Related attitudes, such as organizational commitment (Farkas & Tetrick, 1999) and job involvement (Babnik, 2010), which are necessary in present times, where all firms are looking for competitive advantage and especially through their people (Galanou, & Dimitris, 2010). One of the most often cited definitions on job satisfaction is the one given by Spector (1979) according to whom job satisfaction has to do with the way how people feel about their job and its various aspects.
It has to do with positive employee attitudes and actions are what create positive customer experiences. Employees who have higher job satisfaction are usually less absent, less likely to leave, more productive, more likely to display organizational commitment, and more likely to be satisfied with their lives (Lease, 1998). Murray (2009) stated that there is a common problem within the operation when employees are dissatisfied enough with their jobs and this dissatisfaction affects their job performance.
Numerous studies have shown that dissatisfied employees are more likely to quit their jobs or be absent than satisfied employee (Hackett and Guion, 1985: and Hacliya, 1985 Kohler and Mathiu, 1993). Wilson (2008) stated that there are things that can make an employee dissatisfied, but merely removing or fixing them will not make an employee satisfied. According to the sources and data collected from the Human Resources Department of subsidiary restaurants, there are continuous issues of job satisfaction as well as job performance in the organization (HR Report 2010).
According to Hawney (2008) performance management and employee satisfaction are two areas that pose challenges for job satisfaction. Job satisfaction is another subjective topic that concerns employer’s job satisfaction which can affect job performance appraisals and threaten the employer-employee relationship by creating friction between employees and their management. Lucena City is a highly urbanized city, it is also known as the gateway and melting pot city of Southern Luzon. It is considered one of the most important commercial and trading centers of Southern Tagalog.
Economic activities in Lucena City are heavily concentrated in constricted central business district (CBD) is home to a large cluster of different business enterprises which is one advantage of this city on developing restaurant industry. The study will be conducting fast food restaurants also known as quick service restaurant. The researchers would like to come up with this research study for several purposes to develop individual skills and strategies as a future manager in one’s field.
To clarify with the different factors affecting employee satisfaction this includes rational thinking, questioning, and an open mind with issues of employee satisfaction in order to update oneself. Getting a historical and background study is crucial to attain some of the dissatisfaction that should not be carried out in the workplace in order to attain a productive organizational climate which is applicable to the restaurant industry students.
Theoretical Framework One of the theories of employee satisfaction, called the two-factor theory of Herzberg (1959) pointed out two factors that could satisfy and dissatisfy an employee in his job (also known as Motivator- Hygiene Theory) which attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors.
The first factor would be the motivational factors that would encourage an employee to have a better work performance, and as a result will attain satisfaction such as challenging work, recognition, responsibility that give positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth. Motivators refer to factors intrinsic within the work itself like the recognition of a task completed. These factors can include job promotions, bonuses, and public recognition.
The other factor would be the hygiene factors, which are not necessarily motivating but would elicit dissatisfaction if they were inadequate. Conversely, hygiene’s tend to include extrinsic entities such as relations with co-workers, which do not pertain to the worker’s actual job. Hygiene factors status includes job security; salary; management; fringe benefits and work conditions that do not give positive satisfaction, though dissatisfaction results from their absence.
These are extrinsic to the work itself, and include aspects such as company policies; job security; supervisory practice; wages/salary and management. If management wishes to increase satisfaction on the job, it should be concerned with the nature of the work itself, the opportunities it presents for gaining status, assuming responsibility, and for achieving self-realization. On the other hand, if management wishes to reduce dissatisfaction, then it must focus on the environment policies, procedures, supervision, and working conditions. Conceptual Framework
Mausner, Peterson and Capwell (1997) stated that the term employee satisfaction is multidimensional: “there can be satisfaction with the specific activities of the job; with the place and working conditions under which the job is performed; or with specific factors such as economic rewards, security, or social prestige”. Field (2008) lists several factors that makes employees more satisfied good relationship in the organization; good relationship with the manager; recognition for achievements; advancement in careers; personal growth and development; feedback and support and company benefits.
It is the key ingredient that leads to recognition, income, promotion, and the achievement of other goals that lead to a feeling of fulfilment (Kaliski, 2007). Poor performers can be satisfied if they are paid well and treated well while good performers can be unsatisfied it they are paid poorly but well treated. An employee who is dissatisfied can cause irreparable damage to the organizational effectiveness. The more employees feel that what they are doing affects the overall goal of the restaurant in a substantial way, the more satisfaction they get from what they are doing.
It appears that job satisfaction can be increased for all employees, but the increase is greater for those who have strong needs for growth. Customer satisfaction is correlated with employees satisfaction, as satisfied employees are likely to perform better on the job (Silva, 2006). In other words, employee satisfaction could lead to customer satisfaction. Issues of wages, holidays and working hours have to be cleared (http://www. citehr. com/99603-employee-satisfaction-survey-training html).
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