Job satisfaction has been described as the general attitude of an employee towards their work or some aspects of the work they do on a regular basis. It is the general feeling workers have towards their occupations(Hoboubi, Choobineh, Ghanavati, Keshavarzi, & Hosseini, 2017).According to Hoboubi et al.(2017), these attitudes influence the effort the employee puts in his/her job on a daily basis. If such employee attitudes are not favorable to the job, work environment, and the organization in general, then the employee is considered as experiencing dissatisfaction.
Job dissatisfaction causes varied reactions among workers, and these reactions often reflect the attitudes such workers hold toward the employing organizations. At a personal level, the position taken in regards to job dissatisfaction is loyalty; the passive reaction to issues that cause dissatisfaction in the workplace. Taking this position was as a result of several considerations. For one, there was the acknowledgment that my organization experiences labor issues that a majority of other organizations go through in their daily operations in the context of the current economic environment. In this regard, exit, neglect or voice did not offer options which take into account the economic realities modern organizations face. In other words, taking a passive position does not imply lack of ambition, but a recognition that time is needed to address issues based on what is best for the future of the organization.
Another factor for the passive expression of dissatisfaction is the fact the issues causing the dissatisfaction relates to personal career and not a failure by the employer to offer standard terms of engagement such as job security and remuneration. This means that there is a modicum of satisfaction which results from the favorable general working conditions of the organization. As theorized by Fredrick Herzberg, factors such as job security, pay, employee relations, physical working conditions, and status, among others, make a vital contribution to employee motivation in an organizational setup. Herzberg further proposed that factors such as recognition and growth of opportunities offer real motivation to workers. A motivated workforce is more likely to deliver a superior performance (Miner, 2007). Herzbergs propositions are relevant to the current situation in the sense that, whereas individual growth is crucial for one to actualize their aspirations, it is important to recognize that the realization of such goals may not be entirely a preserve of the employers. In other words, employees need to make their aspirations known for any favorable decisions to be made by their employers.
Furthermore, the motivation for the passive reaction to working conditions is that the leadership style practiced my managers at the organization offers some optimism regarding the ability of the organization to help its employees fulfill their aspirations. For instance, the culture of the organization is often characterized by employee engagement. This management practice allows workers to offer their views on matters relating to their jobs, especially on the challenges that they face in their daily discharge of their duties. Also, a working environment in which the organization allows managers to reach out to employees and make consultations in matters relating to work conditions was a major factor for taking a passive stance. Despite the fact these conditions may not satisfactory to personal ambition, they provide the space that could be exploited in the near future in order to actualize such aspirations.
Hoboubi, N., Choobineh, A., Kamari Ghanavati, F., Keshavarzi, S., & Akbar Hosseini, A. (2017). The Impact of Job Stress and Job Satisfaction on Workforce Productivity in an Iranian Petrochemical Industry. Safety and Health at Work, 8(1), 67-71. doi:10.1016/j.shaw.2016.07.002
Miner, J. B. (2007). Organizational behavior 1: Essential theories of motivation and leadership. New Delhi: Prentice-Hall of India Private.
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