Theoretical study of the problem, job satisfaction. What determines job satisfaction

Attitudes related to employee job satisfaction and company loyalty are of particular interest to organizational behavior theory and management practice. by human resourses. While the attitudes discussed above had direct consequences, the discussion of job satisfaction focuses on employees' attitudes towards their work, and the discussion of organizational loyalty focuses on attitudes towards the organization as a whole. Let us first consider the more widely accepted concept of job satisfaction. In what follows, we will focus on the devotion to the organization as a setting, which has begun to attract the attention of researchers only recently.

What is job satisfaction?

Job satisfaction is the result of employees' own perceptions of how well their job delivers on things that are important to them. In the field of organization

job satisfaction is considered to be the most important and most often studied setting.

There are three most important measures of job satisfaction. First, job satisfaction is an emotional response to the situation at work.

Secondly, job satisfaction is often determined by the extent to which the results of work meet expectations.

Thirdly, some other attitudes are manifested through job satisfaction. Some researchers suggest that there are five parameters of work that most accurately characterize it in terms of the affective reactions it evokes in people. These options are listed below.

Actually work. The degree to which work provides a person with interesting tasks, opportunities to learn new things, to feel a sense of responsibility for the task assigned.

Payment. The amount of remuneration that is paid for work and how this amount compares to the remuneration received by other members of the organization.

Capabilities career development. Opportunity to move up the corporate ladder.

Management. The ability of the leader to provide both technical and moral support.

Colleagues. The degree of technical literacy of colleagues and the level of their social support.

Factors affecting job satisfaction

There are several factors that affect job satisfaction.

Actually work. The main source of satisfaction is, of course, the work itself. The content of the work and autonomy in its performance are two of the most important motivational factors associated with work. Studies have shown that other important components of job satisfaction are interesting and hard work, a job that leaves no room for boredom, as well as a job that gives a person a certain status.

Payment. The system of monetary rewards is considered as an essential, but complex and multifaceted factor in job satisfaction. Money not only enables people to satisfy their basic needs, but also contributes to the satisfaction of the needs of higher levels. Employees often perceive the level of their wages as a reflection of how management evaluates their contribution to the organization. Additional benefits are also important, but their role is less significant. One reason for this is that workers often do not even know how much they receive in the form of benefits provided. Moreover, many tend to underestimate these benefits because they do not see their practical value. However, a recent study found that if workers are able to choose their own benefits to some extent from the overall package provided by the company, which is called the flexible benefit system (or "cafeteria system"), then they get more satisfaction from the benefits and work they receive. generally.

Career advancement. Promotion opportunities have a variety of effects on job satisfaction. This is because promotions can take many forms and come with a variety of rewards. For example, people who receive a promotion for seniority, although they experience job satisfaction, but not to the same extent as employees who receive a promotion for the results achieved.

Management. Management is also a moderately important factor in the analysis of job satisfaction. There are two main dimensions of leadership that affect job satisfaction. The first is the manager's employee orientation, which is measured by the degree of management's interest in the well-being of their subordinates. As a rule, this interest is manifested in whether the management checks the activities of its subordinate, whether it advises on its work, whether it provides assistance, and also

communicates with him not only on the official, but also on a personal level. In the United States, employees are often dissatisfied with their managers precisely on these parameters. For example, a recent survey showed that less than half of respondents receive regular feedback and help in solving their problems from the leaders. In Russia, the results of such studies are not known, but according to the author's observations, they would not be better, but, most likely, worse.

Another dimension is engagement or influence; it is illustrated by the activities of those managers who allow their employees to participate in decision-making that is directly related to their work. In most cases, this approach leads to an increase in job satisfaction. In particular, a deep meta-analysis concluded that the involvement of workers in the decision-making process does have a positive effect on job satisfaction. The general climate of involvement created by the manager has a greater impact on job satisfaction than participation in a limited range of decisions.

working groups. The very nature of work groups has a direct impact on job satisfaction. Friendly, helpful colleagues are themselves a definite source of job satisfaction for the individual. The work group serves as a source of support, comfort, advice and help for the individual worker. In cases where the reverse situation is observed, i.e. when people are difficult to get along with, this factor has a negative impact on job satisfaction.

Working conditions. Another factor that has a moderate impact on job satisfaction is working conditions. If the conditions are good (for example, the work areas are clean and attractive), the staff will be able to do their job more easily. If there are poor working conditions (for example, the room is hot or noisy), it will be more difficult for employees to do their job. If all goes well, there will be no problems with job satisfaction; if things go wrong, problems are bound to arise.

Most people don't pay much attention to working conditions unless they're outrageously bad. Moreover, the presence of numerous complaints about working conditions often indicates the presence of other problems.

- Give examples

results of job satisfaction.

Job satisfaction is desirable both from the point of view of the individual worker and society as a whole. Nevertheless, speaking pragmatically, from the standpoint of effective management of personnel and the organization as a whole, it is important to determine exactly how job satisfaction correlates with the results of production activities. In other words, if employees are satisfied with their work, does this mean that they will perform better, as well as increase the productivity of the organization as a whole? At the same time, if satisfaction is low, will there be problems with productivity and low efficiency?

Job satisfaction and productivity. The absence of a direct relationship between satisfaction and performance over the years has amazed researchers. Indeed, it is natural to assume a direct relationship between satisfaction and performance, but the data obtained show that there is no close relationship between them. In particular, the meta-analysis of the scientific literature on this issue shows that only in 17 cases out of 100 it is possible to detect a direct relationship between these two parameters. Not always satisfied workers are characterized by the highest productivity. There are various variables that influence this relationship. The most important of these factors, apparently, is the material incentives for workers. If people receive material rewards that they consider adequate, their satisfaction increases, and with it, as a rule, labor productivity. Further, evidence has recently been obtained that even if

creativity by labor does not lead to an increase in the productivity of individual workers, it can cause positive changes at the level of the organization as a whole. Finally, there is still a lively debate about whether job satisfaction leads to increased productivity or, conversely, whether productivity growth generates job satisfaction.

Job satisfaction and employee turnover. Does high job satisfaction lead to low employee turnover? In contrast to labor productivity, a certain pattern can be noted in the relationship between job satisfaction and staff turnover. A high degree of satisfaction cannot by itself keep staff turnover low, but it can certainly improve the situation significantly.

On the one hand, in the case of low job satisfaction, there is a high probability of high staff turnover. One group of researchers found that for women between the ages of 18 and 25, their degree of job satisfaction helped predict whether they would change jobs. On the other hand, as the length of service (the duration of work in a given company) increases, the likelihood of their transfer to another place of work decreases. Work experience for men is also a serious factor that neutralizes over time the feeling of dissatisfaction with their work.

There are also other factors, such as organizational commitment (discussed in the next section), that play an important role in determining the relationship between job satisfaction and employee turnover. Some people just can't imagine being anywhere else, so they stay at work, no matter how satisfied they are. Another factor is the general state of the economy. When the economy is stable and unemployment is low, employee turnover tends to increase as people start looking for better jobs in other organizations. Even if they are satisfied with the job at hand, many will still be willing to leave if better opportunities are offered elsewhere. When the reverse situation is observed, i.e. when there is a shortage of jobs, workers will stay at their jobs even if they are not satisfied with them. Summing up the above, it should be noted that job satisfaction plays an important role in determining employee turnover. Although a complete absence of employee turnover is not always fruitful for an organization, still keeping it at a low level, as a rule, has a beneficial effect on the organization due to the reduction in training costs and the costs associated with the use of inexperienced employees in the workplace.

Job satisfaction and absenteeism. Research quite convincingly shows an inverse relationship between job satisfaction and absenteeism. If the degree of satisfaction is high, the number of absenteeism is insignificant; if it is low, the number increases. However, as in other cases, there are some mediating factors, such as people's awareness of the importance of their work. In addition, it must be remembered that if high job satisfaction does not necessarily lead to a decrease in the number of absenteeism, then low job satisfaction is highly likely to lead to an increase in their number.

Other consequences of job satisfaction. In addition to those mentioned above, there are other consequences of high job satisfaction. Research results show that employees who feel satisfied with their work have better physical and moral health, acquire the necessary skills faster, suffer from work injuries less often and file complaints.

Workers who are satisfied with their work are more likely to demonstrate patterns of pro-social (“civilian”) behavior and actions, for example, they are more likely to help colleagues or clients and generally show a tendency to cooperate.

In the most general terms, researchers working in the field of organizational behavior, as well as practitioners, believe that job satisfaction is very important for the organization. The negative impact of low satisfaction on the organization is an indisputably confirmed fact. Therefore, even if we consider job satisfaction as a minimum requirement, it is a certain value.

for the overall health and effectiveness of an organization and is therefore worthy of study and use in the field of organizational behavior.

How to determine the degree of job satisfaction, what factors affect job satisfaction, how it affects productivity - about this in the article.

From the article you will learn:

What is job satisfaction

Job satisfaction is a positive emotional state that arises in an employee as a result of assessing his performance. The two sides of the objective process are motivation and satisfaction. At the same time, motivation refers to the explanation of the validity of all behavior in the workplace. A sense of satisfaction arises as a result of perception in the course of the work itself.

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Correctly applied methods of job satisfaction contribute to:

• reducing staff turnover;
• reduction in the total number of absenteeism;
• stabilization of moral and physical health;
• performance improvement;
• reducing the incidence of injuries.

Employees quickly acquire the relevant skills needed to perform official duties, willing to contact and cooperate, often help colleagues and clients when difficult issues arise.

Job satisfaction is considered emotional reaction personnel on the working situation, which is based on the principles: “like”, “dislike”, “like”, “dislike”. This can be viewed as a single setting or applied to multiple parts of the entire workflow.

Evaluation of job satisfaction gives freedom in the form of individual interpretation. Some employees are satisfied with their activities, taking into account the payment, others - with the direct nature of the work itself, and others - with the social climate in the team. When considering issues It is quite difficult to focus on one indicators. The complex structure raises certain doubts about the unambiguity of the interpretation of the definition.

Direct questions about employee satisfaction with work do not carry specific information, since they cannot be interpreted unambiguously. Accordingly, according to most psychologists and researchers, it is pointless to ask such questions to a particular employee.

Job satisfaction measures are based on five job dimensions:

Work Satisfaction Methods with Examples

High job satisfaction is a driver of outstanding results. Many companies have built their model of success on this principle. Now many managers are coming to the conclusion that high level staff loyalty is one of the drivers of outstanding results. But it is critical that this indicator be based on prevailing . After all, contentment with everything in itself is not involvement and does not always presuppose it.

Satisfaction based on stability, wages and social benefits, of course, minimizes the outflow of staff, but does not motivate people to work better and more, does not encourage them to strive to do everything to achieve maximum results. That is, the staff can be satisfied and loyal, but at the same time inert. In this case, it is a rather dubious asset for the company. Whether the business achieves maximum results or not depends precisely on the involvement of the staff.

Therefore, it is very important that the level of satisfaction be based on such factors as understanding the goals and objectives of the company, awareness of one's own contribution to overall result, recognition and evaluation of the activities of employees, the ability to see their own in company.

Satisfaction is a sign that employees work well and are not lazy, and this is the main condition without which it is impossible to ensure that employees work with high returns and achieve significant results.

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What methods are used to study job satisfaction

The study of job satisfaction is based on the elements of evaluation:

• volume of work performed;
• the level of intensity of labor activity;
• organization and content;
• sanitary and hygienic conditions;
• mode of working hours and work;
• the amount of earnings;
• the procedure for the distribution of premiums;
• relationship with management;
• relationships with colleagues;
• opportunities for qualification growth;
• receiving additional benefits;
• general objectivity of the assessment of labor activity.

When studying the satisfaction with the work of staff, it is rational to take into account that certain people have traits that predispose them to job satisfaction, others to job dissatisfaction. This does not depend on the actual situation in the production itself. Some people are fine with all work situations, others with none of them. Positive reaction is positive affectivity. Negative - negative affectivity. A positive correlation leads to job satisfaction, a negative correlation always remains negative.

The study of job satisfaction factors is dictated by the definition of relationships between the degree of satisfaction and labor productivity. Satisfied staff will always demonstrate high performance - this hypothesis has not found empirical support.

According to the research, only in 17-18 cases out of 100, a direct relationship was found between job satisfaction and high productivity. L. Porter and E. Lawler confirmed that the degree of contribution of each employee increases the remuneration received, and it can be directly related to the level .

In organizations, it is rational to periodically conduct surveys of the level of satisfaction of employees. This will allow you to take appropriate actions in a timely manner that will help prevent and resolve further problems. When organizing feedback, employees will have the opportunity to release all negative emotions.

Most effective view research is an anonymous survey that allows you to get accurate and reliable information about the degree of job satisfaction and further analysis, on the basis of which according changes.

It should be borne in mind that the degree of sensitivity or concern of respondents may be different. If other employees do not learn about the results of the survey, and the manager does not see the data of the one who answered the questions, the most effective survey will be obtained, which will later help to conduct necessary changes and improvements.

Most researchers recommend using a three-rank satisfaction scale. Questions are developed taking into account the characteristics of the organization. Porter recommends using a 15-item questionnaire. It addresses issues of autonomy, respect, security, self-actualization needs, and social needs.

How does work motivation affect job satisfaction?

Work motivation and job satisfaction can be related if the optimal directions of motivation are developed. Sources of satisfaction are the most important component and the basis of labor motivation. High level of motivation leads to an increase in labor and performance discipline. This contributes to an increase in labor productivity. But at the same time, it cannot be said that a high level of one indicator always leads to the highest possible labor results.

When analyzing, it should be borne in mind that dissatisfaction always leads to negative consequences. There is a decrease in labor, performance discipline, an increase in staff turnover, an increase in the number of absenteeism. Accordingly, if job satisfaction does not always contribute to performance improvement, then dissatisfaction almost always leads to negative consequences.

When creating a motivating environment, it is necessary to develop and implement methods that will really affect productivity and motivation. When systematically considering issues of increasing job satisfaction, the specifics of the work performed are taken into account, personal characteristics employees and characteristics of the situation in which .

If the employer plans to get the maximum level of return from the entire staff, it is worth taking care to create a motivating atmosphere that will really suit all employees. The work environment has a direct impact on motivation. BUT

A factorial analysis of the satisfaction with the work of the employees of the organization was carried out (using the example of OOO Burenie, which carries out industrial drilling of wells for water) and the following priority factors influencing it were identified: encouragement for work from the management; Opportunity for advancement in the organization; the presence of a high degree of social protection of employees; the interest of employees in a position with a more favorable social package, but with a lower salary level. The hypotheses put forward about high job satisfaction for men over 45 years of age, occupying top and middle management positions, and low job satisfaction for young women (under 25 years old) have been confirmed. This is due to the fact that the former, being in high positions, have achieved a satisfying status and material result, while the latter, being at a young age, are in search of a more suitable job.

job satisfaction

organization

job satisfaction factors

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4. Kabasheva I.A., Rudaleva I.A. Assessment of Material Job Satisfaction of Health Workers, 3rd International Conference on Economics, Political and Law Science, Brasov, 2014, pp. 32–41 http://www.wseas.us/e-library/conferences/2014/Brasov/FINANCE/FINANCE-00.pdf.

5. Kabasheva I.A., Rudaleva I.A. Factor analysis of labor satisfaction of the managerial staff working in an organization, Life Science Journal, 2014, 11(12), pp.157-161 http://www.lifesciencesite.com/lsj/life1112/025_26211life111214_157_161.pdf.

6. Keith A. Bender, Susan M. Donohue, John S. Heywood Job Satisfaction and Gender Segregation. Oxford Economic Papers, New Series, Vol. 57, no. 3 (Jul., 2005), pp. 479–496.

7. Scott W.S. The development of semantic differential scales admeasures of "morale". Personnel Psychology, 1967, Vol. 20, pp. 179–198.

8. Scott W.S., Rowland R. The generality and significance of semantic differential scales on measures of "morale". Organizational Behavior and Human Performance, 1970, Vol. 5, pp. 576–591.

9. Smith P.S., Kendall L.M., Hulin C.L. The measurement of satisfaction in work and retirement. Chicago Rand McNally, 1969.

10. Sobel R.St. Test of per-goal and post-goal models of satisfaction without comes. Dissertation Abstracts Internation, 1971, Vol. 31(12-B), pp. 7649.

Considerable attention is paid to job satisfaction in socio-economic studies that reveal both the essential and meaningful content of the category under study, and the disclosure of its fundamental characteristics in conjunction with various aspects of human economic activity.

In the well-known concept of two-factor job satisfaction by F. Herzberg, the whole variety of factors affecting job satisfaction is divided into two groups. The first - motivators, lead to an increase in job satisfaction, but in their absence, dissatisfaction is not necessary. Among these are internal interest in work, promotion, responsibility and achievement, recognition. The second group - hygienic, is represented by factors, with the inferiority of which there is dissatisfaction with work, however, their optimal state is not able to increase satisfaction - wages and working conditions, interpersonal relationships, employment, security. However, in practice, it seems that the factors that are in different groups can not only change places, but also simultaneously be included in one or another group. This is possible due to the fact that the criterion for dividing factors into two groups in the model of F. Herzberg is a person's behavior, and not, for example, his opinion. Therefore, it is natural for a person to attribute his failures to external circumstances, and his successes to his own efforts.

American researchers of one of the recognized tools for measuring job satisfaction (the Cornell Job Discretionary Index - JDI) break down satisfaction factors into five large groups: wages, career, psychological climate, relationships with management and work itself.

In the studies of Scott W.S., Rowland R., Sobel R.St. job satisfaction is considered in its multidimensional manifestation, determined by internal satisfaction - the actual work performed and external - satisfaction with wages and career growth. At the same time, it takes into account social aspect problems, expressed in satisfaction with the authorities and the work team. In their opinion, job satisfaction acts as an estimated generalized representation of the employee not only about the results of his work, but also about the very process of labor activity, the degree of involvement and working conditions.

This opinion is confirmed in the studies of Kabasheva I.A., Rudaleva I.A., which revealed the determinants of job satisfaction among medical workers and administrative and managerial personnel: favorable working conditions, bonuses and encouragement from the management.

Gender differences in job satisfaction are the subject of a significant number of scientific studies, the conclusions of which are very ambiguous. So, in the works of R. Hodson it is proved that the difference in job satisfaction between men and women is insignificant. Whereas K. Bender states the need for mandatory consideration of the professional and qualification characteristics of labor, since women experience a lower degree of job satisfaction if they are involved in professions that are considered primordially masculine.

More recent studies on the attitude of the employed population to their work as part of the global study State of the Global Workplace by the Gallup Research Center (Gallup International) (2011-2012, 225,000 people were interviewed in 142 countries of the world) showed the following results. Almost 2/3 (63%) of workers around the world experience dissatisfaction with their work activities, experiencing a lack of involvement and motivation to improve their work efficiency. A quarter (24%) of surveyed workers worldwide experience extreme job dissatisfaction in general, resulting in unproductiveness and hostility towards the employer. And only 13% of employees around the world enjoy their work and, as a result, strive for career growth in their company and make every effort for its prosperity. Data for Russia are generally close to the averages for other countries.

A marked increase in dissatisfaction with one's own labor activity acts as a serious signal of the relative disadvantage of a modern worker and actualizes the search for factors and characteristics that have a significant impact on the category under study.

In our study, we proceed from the fact that job satisfaction is characterized as the achieved embodiment of a person's expectations from the material, socio-psychological and socially significant results of their work. This is regarded as a positive contribution to the activities of their organization, directly contributing to the sustainable development of not only companies and local communities, but also countries in the process of recovering the world economy after the economic crisis.

The purpose of the undertaken study is to identify the factors that act as determinants in the satisfaction of employees with the process of their labor activity, as well as to reveal the reasons that have a negative impact on it.

The object of the study was LLC "Burenie", which carries out industrial drilling of wells for water.

During the study, the following hypotheses were put forward:

Hypothesis 1. Men in high positions are often satisfied with their jobs.

Hypothesis 2. Women under the age of 25 are not satisfied with their jobs.

Hypothesis 3. Workers who are satisfied with the organization of work in a team are satisfied with their work.

The number of employees who participated in the survey, 100 people, including 88 women (85% of total number respondents); 12 people are men (12% of the total number of respondents), and 8 of them are managers top management, 2 - middle managers, 2 - technical performers.

The age of the interviewed employees is: up to 25 years old - 13 people, from 25 to 35 years old - 13 people, from 35 to 45 years old - 36 people, from 45 to 55 years old - 24 people, over 55 years old - 14 people.

To study the level of satisfaction of the employees of the organization, a survey method was chosen. All questions of the employee questionnaire are divided into 7 blocks - the first block is general questions (5 questions), the remaining six blocks allow you to determine the reasons for the satisfaction of the employees of this organization: relationships with management, relationships with colleagues; advancement and career opportunities; the level of non-material incentives; labor process; salary.

In order to quantify satisfaction levels, employees were asked relevant questions with five possible answers (from 1 to 5) to each question in accordance with the Harrington scale. The use of verbal rating scales is due to the fact that for a number of indicators the assessment of the organizational structure cannot be made directly in numerical form. Numerical values ​​are given to such assessments using the Harrington scale, which assesses the degree of severity of the criterion property. The results are shown in the figure.

The level of satisfaction of employees with their professional activities

The figure shows that most of the employees of Burenie LLC were satisfied with their work.

To determine the level of satisfaction of employees with their professional activities, the following model was built:

Y \u003d 0.2459 + 0.2024x1 + 0.2773x2 - 0.2773x3 + 0.2773x4 + 0.2773x5 + 0.2773x6 + 0.2773x7,

where Y is the level of satisfaction with the performed professional activity.

Table 1

Factors included in the model

table 2

Least squares used observations 1-100, dependent variable: v21

Notes:

The constructed model is qualitative, since the coefficient of determination is 0.5151, which means that the factors taken into account in the model explain the level of employee satisfaction by 51.51%. Moreover, in the constructed model, the P-value is 3.29e-12, which also indicates its high quality and the error probability at the level of 1%, thus the degree of reliability is 99%.

The reliability of the model, determined by comparing the standard error and the coefficient of determination, was 0.15, which is less than the coefficient of determination (0.5151). Accordingly, according to this criterion, the constructed model is reliable.

Based on the results of the study, the model was analyzed for multicollinearity, which showed its absence, and White's test for heteroscedasticity. Null hypothesis: no heteroscedasticity.

Hypothesis 1. Men who hold high positions are more likely to be satisfied with their work. 17% of the men surveyed, holding top management positions, are completely satisfied with their work. 50% of the male executives surveyed are more likely to be satisfied with their jobs than not. This can be explained by the fact that men holding high positions have achieved a weighty status and material result that satisfies them.

Hypothesis 2. Women under the age of 25 are not satisfied with their jobs. The hypothesis is confirmed, since the majority of the surveyed women under the age of 25 (22.4%) are rather dissatisfied with their work. This, I think, can be explained by the fact that, due to their young age, they are in search of a more suitable job for them.

Hypothesis 3. Workers who are satisfied with the organization of work in a team are most likely satisfied with their work. 45% of the respondents, who are satisfied with the organization of work in the team, are satisfied with their work in general, since the organization of work is an important factor in choosing a job.

In the course of the study, it was revealed that the following factors influence the level of employee satisfaction: the age of the employee; encouragement of the employee for work by the management; Opportunity for advancement in the organization; the employee's enjoyment of the work performed; the presence of a high degree of social protection of employees; the interest of employees in a position with a more favorable social package, but with a lower salary level.

Reviewers:

Kundakchyan R.M., Doctor of Economics, Professor, Head. Department of Economic Theory, Institute of Management, Economics and Finance, Kazan (Privolzhsky) federal university, Kazan;

Smirnov A.A., Doctor of Economics, Professor, Department of Small and Medium Business Management, Institute of Management, Economics and Finance, Mariyskiy State University, Yoshkar-Ola.

The work was received by the editors on 10/17/2014.

Bibliographic link

Satisfaction with work is the fulfillment, fulfillment of a person's expectations from the material, social, spiritual and moral results of their work; the cumulative impact on the employee of the components of labor motivation, including the content and working conditions, the amount of earnings, public recognition of what has been achieved, opportunities for self-expression and self-affirmation of the individual - factors that ultimately determine the desire for useful activity, the manifestation of creative initiative, readiness for partnership cooperation.

Satisfaction with work is defined in the same way as the emotional and evaluative attitude of an individual or group to the work performed and the conditions for its flow.

Summarizing the ideas and statements of many scientists and practitioners, we can conditionally distinguish two theories of this phenomenon:

Job satisfaction is not a real issue. Labor has been and always will be "difficult", i.e. predominantly forced and not entirely pleasant occupation. This is primarily due to the fact that the educational and cultural level of people is constantly rising, and the nature, conditions and organization of work are improving slowly in terms of their attractiveness to people. A reasonable and realistic solution is to compensate for the hardships of work with the quality of non-working life, the values ​​of everyday life, leisure, culture;

job satisfaction is a pressing issue. Her permission is both necessary and possible. Such institutions as regulation of professional orientations, labor upbringing and education, socio-psychological services for practical adaptation to work, and legal work in the field of labor relations can also contribute to a significant increase in job satisfaction.

There are a number of fairly specific values ​​of job satisfaction, reflecting its role, functions, consequences in socio-economic life, in organization and management.

1. As a result of studying people's evaluative attitudes towards well-being in everyday life, the socio-economic system, and the social climate, it has been established that work and career are of the greatest importance for them along with such values ​​as health, personal life, full-fledged leisure, often occupying in this rating first position. In a word, job satisfaction is, first of all, social satisfaction, the most important indicator of the quality of life of individuals and groups, the population, and the nation.

2. Satisfaction with work has a functional and production significance. It affects the quantitative and qualitative results of work, the urgency and accuracy of completing tasks, and the commitment to other people. With the duration and experience of work, the effect of satisfaction on functional performance may decrease. This effect also depends on volitional qualities employee, his ability not to obey the mood in the process of work.

The attitude to work can be based on the employee's self-assessment of his business qualities and performance. At the same time, self-satisfaction and self-dissatisfaction can positively and negatively affect work, depending on the specific case.

3. The employer's concern for the satisfaction of people with their work determines some significant types of managerial behavior, labor relations in general. The employer is often skeptical about the production and economic effect of any measures for the humanization of labor and considers their financing to be irrational. Funds for these purposes are spent either by individual enthusiasts, or by very rich and prosperous organizations, or under pressure from the working masses and legal authorities. Attention to the problem of job satisfaction can manifest itself as a fashion movement, prestigious social policy and charity, ostentatious competition between employers for best attitude to the worker

Satisfactory from the point of view of the employee, the nature and working conditions are the most important factor leader's authority. For workers, that administration is better, which is able to make their work better.

Job satisfaction is often an indicator of employee turnover and the need for appropriate action to prevent it.

Depending on job satisfaction, the requirements and claims of employees increase or decrease, including in relation to remuneration for work.

Satisfaction with work is a universal criterion for explaining and interpreting a variety of actions of individual workers and labor groups. It determines the style, method, manner of communication between the administration and the workforce. In other words, the behavior of satisfied and dissatisfied people differs, and the management of satisfied and dissatisfied people also differs.

The level of satisfaction can be studied in different options scales. For example: a) satisfaction - dissatisfaction;

6) high satisfaction - relatively high satisfaction - moderate satisfaction - dissatisfaction; c) complete satisfaction - more satisfaction - more dissatisfaction than satisfaction - absolute dissatisfaction.

Each of the options has its own disadvantages and advantages, the wrong choice of the scale can lead to results that do not reflect the actual labor mood of the employee, the team.

Satisfaction with work is a structure of specific evaluative relationships to a variety of specific aspects of labor activity. We are talking about such aspects of the nature and conditions of labor activity that are sufficiently realized, perceived by people, receive a certain negative or positive assessment from them.

In this case, the structure of job satisfaction is:

physical environment - the level of safety, noise, temperature, pollution;

aesthetic environment - light background, color and decoration premises, means of labor, spatial "solution" of premises;

· the infrastructure of the so-called "social and cultural life" - the availability of recreational facilities, functional and amenity premises, food outlets, etc.;

normalization or non-standardization of working hours;

mode, work schedule;

remoteness of work from the place of residence;

Primary characteristics of labor (severity, intensity, complexity);

Secondary characteristics of labor (content, monotony, creative richness, intellectual or physical content; the presence of interesting solutions in work, risk, responsibility, moral requirements, novelty, the ability to manage, plan, etc.);

the degree of attachment to the workplace, the possibility of movement in the space of the room and beyond;

the need to separate from the place of residence and family;

Sufficiency and conformity of qualifications;

the level of work organization;

job satisfaction sales worker

the meaning of the tasks and functions performed (normal or meaningless work);

the social climate in the team;

relationship with management, leadership style;

The prospect of job and qualification growth;

own results, performance indicators;

· wage;

communication, the presence or absence of communication at work;

The opportunity to establish connections and acquaintances through work.

In various types of work, there are and are expressed their own especially problematic and especially favorable aspects of work, their own psychology of perception and evaluation of these aspects, their own measure of the subjective factor of satisfaction with them.

As level types, one can distinguish between general and particular job satisfaction, i.e. work in general and its individual aspects. There are several principles of correlation between them:

a) overall satisfaction arises as a result of a significant preponderance of the sums of positive or negative factors over each other;

b) one of the positive or negative factors is so significant that it determines the overall satisfaction;

c) there is a relative balance between positive or negative factors, and the general dissatisfaction turns out to be uncertain (in this case, either the sums of factors or single factors are compared).

There are also some specific contradictions in the relationship between general and particular satisfaction, which are manifested even in employee surveys, which:

find it difficult to give a general assessment of their work activity, although they easily point out some specific positive or negative aspects of it;

express general satisfaction with the work, although they find it difficult to analyze some of its particulars;

talk about many negative aspects, but shy away from a general negative assessment or even give a positive assessment;

give a general negative assessment, although they do not give any specific arguments.

Job satisfaction factors:

1. Objective characteristics of labor activity. The level of job satisfaction directly depends on the characteristics of the nature and working conditions, while the principle " good job satisfies, bad does not satisfy. "The individual characteristics of people in this case are not of great importance, since within certain limits there are criteria of acceptability - unacceptability common to all.

2. Subjective features of perception and experience. First, as a result of research and observation, it was noticed that there are the most unpredictable and unexpected features of the relationship different people to the same aspects of the conditions and nature of activity, including labor. In practice, they are almost impossible to take into account. Secondly, all people as workers differ in the level of claims and criticality. Even in American industrial sociology, it was popular to discuss the thesis "There is no good or bad job, but there is a satisfied or dissatisfied person."

Claims and criticism can be fair and unfair. They always give rise to discussions about the culture of behavior. For example, excessive claims and criticism regarding the nature and working conditions are an indicator of selectivity, adherence to principles, taste, the level of professional thinking, or, conversely, immodesty, lack of will and character, disrespect for others.

Thirdly, both in everyday consciousness and in science, the level of satisfaction with work is associated with the degree of its complexity. The scheme of thinking is as follows: complex work has more creative content than simple work, so the probability of satisfaction is higher here. In the end, everything is decided by the factor of creative imagination. The following points must be taken into account here. All people have different creative needs, so the creative content factor may not be the main factor. Moreover, many do not need "creativity at work" at all.

Fourth, all people have different creative abilities. If we compare two experimental categories of workers engaged in complex and simple work, we will find that in the first category there are individuals who do not experience creative moods at work, do not consider their work as interesting, and, conversely, in the second there are individuals who can give your work an "interesting" rating or avoid "uninteresting" ratings. Among those who are engaged in seemingly primitive labor, there are those who are able to "see and make" their work creative, not get bored during working hours, turn their tasks and functions from monotonous into diverse, and show ingenuity in the creative enrichment of their own labor.

Along with such a mistake as the subjectivization of a factor, there is another one - its objectification. We are talking about a situation where the level of satisfaction with work is random, dependent on the individual characteristics of a person, and it is explained as objective, natural for everyone in this case. For example, an employee is incompatible with this work, but a conclusion is made about poor organization of labor.

3. Qualification and education. AT sociological research and special measures for certification of workplaces, facts are often recorded that education and qualifications either correspond or do not correspond to the work tasks and functions performed.

From the point of view of job satisfaction, it is worth paying attention to the following two situations. If education and qualifications are higher than the requirements of the content of labor, then this naturally determines the lack of interest, monotony, or, conversely, the ease of performing tasks and functions. If education and qualifications are below the requirements of the content of work, then this creates complexity and increases the severity, or, conversely, stimulates the creativity and development of the worker.

4. Duration (length of service) of labor activity. This factor is usually seen as contributing to satisfaction, as over time there is an adaptation to the unfavorable aspects of work. Negatively evaluating their work at the beginning of their career, a person can perceive it normally or positively later. Even in cases where, according to some studies, there are clear disadvantages in the work, many senior workers no longer cite them as a problem.

Exist different periods adaptations that depend on the objective characteristics of labor and the subjective characteristics of the employee. Sociologists who have specifically studied this issue limit the period of adaptation to a period of 0.5 to 3-5 years. At any stage of a career, dissatisfaction can be observed; this means that complete and absolute adaptation in certain cases is not possible at all.

The length and length of work experience can also negatively affect job satisfaction, if content is exhausted over time, elements of novelty in work disappear, and some expectations are not realized.

It should be borne in mind that in each case, job satisfaction can be decisively influenced by the total length of service, length of service in a given profession, length of service in a given workplace. There are situations when these three factors either obviously interact or obviously contradict each other.

5. Stages of the labor cycle. Labor activity is cyclical. In the process of achieving the final result of labor, the initial, middle and final stages can be distinguished, having more or less clear boundaries, which are set by the criterion of product readiness or simply by working time - a year, a season, a month, a week, a day. There are three main options for the dependence of job satisfaction on the work cycle:

a) the final stage of work is characterized by overcoming the main difficulties and problem situations; at this stage, a positive experience of the closeness of the final result dominates and therefore satisfaction with work is relatively maximum;

b) the final stage corresponds to maximum activity, tension, responsibility, irregular work and time, and therefore satisfaction is relatively minimal;

c) in the process of labor activity, such differences in job satisfaction are not observed, which is associated with the peculiarities of the nature and working conditions, the uncertainty of the cycle itself and its stages, volitional traits employee, his propensity to plan.

6. Awareness. Any evaluative relationship of individuals and groups is affected by the presence or absence of a "comparative plan". An individual or group perceives the nature and conditions of their labor activity by comparing them with the nature and conditions of the labor activity of others, i.e. in other organizations, professions, even countries, for which it is necessary to be aware to a certain extent.

Awareness can be positive value, to contribute to a more correct, adequate assessment, which is especially important in the case of low satisfaction caused by an exaggeration of the difficulties of one's work, and negative, to be used in a speculative plan. For example, having incomplete or incorrect information about the nature and conditions of work in other enterprises, an employee or labor group may underestimate the nature and conditions of their work in order to increase economic demands on the administration.

When studying the ideas of workers and labor groups about the presence or absence of a better job than their own, it is necessary to limit the comparison to a specific profession, specialty, or occupation.

Special material or moral motivation of labor. Meaningful attractiveness or awareness of the need for labor activity blunts criticism of its nature and conditions. Salary has a similar effect on job satisfaction. Like any other incentive and compensation mechanism, it is able to reduce criticality to the nature and conditions of work, if it is high enough.

Administrative regime in the organization. On the one hand, job satisfaction expressed by an employee or a work group may be a simple consequence of unwillingness, disposition to criticize the administration. In this case, satisfaction is a hidden version of conformism. On the other hand, an expression of dissatisfaction can be in a simple way demonstrating a threat, forcing demands and putting pressure on the administration.

9. Maintain positive evaluation and self-esteem. An expression of job satisfaction by an employee or work group may simply be a demonstration or suggestion of self-confidence, which helps maintain credibility and improves mood. Dissatisfaction with work can be interpreted from the outside as weakness, mismatch of qualifications, inability to perform certain tasks and functions and solve some problems in the workplace.

10. Level of expectation. This factor is universal, manifested in all types of social satisfaction. It has two most typical and significant variants:

a) the presence or absence of expectations (the absence of expectations can positively affect satisfaction in comparison with a situation where some expectations exist, this is readiness for any situation);

b) discrepancy between expectations and reality (high expectations affect satisfaction negatively, and low expectations positively).

11. Official and public attention to labor problems. If others know about the labor problems of an employee or a labor group, if the administration recognizes them, expresses sympathy, then these problems are experienced more easily.

12. Opinion of experts and public opinion. It is far from always that a specific worker or a specific microgroup forms an independent evaluative opinion about their work. For example, if specialists called this work dangerous, difficult, harmful, then the workers themselves begin to consider it as such. Quite unexpectedly and inexplicably, it is the group approval or condemnation of the organization of labor, the work task that can manifest itself. Various rumors about the problems and prospects of production have a similar effect on satisfaction.

Almost all of the above factors are manageable; there are quite real social technologies that allow using them to regulate job satisfaction.

After analyzing the subjective and objective components of job satisfaction, we can conclude that labor productivity and job satisfaction depend not only on the level of its technical equipment, the employee’s professional skills, his skills and knowledge, material remuneration, but also on indicators that are not always measurable. social development: the moral potential of the individual, the form of human communication, the atmosphere in labor collectives. There is a socio-psychological balance that determines the general state of satisfaction or unsatisfactoriness of a person in his work.