Essay: Job Satisfaction According to (Hulin

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[. . .] Organizational Commitment and Job Satisfaction

The concept of organizational commitment attracts interest in creating an understanding in employee dedication towards an organization's objective. The association of organizational commitment is linked with the employee's attitude since it relates to their mindset and preconception about an organization. (Gruman et al., 2006), contends that an organization stands a better change to attain its objective given the positive acceptance of its goals by the employee and their respective wiliness to exert more effort for purposes of meeting the set goals. Employee's level of organization commitment will create an avenue for greater job satisfaction that is attained through rewards and recognition. While job satisfaction is a determinative of organizational commitment there is a difference. The main difference between organizational commitment and job satisfaction is that while organizational commitment can be defined as the emotional responses that an employee has towards his organization; job satisfaction is the responses that an employee has towards any job (Gruman et al., 2006).

Where it is said that there is organizational commitment among employees, it is anticipated for job satisfaction to be higher (Gruman et al., 2006). This is the case since organizational commitment is viewed as a psychological connection between individuals and the organization. This connection builds a bond for cohesive action with a unique goal target that contributes to optimal completion of task and attainment of organizational goals. Organizational commitment breeds three concepts of commitment that are; continuance, affective, and normative (Shaemi et al., 2010).

Job satisfaction is related to the type, variety and convenience in undertaking a task. In the case for organizational commitment it is seen that factors such as type and variety of work reduce the monotony in work and significantly contribute to employee commitment. It is therefore deduced that job satisfaction and organizational commitment will result from same aspects. An employee is likely to stay committed to an organization if they feel satisfied in the task they are undertaking and more so if they embrace the fruits of their effort. The latter is likely to occur through promotion, salary increments and benefits through work recognition.

Supervisors and subordinates share valuable information, while they are interacting with each other. Supervisor may engage in supervising or other socio-emotional relations on the other hand subordinate by making extra effort with greater dedication and completing supervisor's goals and by displaying organizational commitment. The exchanges of valued resources will payback both of them in the form of benefits (Kaliski, 2007). In organizing the working environment supervisor is a crucial component of an organization it is also the key component to pass on the information to the employees. Supervisors also exchange the positional resources with the subordinate, which include material and non-material things. In this exchange supervisors can display their commitment to organizational goals and objectives. This will entrench the aspect of organizational commitment and increase job satisfaction by seeing employees through the task.

It is recommended that as philosophy of reciprocal relation affect employees' observation of their organization, thinking of reciprocal relation will also relate the interpersonal relationships that employees develop with their supervisors (Armstrong, 2006). Employee will be more committed to the organization and also more committed with the supervisor if he/she perceives that the supervisor is supportive (Armstrong, 2006; Shaemi et al., 2010). Literature that supports social and organizational culture indicate that whenever subordinate is properly supported by supervisor this will generate positive outcomes both for organization and employee.

References

Armstrong, M. (2006). A Handbook of Human resource Management Practice, Tenth Edition. London: Kogan Page Publishing.

George, J.M., & Jones, G.R. (2008). Understanding and Managing Organizational behavior, Fifth Edition. New Jersey: Pearson/Prentice Hall.

Gruman, Jamie, A., Saks, M., A., Zweig, & David, I. (2006). organizational socialization tactics and newcomer proactive behaviors; an integrative study. department of management, 69(1), 90-104.

Hulin, C.L., & Judge, T.A. (2003). Job attitudes. In W.C. Borman, D.R. Iligen & R.J. Klimoski (Eds.), Handbook of psychology: Industrial and organizational psychology New Jersey: Wiley.

Kaliski, B.S. (2007). Encyclopedia of Business and Finance, Second edition. Detroit: Thompson Gale.

Mullins, J.L. (2005). Management and organizational behavior, Seventh Edition, . New Jersey: Pearson Education Limited.

Shaemi, B., Ali, Asghari, & Jhila. (2010). The relationship between organizational Socialization and organizational commitment in Kurdistan… [END OF PREVIEW]

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