Celica M.

Galicia
Management 2 8:30- 9:30 MWF
Outcomes of
Job Satisfation
and
Dissatisfaction


Authors

Title of
Research


Result

Sources/
Journal


Remarks



Job
Satisfaction

and

Job
Performance


Lynn
McFarlane
Shore
(Georgia
State
University)

Harry J.
Martin
(Cleveland
State
University)

Job
Satisfaction
and
Organization
al
Commitment
in Relation to
work
Performance
and Turnover
Intentions
The purpose of this study is to
examine the differential relationship
of job satisfaction to the important
variable: job performance. A self-
report mail questionnaire was
completed by two samples. The first
sample (94 professionals) in
midwestern hospital ans second
sample (85 tellers) in midwestern
bank. The results showed that job
satisfaction was related more
strongly with supervisory ratings of
performance in both professions.

Human
Relations,
Volume
42, No. 7,
1989, pp.
625-638
Job Performance has a direct
relationship with Job satisfaction.
Satisfied workers are more likely to
perform well and are productive
workers. If an individual is
dissatisfied, he/she tends to be less
productive and affected with the
quality of working life and job
performances. In satisfactory
working conditions, an employee is
to be motivated to do/ perform
his/her job well. Productivity of an
individual contributes to the overall
productivity of the organization.

Job
Satisfaction

And


Organizational
Citizenship
Behavior
(OCB)

Thomas
Bateman
( Texas
A&M
University)

Dennis W.
Morgan
(Indiana
University)


Job
Satisfaction
and the Good
Soldier: The
Relationship
Between
Affect and the
Employee
Citizenship
A measure of wide array of
employee activities on the job was
completed by employees supervisor
at two points in time; employees
repoted their own job satisfaction
via the Job Descriptive Index.
Implications of relationships much
higher than typically found in job
satisfaction- performance. It noted
the significant role of OCBs
behaviors wherein employees
behavior that go beyond specified
job requirements in promoting
positive outcomes for organization.

Academy
of
Managem
ent
Journal ,
1983, Vol.
26, No. 4,
pp. 587-
595

Job satisfaction is correlated with
organizational citizenship behavior
(OCBs). OCB promotes the effective
functioning of the organization.
Employees who tends to share ideas
with co-workers or belonging to
outside groups to benefit the
organization are satisfied employees.
Satisfied Employees are helpful, has
constructive behavior directed to
organization, and contribute
positively to the organization while
dissatisfied ones does not.
Outcomes of
Job Satisfation
and
Dissatisfaction
Authors Title of
Research
Result Sources/
Journal
Remarks



Job
Satisfaction

and

Customer
Satisfaction

Isaiah O.
Ugboro

Kofi Obeng

Schoolof
Business
and
Economics,
North
Carolina
A&T
University,
Greensboro
, NC 27411,
USA

Top
Management
leadership,
employee
empowermen
t, job
satisfaction,
and customer
satisfaction in
TQM
organizations
: A empirical
study
800-mailed questionnaire, 300
responses was obtained. This
surveyed organizations that have
adopted TQM to determine the
relationship between job satisfaction
and customer satisfaction. The result
reveals a positive correlation
between job satisfaction and
customer satisfaction. Management
leadership and commitment to the
TQM goal of customer satisfaction by
creating an organizational climate
that emphasizes total quality and
customer satisfaction facilitate
employee empowerment and
improved levels of job satisfaction.

Journal of
Quality
Managem
ent,
Vol.5,pp.
247- 272
(2000)

Employee satisfaction is directed to
positive customer outcomes. Those
employees that are satisfied are
likely to interact well with
customers. Successful organization
communicates customer satisfaction
through a satisfied employee. Job
satisfaction exerts positive influence
to customer satisfaction. If an
employee is satisfied, he/she
becomes customer- oriented
employee who delivers and reflects
their desire to make customer
special and desire the perform the
service successfully.

Job
Satisfaction

and

Absenteeism

Obasan,
Kehinde A.

(Departme
nt of
Business
Administrat
ion, Olabisi
Olabanjo
University,
Nigeria)

Impact of Job
Satisfaction
on
Absenteeism
: ACorrelative
Stdy

Seven intrinsic sources of job
satisfaction to absenteeism are
considered and based on the date
obtained from thefield survey. This
showed that 88% of the respondents
agreed if job is highly motivating,
employees are more likely to be
satisfied with the job content and
deliver higher quality work, which in
turn could lead to lower rates of
absenteeism.
The result obtained reveals that
there is linkage between employee
absenteeism and job satisfaction.

European
Journal of
Humaniti
es and
Social
Sciences,
Vol. 1, No.
1 (2004)

The absenteeism of workers in an
organization is caused by lots of
factors that in most cases are due to
the dissatisfaction of employees.
Satisfied employees tends to absent
less often and such an employee
makes positive contributions to the
organization than an employee that
is not satisfied. Also unsatisfied
employees tend to quit more often or
absent more frequently and produce
lower-quality work. Satisfied
employees are motivated to e more
present and punctual in their work.
Outcomes of
Job Satisfation
and
Dissatisfaction

Authors

Title of
Research

Result

Sources/
Journal

Remarks



Job
Satisfaction

And

Turnover

Lynn
McFarlane
Shore
(Georgia
State
University)

Harry J.
Martin
(Cleveland
State
University)

Job
Satisfaction
and
Organization
al
Commitment
in Relation to
work
Performance
and Turnover
Intentions
The differential associations that job
satisfaction have with turnover
intentions were studied in sample
bank tellers and hospital
professionals. Results showed that
job satisfaction was strongly related
with turnover intentions for tellers
but not with hospital professionals.
The findings suggest that global
organizational attitudes are closely
associated with organization-
related outcomes like turnover
intentions.

Human
Relations,
Volume
42, No. 7,
1989, pp.
625-638

The exit of low performing employee
is beneficial to an organization,
however, the exit of important and
valuable employees is a loss.
Satisfied employees have a greater
tendency to stay, and contribute to
an organizations competitive
advantage and productivity. Job
dissatisfaction is more likely to
translate into turnover.

Job
Satisfaction

and

Workplace
Deviance

WILLIAM
D. REISEL,
TAHIRA M.
PROBST,
SWEE-LIM
CHIA,
CESAR M.
MALOLES,
III,
CORNELIUS
J. KNIG
(Tobin
College of
Business
Administrat
ion,Staten
Island, NY )

The Effects of
Job Insecurity
on Job
Satisfaction,
Organization
al
Citizenship
Behavior,
Deviant
Behavior, and
Negative
Emotions of
Employees
320 U.S.managers responded to a
self-report electronic survey.
Behaviors and affective responses
occur because of job satisfaction.
Our rationale for this expectation is
grounded in exchange theories,
which hold that employees who
experience job satisfaction are likely
to reciprocate through behaviors
that contribute to the organization
and by contrast, perform behaviors
that detract from the organization
when they are dissatisfied. Job
dissatisfaction decreases the
performance of behaviors valued by
the organization and increase
behaviors that are
counterproductive to the
organization.

Internatio
nal
Studies of
Managem
ent and
Organizat
ion,
40(1), 74-
91.
(2010)
Dissatisfied employee tends to
act/do deviant behaviors that
violates significant organizational
norms and, in doing so, threatens the
well-being of the organization or its
members, or both .Dissatisfied
Employee may come to work late,
not working hard as you can, or
taking longer than permitted breaks.
Deviant behavior is discretionary
and counterproductive, can be a
reaction to employee perceptions of
injustice and/or dissatisfactions as
well as other factors. Employees
who perform deviant behavior are
retaliating against dissatisfying
conditions and unjust workplaces by
engaging in behavior that harms the
organization.