academics provide practitioners with mixed results on which motivation factors are relevant for targeted employee ...