Job Satisfaction and Employee Turnover

Author(s)

Dr. Masood Hassan , Anika , Ali Zain , Usama Malik , Arsalan Shiekh ,

Download Full PDF Pages: 108-119 | Views: 250 | Downloads: 60 | DOI: 10.5281/zenodo.6907308

Volume 11 - March 2022 (03)

Abstract

This study is all about the major aspects of job satisfaction. Every human being has some basic needs in his life that he has to fulfill. If a job is unable to make him fulfill those needs, he or she won’t be able to keep that job which will be non-satisfaction from the job. On the other hand, if a person gets the desired environment in a work place and also the job fulfills all his basic needs, the employee will show more retention, more dedication and more commitment while working in that organization. For effective job satisfaction it is necessary for the executives of can organization to fulfill the basic needs of their employees so that they may happily give their best to the business and contribute to the prosperity and growth of that organization. The staff should be given good salaries so that they may easily meet their daily expenses. In this study all these factors of job satisfaction has been analyzed and presented.

Keywords

Job satisfaction, Basic need, Environment, Good salaries.

References

Alleyne, T. S. (2016). Work Life Balance – What Balance? Frontiers in Pediatrics, 3. https://doi.org/10.3389/fped.2015.00102

Bipp, T. (2010). What do People Want from their Jobs? The Big Five, core self-evaluations and work motivation. International Journal of Selection and Assessment, 18(1), 28–39. https://doi.org/10.1111/j.1468-2389.2010.00486.x

Dang, C., Bigley, G. A., & Reynolds, S. J. (2015). Laboro Ergo Sum (I work therefore I am): The Effects of Jobs on Motivation and Well-Being. Academy of Management Proceedings, 2015(1), 12892. https://doi.org/10.5465/ambpp.2015.12892abstract

Dechawatanapaisal, D. (2018). Employee retention: the effects of internal branding and brand attitudes in sales organizations. Personnel Review, 47(3), 675–693. https://doi.org/10.1108/pr-06-2017-0193

Divakaruni, A., & Jones, H. (2021). Disclosure, Firm Growth, and the JOBS Act. SSRN Electronic Journal. https://doi.org/10.2139/ssrn.3845468

Dornstein, M., & Zoref, U. (1986). Motivation for Changing Jobs, Personal Background Characteristics and Perceived Opportunity. Relations Industrielles, 41(1), 91. https://doi.org/10.7202/050183ar

Dwiedienawati, D. (2020). Transformational Leadership, Communication Quality Influences to Perceived Organization Effectiveness and Employee Engagement and Employee Retention during the COVID-19 Pandemic. Journal of Advanced Research in Dynamical and Control Systems, 12(SP7), 773–787. https://doi.org/10.5373/jardcs/v12sp7/20202169

Figueroa, M. (2016). Work–Life Balance Does Not Mean an Equal Balance. Frontiers in Pediatrics, 4. https://doi.org/10.3389/fped.2016.00018

Gruneberg, M. M. (1979). Job satisfaction and job design. Understanding Job Satisfaction, 129-148. https://doi.org/10.1007/978-1-349-03952-4_7

Isaacs, D. (2016). Work-life balance. Journal of Paediatrics and Child Health, 52(1), 5–6 https://doi.org/10.1111/jpc.13110

Istyarini, W. (2019). Effect Work Discipline, Leadership and Motivation on Employee Performance. The International Journal of Business Review (the Jobs Review), 2(2), 159–166. https://doi.org/10.17509/tjr.v2i2.18515

Jinkins, D., & Morin, A. (2018). Job-to-job transitions, sorting, and wage growth. Labour Economics, 55, 300–327. https://doi.org/10.1016/j.labeco.2018.10.008

Kelly, A. (1970). Equity Issues in Work/Life Balance Programmes. Labour, Employment and Work in New Zealand. https://doi.org/10.26686/lew.v0i0.1045

Kinasih, A. W., Sugiyanta, S. -, & Nahar, M. -. (2021). The influence of Leadership Style and Work Motivation on Employee Performance at PT Sai Apparel Industries Semarang. JOBS (Jurnal of Business Studies), 6(2), 147.

Kumar, A. (2019). Did Tax Cuts and Jobs Act Create Jobs and Stimulate Growth? Early Evidence Using State-Level Variation in Tax Changes. SSRN Electronic Journal. https://doi.org/10.2139/ssrn.3513050

Luzio‐Lockett, A. (1995). Enhancing relationships within organizations an examination of a proactive approach to “bullying at work.” Employee Counselling Today, 7(1), 12–22. https://doi.org/10.1108/13665629510081520

Lyness, K. S., & Judiesch, M. K. (2013). Gender Egalitarianism and Work-Life Balance for Managers: Multisource Perspectives in 36 Countries. Applied Psychology, 63(1), 96–129. https://doi.org/10.1111/apps.12011

Mak, B. L., & Sockel, H. (2001). A confirmatory factor analysis of IS employee motivation and retention. Information & Management, 38(5), 265–276. https://doi.org/10.1016/s0378-7206(00)00055-0

Manolopoulos, D. (2017). An evaluation of employee motivation in the extended public sector in Greece. Employee Relations, 30(1), 63–85. https://doi.org/10.1108/01425450810835428

Němečková, I. (2012). Education as Employee Motivation and Retention Factor of the Companies Operating in the Czech Republic. Central European Business Review, 1(1), 33–37. https://doi.org/10.18267/j.cebr.6

Ngatat, E. T. (2012). How to Improve Jobs and Economic Growth in Africa. SSRN Electronic Journal. https://doi.org/10.2139/ssrn.2014808

Niessen, C., Weseler, D., & Kostova, P. (2016). When and why do individuals craft their jobs? The role of individual motivation and work characteristics for job crafting. Human Relations, 69(6), 1287–1313. https://doi.org/10.1177/0018726715610642

O’Brien-Smith, F., & Rigby, M. (2010). The work-life balance strategies of USDAW: mobilising collective voice. Industrial Relations Journal, 41(3), 206–217. https://doi.org/10.1111/j.1468-2338.2010.00564.x

Offor, E. (2018). The Future of Inclusive Green Growth and Creation of Decent Jobs in Developing Countries: Attracting Investments for Inclusive Green Growth and Creation of Decent Jobs. SSRN Electronic Journal. https://doi.org/10.2139/ssrn.3100140

Ong, H. L. C., & Jeyaraj, S. (2014). Work–Life Interventions. SAGE Open, 4(3), 215824401454428. https://doi.org/10.1177/2158244014544289

Ravenswood, K., & Harris, C. (2016). Doing Gender, Paying Low: Gender, Class and Work-Life Balance in Aged Care. Gender, Work & Organization, 23(6), 614–628. https://doi.org/10.1111/gwao.12149

Schlick, H. (1982). Discussion of “Work Force Motivation and Productivity on Large Jobs.” Journal of the Construction Division, 108(1), 185–185. https://doi.org/10.1061/jcceaz.0001023

Schröder, G., & Delors, J. (2013). Jobs, Democracy and Growth. New Perspectives Quarterly, 30(3), 24–26. https://doi.org/10.1111/npqu.11381

Scroggins, W. A. (2007). The Relationship Between Employee Fit Perceptions, Job Performance, and Retention: Implications of Perceived Fit. Employee Responsibilities and Rights Journal. https://doi.org/10.1007/s10672-007-9053-z

Sinha, R. (2020). Career development: An enabler for job satisfaction. Career Developmentand Job Satisfaction. https://doi.org/10.5772/

Spector, P. E. (2022). The nature of job satisfaction. Job Satisfaction, 1-12. https://doi.org/10.4324/9781003250616-1

Sullivan, J. J. (1989). Self Theories and Employee Motivation. Journal of Management, 15(2), 345–363. https://doi.org/10.1177/014920638901500210

Taylor, S. (2000). Occupational pensions and employee retention. Employee Relations, 22(3), 246–259. https://doi.org/10.1108/01425450010332523

Todd, P., & Binns, J. (2011). Work-life Balance: Is it Now a Problem for Management? Gender, Work & Organization, 20(3), 219–231. https://doi.org/10.1111/j.1468-0432.2011.00564.x

Tsvetochkina, I. A., & Baryshev, R. A. (2015). Effeciency Improvement of Employee Motivation In Budget Organizations. Statistics and Economics, 3, 132–137. https://doi.org/10.21686/2500-3925-2015-3-132-137

Wnuk, M. (2017). Organizational Conditioning of Job Satisfaction. A Model of Job Satisfaction. Contemporary Economics, 11(1), 31–44. https://doi.org/10.5709/ce.1897-9254.227

Cite this Article: