Other theories for job satisfaction
Theory X and Theory Y
Douglas
McGregor (1960) has explained two theories about employee motivation. This
social psychologist has expounded these contrasting theories and theory Y
promoted as the basis of good management practice while theory X encourages an
authoritarian management style (Argyris,1971),
Theory
X assume that an average person dislike work and attempt to avoid the work and
naturally unmotivated. Also avoid responsibility and management has to actively
intervene to be directed and get things done. This type of people has no
ambitions and would rather follow than lead. As per the Theory X, people resist
for the change and do not care about organizational goals (Bennis, 2003)
Theory Y explains a
participative style of management and which work in a de-centralized
environment. It expounds that employee’s work with greater responsibilities,
creative and self motivated. They do not need much direction and they are
motivated to achieve their goals as well as organizational goals (Forrester,2000),
Adam’s Equity Theory
As
per the equity theory, equity is measured by comparing the ratio of costs
(contribution) and rewards (benefits) for each person. Mind tools editorial
team states that equity theory which was developed by John Adams, consider the
balance or imbalance that currently exist between employee’s inputs and outputs
(Argyris and Schon, 1974).
Typically
employee inputs include: Effort, Loyalty, Adaptability, Flexibility, Skill,
Ability, Commitment and Trust in superiors. And outputs include: Recognition,
Employee benefits, Salary, Reputation, Job Security and Responsibility (Adams, 1963).
Figure
4.0: Adam’s Equity Theory
(Source:https://wikispaces.psu.edu/display/PSYCH484/FALL+2014+Equity+Theory+Case)
The
theory states that managers should try to find a fair balance between the
inputs given by the employee and the output received by the employee. Also the
employees try to maximize their outcomes (Likert, 1967).
Discrepancy Theory
This
theory explains that satisfaction is the function of what he thinks he should
receive or what he expects to receive and what a person actually receives. McGrego in ,1960, states that actually received satisfaction is
less than expected satisfaction, it causes dissatisfaction. Porter (1961) also
states that satisfaction is the difference between what one actually received
and what he feels he should receive. Also an individual who hasn’t fulfilled
his responsibility feels the sense of worry and would regret for not performing
up to the level. Anxiety and agitation are the main responses when an
individual fails to achieve the responsibility or obligation. This theory also
states that if obligation is achieved then there can be rewards. But when the
individual fails to obtain these rewards, then will begin to have feeling of
disappointment (Yukl, 1989)
Figure
5.0: Discrepancy Theory
(Source:
Organization and Management – R.D. Agarwal)
References
Adams,
J. S. (1963) Toward an understanding of inequity. Journal of Abnormal and
Social Psychology, 67, 422-436.
Argyris,
C. (1971), Management and Organizational Development: The Path from XA to YB,
McGraw-Hill, New York, NY.
Argyris,
C. and Schon, D. (1974), Theory in Practice: Increasing Professional
Effectiveness, Jossey-Bass, San Francisco, CA.
Bennis,
W.G. (2003), On Becoming a Leader, rev ed., Perseus, Cambridge, MA.
Forrester,
R. (2000), “Empowerment: rejuvenating a potent idea”, Academy of Management
Executive, Vol. 14 No. 3, pp. 67-80.
Likert,
R. (1967), The Human Organization: Its Management and Value, McGraw-Hill, New
York, NY
McGregor,
D.M. (1960), The Human Side of Enterprise, McGraw-Hill, New York, NY
Porter, L., 1961. A study of perceived need satisfactions in bottom and middle management
jobs, Journal of Applied Psychology, 45(1), pp.1-10.
Yukl,
G. (1989), “Managerial leadership: a review of theory and research”, Journal of
Management, Vol. 15 No. 2, pp. 251-89.
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ReplyDeleteAgreed on above post, As discussed by Levine (2018), Employee satisfaction plays a vital role in the success of any business or organization. If employees are satisfied and satisfied with their management and working environment, their commitment to the company will increase, they will definitely go all out to make the company successful.
ReplyDeleteYes, Sahan. Job satisfaction is a worker’s sense of achievement and success on the job. Also it implies doing a job one enjoys, doing it well and being rewarded for one’s efforts and further implies enthusiasm and happiness with one’s work (Kaliski, 2007).
DeleteWell defined. Bobic and Davis (2003) found that most of the population has the ability to be innovative and creative. This finding supports the argument that Theory Y assumptions contribute positively toward more participation decision-making, ultimately benefiting the organization.
ReplyDeleteYou have explained these theories well. Ganguli (1994) explains that four parameters are involved in these theories: (i) the needs and values of the individual; (ii) the education, ability, experience, skill, etc. of the person determining his or her contributions to the job; (iii) the reward given to him by the employer; and (iv) the rewards given to other employees in the organization.
ReplyDeleteWell explained on theory dumindu, the requirement of job satisfaction cannot be overstated (Grego ,1960).The mentioned theory said what is the managers perception on motivation, where on X theory explained The most employees dislike work and it will avoid as much as possible, In order to get work done from the employees. Managers feel most employees prefer to be directed, and avoid responsibilities and have low ambition. Where acting on explained theory will benefit the employees and organization
ReplyDeleteYes Nayani. The social psychologist has expounded these contrasting theories and theory Y promoted as the basis of good management practice while theory X encourages an authoritarian management style (Argyris, 1971).
DeleteFred Luthans (2005) have been using a mix of nature-based and historically founded classifications organized the theories into Content (Needs Hierarchy, Two-Factors, and ERG theories); Process (Expectancy theory and Porter & Lawler model); and Contemporary (Equity, Control and Agency theories). However, Stephen P. Robbins (2005) applies single base of chronology and categorizes the job satisfaction theories into Earlytheories (Hierarchy of needs, Theory X & Y, Two-Factor theory) and Contemporary theories (McClelland‟s theory of needs, Goal Setting theory, Reinforcement theory, Job Design Theory (job-characteristics model), Equity theory and Expectancy theory).
ReplyDeleteYes agreed, Radchika. All the mentioned theories are valid for the same argument of job satisfaction.
DeleteThe Equity theory is an excellent tool to describe the importance of job satisfaction. Al-Zawahreh and Al-Madi (2012) mentions that if the income and the outcome does not balance, either the employee will work at a low productive level, if not the same quality of work cannot be expected from him. Hence HR professionals need to take Equity theory with utmost importance and utilize it for the betterment of the organization.
ReplyDeleteAdding up to same, Job satisfaction, motivation, and reward systems are included in one area of organizational theory. The strongest influence in this area is motivation because it overlaps into both of the other two components. A review of the classical literature on motivation reveals four major theory areas: (1) Maslow's Hierarchy of Needs; (2) Herzberg's Motivation/Hygiene (two factor) Theory; (3) McGregor's X Y Theories; and (4) McClelland's Need for Assessment Theory.
ReplyDeleteMcGregor's Theory Y matches much of Maslow's self-actualization level of motivation. It is based on the assumption that self-direction, self-control, and maturity control motivation. Reward systems must correspond to intrinsic factors if employees are to be motivated. Satisfying extrinsic factors is an all too commonly attempted method for motivating workers, but theory shows that these efforts cannot lead to motivated workers
Agreed Sheron, the employees have five levels of needs as physiological, safety, social, ego, and self- actualizing . Also argues that lower level needs had to be satisfied before the next higher level need would motivate employees (Maslow, 1943). The work categorized motivation into two factors: motivators and hygienes (Herzberg, Mausner, & Snyderman, 1959).
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