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Job Satisfaction
Introduction
In the current US job spectrum, job satisfaction, or rather employee satisfaction is an essential construct that determines the success of any firm. According to research, the rate at which employees are contented with their jobs regardless of whether they like them or not contributes significantly to the output of a firm (Judge et al. 356). Further, Judge et al. (356) indicate that job satisfaction may be evaluated at both global and facet level basing on affection, cognition, and behavioral responses of individuals towards their employments. It is worth noting that factors such as appreciation, communication, fringe benefits, conditions, and the nature of a job are critical determinants of employee contentment (Thompson and Phua 275-307). Studies, as Thompson and Phua (275-307) observe, have also linked employment policies, promotion opportunities, recognition, and security as aspects that immediate satisfaction. Business analysts contemplate and associate the right job satisfaction with increased firm productivity and high labor turnover (Judge et al. 356); therefore, recommend human resources professionals to implement policies that would ensure contentment.
Factors Contributing to Job Satisfaction
According to a report on employee job satisfaction and engagement conducted by the US Nation Business Research Institute (NBRI) (Lu et al.), for the first time in decades, the number of employees who affirmed their satisfaction in jobs rose to 88% in the US. The NBRI links this outcome with the improved business economy and the stabilized labor markets, which allowed workers to grab the best opportunities that were best in line with their skills and interests (Lu et al.). Researches indicate that other factors induce employee satisfaction, like keeping employees happy. Workforce happiness encompasses values of respect and trust that are enthralled in a safe working environment (Judge et al. 356). However, this is not the case exhibited in the film, ‘A League of their Own,’ where the protagonist Dottie Hinson feels that the team chaperone Jimmy Dugan is disrespectful (Brown, Hammer, and Currin 160-174). The movie reflects on the period of the Second World War, where all men were engaged in war, and the baseball team was on the verge of collapsing. Women players are selected, including Hinson, to hold the team in place. Dugan refers to the women baseball players as girls and not players and feels embarrassed coaching them (Brown, Hammer and Currin 160-174). The players feel de-motivated to continue practicing, and the team is almost falling apart when Dottie Hinson takes over. Therefore, (Tomaževič, Seljak, and Aristovnik), employees need to be accorded the respect they deserve for them to feel comfortable while working.
Furthermore, Thompson and Phua (275-307) reveal that a healthy working environment is a perfect construct to induce employee satisfaction. According to the National Business and Research Institute, workplaces should be free of discrimination, harassment, and immoral issues to foster contentment (Thompson and Phua 275-307). In light of this, the movie ‘A League of their Own’ exhibits an environment characterized by discrimination of the women players. According to Brown et al. (160-174), baseball has been considered men’s game and profession; therefore, the participation of women in the game was met by severe retentions. For instance, coach Jimmy Dugan says that “I am not coaching players but girls.” This statement is a clear depiction of the perception the society has on women baseball players (Brown et al. 160-174). More so, society holds to the fact that baseball is a men’s game; therefore, the participation of women is utterly unacceptable. Due to these conjured notions (Brown et al. 160-174), their skills and expertise are unrecognized, but their resilience to succeed holds them to stand up against this prejudice.
Additionally, Kampkötter (750-774) explores studies that eclecticize communication as a crucial determinant of contentment in any employment. It is worth noting that it is difficult for employees to perform well in a job; they perceive a lack of proper communication (Kampkötter 750-774). For instance, Dottie Hinson confesses to the coach, Jimmy Dugan, that it was getting too hard to cope with the situation. Hinson is worried that the continued complications may retardate their performance (Brown et al. 160-174). However, Dugan encourages her that it was supposed to be hard else everyone would be playing the game. Brown et al. (160-174) note that he insists that the hard is what makes the game great. This response averts the perception of Hinson towards difficulty, and an improvement is seen afterward. In this light, active communication needs to prevail between superiors and subordinates to ensure healthy relationships (Judge et al. 356). According to Tomaževič et al., this allows employees to communicate various issues about their jobs hence ensuring rectification is done timely. Conversely, Tomaževič et al. insist that instances, where superiors exhibit antisocial and are unwilling to communicate with their subordinates, may alter feedback and consequently create low job satisfaction.
Conclusion
Job satisfaction is correlated to performance. Therefore, organizations should note the tenacity of satisfaction on job productivity. Inducing factors such as employee happiness, job security, communication should be employed to rationalize the extent of contentment and may result in increased labor turnover. Also, aspects such as a healthy working environment, and attributes such as respect and trust accorded to employees invoke their satisfaction. Among the benefits of employee satisfaction is loyalty, which enables the firms to retain proficient and competent workers and high productivity, which reflects the ultimate success for the firm. On the other hand, poor communication, disrespect, and cases of discrimination contribute to low job satisfaction and consequently lead to decreased labor turnover. Thus, it is empirical for businesses to adopt lucrative measures, especially in the human resources department, that would help them ensure high job satisfaction.
Work Cited
Brown, Colton, Tonya Hammer, and Joseph M. Currin. “Girls Can’t Play Ball”: Feminist Counseling Using A League of Their Own.” Journal of Creativity in Mental Health 12.1 (2017): 160-164.
Judge, Timothy A., et al. “Job attitudes, job satisfaction, and job affect: A century of continuity and change.” Journal of Applied Psychology 102.3 (2017): 356.
Kampkötter, Patrick. “Performance appraisals and job satisfaction.” The International Journal of Human Resource Management 28.5 (2017): 750-774.
Lu, Lu, et al. “Work engagement, job satisfaction, and turnover intentions.” International Journal of Contemporary Hospitality Management (2016).
Thompson, Edmund R., and Florence TT Phua. “A brief index of affective job satisfaction.” Group & Organization Management 37.3 (2012): 275-307.
Tomaževič, Nina, Janko Seljak, and Aleksander Aristovnik. “Factors influencing employee satisfaction in the police service: the case of Slovenia.” Personnel review (2014).