Theories of Job Satisfaction
Theories of Job Satisfaction: These theories are related to job satisfaction and then explore the linkage of compensation and employee satisfaction.
- Comparison Theory: This theory specifics that employees compare what their jobs should provide (e.g. promotions and compensation)to what they currently receive from their jobs. However simple need comparison theory is extended by also weighing the influence of certain employees characteristics (such as skills, training, and age) and ob characteristics (such as degree of responsibility and difficulty) > A simple interpretation of the comparison theory in relation to compensation is as follows:
- If the employee perceives that the compensation or compensation raise that should be received (A) is equal to the amount received (B), the employee will be satisfied or happy.
- If the employee perceives that the compensation or compensation raise that should be received (A) is grater than the amount received (B), the employee will be dissatisfaction or unhappy.
- If the employee perceives that the compensation or compensation raise that should be received (A) is smaller than the amount received (B); the employee will feel guilty, uncomfortable because if the perceived inequity.
§ Opponent process Theory: This theory assumes that Job attitudes emanate from a person’s physiological state. When an individual experience an extreme emotional state, central nervous system mechanisms attempt to bring him back to a state of emotional equilibrium or neutrality. In returning to neutrality the emotional state may even surpass equilibrium and progress to the opposite emotional state. Opponent process theory presents an intriguing explanation of why job attitudes change over time and why employee may become bored with jobs they once found satisfaction. It does not explain, why some are continually either very satisfied or dissatisfied with their jobs.
A simple interpretation of the opponent process theory of satisfaction in relation to compensation is as follows:
§ If the employee receives compensation in line with his perceived work efforts, then he shall be in a state of emotional equilibrium. In other words, employee shall b satisfied.
§ If the employee receives compensation above his perceived work efforts, then he shall be in a state of emotional disequilibrium and shall try to put in more efforts and improve ob performance to match perceived rewards with reward actually received.
High performance cycle theory: This theory is really an integration of work motivation and ob attitude theories. It uses the motivational framework of legal goal setting theory and predicts that high goals and high success expectations lead to high performance. High performance, in turn, procedures rewards, satisfaction and commitment to future goals. The theory also considers the influence the influence of personal and situational factors, such as ability and task complexity.
A simple interpretation of the high performance cycle theory in relation to compensation is as follows:
§ If the employee sets high performance goals and works hard towards achieving the performance expectations then success is likely to occur. With successful attainment of high performance goals, the compensation and other rewards received by the employee are high. This implies that such high performance employees are fully satisfied.
§ If the employee sets high performance goals and works hard towards achieving the performance objectives then success is likely to occur. However, if employee’s achievement are not adequately rewarded with fair compensation, then such an employee shall be dissatisfied and separation may result.