Introduction
Organizations have reciprocity mechanisms that govern the relationship that exists between job satisfaction and having a committed workforce. Job satisfaction has two salient features, namely, extrinsic satisfaction and intrinsic satisfaction. Intrinsic satisfaction is when an employee acquires pleasure from internal job factors (Soomro & Shah, 2019). The internal factors are recognition, the opportunity to develop advancements in terms of human capacity, and attaining self-proclaimed achievement.
I chose to have job satisfaction rather than organizational commitment because commitment means an employee lacks internal morale. It is more like being forced to attain a given goal that is not self-determined. At times employees can achieve the plans when they are committed, but it becomes easier to achieve the organization’s intent when they have job satisfaction. Lack of satisfaction in the workplace has made many employees look inefficient according to work ethics.
The extrinsic factor is also known as hygiene factors because it refers to interpersonal relations, growth opportunity, policy and administration, and social integration. When I work to attain satisfaction, the working environment will have the consistency desired in the workplace. Unlike organizational commitment, job satisfaction has the capability of making an organization have a higher productivity rate. Higher productivity translates to increased profits rate and loyalty from employees and customers. Organizational commitment can make an employee work towards attaining a set of organizational goals or missions.
Job satisfaction surpasses the company’s goals and mission since it aims to make the organization achieve the best it can in the market spectrum (Soomro & Shah, 2019). For instance, if employees are guided by organizational commitment, they will work strictly during working hours. The employee driven by job satisfaction will work extra hard to achieve the desired satisfaction.
Impact of Job Satisfaction on Work Performance
The living style of people depends on their jobs, and they must have utmost satisfaction. When employees are productive and successful, the organization becomes efficient and effective. A self-reliant organization courtesy of job satisfaction improves the economy of the countries within its jurisdiction. For example, workplace ethics enhance the art of having job satisfaction in my workplace, and over the years, my annual income has increased. When the company registers higher income, its shares rise, and it attracts more shareholders. A profitable company can also improve amenities within its area of jurisdiction due to its financial capabilities (Albalawi et al., 2019).
The economic model of the site improves because tax returns are increasing. The rate of self-reliance in such vicinity attracts more supportive amenities, such as banks, malls, medical centers, security service companies, and other social amenities.
Human resource is a core objective of having an efficient organization. When job satisfaction ethics govern the managerial docket, they enable the employees working in various departments to have a morale of effecting departmental goals (Albalawi et al., 2019). The organization I work in pays more salaries than other counterparts to allow the organization to attract the right people. Salary satisfaction can enhance job satisfaction because the workforce feels that they are not underpaid. When employees are underpaid, they work under organizational commitment as they look for other better-paying organizations to hire them. Having inner peace enables an individual to show their maximum potential for the posterity of an organization.
Motivational Theory
My organization uses the expectancy theory to motivate and improve work ethics. The expectancy theory features the management system performance and encourages the employees to reflect on their behavior in the organization. Workplace ethics depends on expectancy, instrumentality, and valence when motivating the employees (Chopra, 2019). Expectancy lays a belief for job satisfaction, instrumentality involves how the organization rewards employee performance, and valence focus on the value of positive rewards. Under the expectancy theory, the organization has motivated employees to add critical elements to their professional credentials to reach the desired performance.
The management has also incorporated mechanisms that encounter negativity and ensure employees have perennial goals to make the organization profitable. For instance, where I work, the administration can take employees to various seminars to polish their work ethics and get more insights about advanced areas in their area of jurisdiction. When they come back to the organization, they can exercise the latest trends. This enables them to have insights into technological advancements and get more add-on certificates. The add-on certificates make some employees make the organization competitive while they get better salaries.
Conclusion
Organizations are streamlining their missions and goals, but some forget that the type of employees they have plays a crucial role. Investing in the best workforce is essential in making the organization stay afloat. When hiring new employees, the organization should focus on people driven by job satisfaction rather than organizational commitment. Job satisfaction makes everyone in the workplace have self-motivation, and it enables them to have career growth. Job satisfaction can increase employee salaries, allow them to get rewards, and grow the geographical coverage of an organization due to increased productivity. Employers benefit from a job satisfaction-oriented workforce because such individuals help the company grow and attract the best individuals, enabling the organization to control attrition.
References
Albalawi, A., Naugton, S., Elayan, M., & Sleimi, M. (2019). Perceived organizational support, alternative job opportunity, organizational commitment, job satisfaction and turnover intention: A moderated-mediated model. Organizacija, 52(4), 310-324. Web.
Chopra, K. (2019). Indian shopper motivation to use artificial intelligence. International Journal of Retail & Distribution Management, 47(3), 331-347. Web.
Soomro, B., & Shah, N. (2019). Determining the impact of entrepreneurial orientation and organizational culture on job satisfaction, organizational commitment, and employee’s performance. South Asian Journal of Business Studies, 8(3), 266-282. Web.