regards they have towards management. Lastly, Self-Confidence as a job
satisfaction factor shows that they value themselves, their worth and the realization that there is good future in the current company they are working with.
5.2Conclusion
The present study on Job Satisfaction and Employee Performance has further revealed its complexity specifically in the consideration of the many factors that can possibly affect performance.
Dr. Frederick Herzberg’s two-factor model of motivation and satisfaction supported the results that the presence of certain job factors contributes to job satisfaction, while their absence is perceived as a “neutral” condition (not dissatisfaction) is true in this current study; and conversely, the presence of certain other job factors leads to dissatisfaction, while their absence leads to a neutrally perceived condition, but not to satisfaction.
Conceptually, motivator and hygiene factors contribute to job satisfaction however the absence of these factors do not make the employee dissatisfied, rather, neutral. This shows that the presence or absence of these factors are not strong basis for performance, that employees who are high or low performers cannot attribute their performance in the job satisfaction factors that are present in the organization. With the many job satisfation factors mentioned above, it can be seen that there are factors not mentioned in the measure which may add to the attainment of good employee performance.That even personal characteristics of employees such as tenure, age, educational attainment, marital status and number of work experiences will not give any prediction whether the employee will perform well or not. It seems that it depends on some other factors that has to be looked into. However, in the current study, none among
the selected factors highly contribute to employee performance.
Several dimensions that may contribute to job satisfaction such as culture which defines the values of every employee can also be explored. Through these values, things that are important to the employee, the choices they make as well as their emotional responses to choices can be identified and be used as basis in measuring employee performance.
The different feelings and attitude towards work can also be considered as a factor to employee performance. Locke (1976) termed this as Affect which is a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience. The factors that contribute to how a person feels about a job such as family needs, personal vision (i.e. aim for high social status) may also affect employee performance.
Covering as many facets may help in seeing the totality of job satisfaction factors that may contribute to employee performance.
Looking at performance as an outcome for job satisfaction, performance appraisal should include as many factors that make up the total performance of employee. Performance evaluation factors need to be enhanced not only to include Knowledge and Skill of the employee, Quality of Job which measured through their targets, Suggestions Implemented, Attendance, Violations of company policies and procedures committed and safety. Employees may also be evaluated in the area of “values” that are present in the organization.
For a company that assembles automobile, whose products reach out to serve many businesses, productivity is another basis that has to be considered as a general factor for job satisfaction because of its indication to employee
performance. This simply means that an employee who is highly productive is also high in performance thus, elicits high in job satisfaction.
This is another aspect of the study that needs to be looked into whether Employee Performance affects Job Satisfaction. Employees get pleasure from their work because they are able to perform well in their job. Especially in a company that gives the right kind of job based on the skills and knowledge possess by the employee as well as the tasks given to them which are all aligned to their targets and consequently rewarded for their performance, employees can show satisfaction to their work.. Given this framework, it can be true that employees will show more gratitude by performing better in the future, an indicator of satisfaction to work because they were rewarded for their good performance.
Whether Job Satisfaction causes Employee Performance or vice-versa, it seems that both variables have many complicated causes, and the link between them is not as simple or direct as it might initially appear. How productive an employee is depends on his motivation, his ability and his work environment that allows him to be productive. How satisfied and happy he is in his work depends on several factors such as the congruency of his values and beliefs to that of the company, his relationship with his family, friends, peers and colleagues, his company, products and services, his working condition and expectations to his jobs and his productivity in the performance of his work.
In addition to this is the measurement of satisfaction level wherein there is no exact basis to know how satisfied an employee is or how happy he really is. It seems that the best possible way to assess it is to cover as many facets of job satisfaction. With the many programs a company is doing for its employees, it can create other job satisfaction factors yielding towards total human motivations.
5.3Recommendation for Practical Application
Based on the result of this study, together with the data from other researches, top management can further develop programs and existing systems and policies to make their direct workers improve job satisfaction:
1. Career Development Program
Demonstrate to employees that the company cares about them, wants them to advance in their careers and will help them satisfy their need for personal growth. Supporting employees by allowing them to pursue further education, which will make them valuable to their practice and be more fulfilled professionally.
2. Rewards System Review and Strategic Planning
“Walk the talk” by not only communicating the corporate strategy but by also ensuring that it is applied consistently throughout the organization, including making the rewards system consistent with strategic goals.
3. Values Enhancement Program
Watch for and eliminate all inconsistencies between promoting a belief in employees and managerial behavior or policies that undermines that commitment.
4. Training and Development Program
Fight attrition with smart training that is not only relevant but helps broaden
employee experiences and provides development opportunities.
5. Management Development Program
Weed out poor managers, many employees leave their jobs because they are unhappy with their bosses.
These actions if provided to employees by the organization ensure job satisfaction (www.insightlink.com, 2004).
6. Company and Administrative Policies Review
An organization’s policies can be a great source of frustration for employees if the policies are unclear or unnecessary or if not everyone is required to follow them. Although employees will never feel a great sense of motivation or satisfaction due to its policies, it can decrease dissatisfaction in this area by making sure that the policies are fair and apply equally to all. Continuous updating, with staff input and comparing policies to those similar practices and asking oneself whether the policies are unreasonable strict or whether some penalties are too harsh.