Job Satisfaction Theory

JOB SATISFACTION THEORY A. Introduction Job satisfaction is a classic theory in human resource management that has emerged since the growth of the industrial era in the 1930s, but is still needed today. According to Rivai and Sagala (2013) there are three well-known theories of satisfaction, namely: 1. Discrepancy Theory According to (Locke, 1969) job satisfaction is the difference between an individual's goals in working and the reality that is felt. In the sense that employee satisfaction in an organization will arise if there is no gap between what is desired and what is received. When the distance between what is desired and what is received by employees in an organization is getting further, the stronger the sense of dissatisfaction with the work being done will be (King Jr, Lahiff, & Hatfield, 2009). According to (Locke, 1969) job satisfaction includes affective and cognitive aspects. The affective aspect illustrates that job satisfaction is an expression of what is in a person's heart in assessing something that is done both individually and together. Cognitive aspects (sensation, perception, conception) as (Locke, 1969) illustrates that basically job satisfaction is an expression of what is felt (sensation), what is perceived (perception) and what is thought (conception). 2. Equity Theory Based on the approach of equity theory (Adams, 1963), a person's satisfaction will depend greatly on the fairness of a situation by comparing input and outcomes from themselves with others in one organization or different organizations. Input in the sense of something valuable and felt by the individual as a form of contribution to the work. Furthermore, outcomes as something valuable and felt by the individual as a result of their work. So that when the comparison of the two is considered fair enough, satisfaction will be formed that arises in a person. 3. Two-factor theory (Hezberg: 2003) This theory explains the existence of hygiene factors or causes of dissatisfaction and motivator factors as causes of satisfaction. Hygiene factors as factors causing dissatisfaction at work are extrinsic, while satisfaction factors as motivators at work are intrinsic. Extrinsic factors are very loaded with physical or material things while intrinsic factors are more praise, flattery, recognition, and achievement. Motivating factors are intrinsic factors including the drive to achieve, progress, opportunities to develop, responsibility, and the work itself. Maintenance factors (hygiene factors) are extrinsic factors, which include salary issues, wages, policies, job security, supervision, administration, working conditions, and employee status. B. Measuring Job Satisfaction According to Mangkunegara (2013), measuring job satisfaction can be used using a job description index scale, a job satisfaction scale based on facial expressions and the Minnesota job satisfaction questionnaire. 1) Measuring job satisfaction with a job description index scale. In this measurement, an employee will be asked about the work or position that is felt to be very good and very bad, on a scale measuring attitudes from five areas, namely work, supervision, wages, promotions and co-workers. Each question asked must be answered by employees by marking the answer yes, no or no answer. 2) Measuring job satisfaction with facial expressions. In measurements using facial expressions, there are a series of facial images ranging from very happy to very sullen. In this measurement, employees are asked to choose a facial expression that matches the work conditions they feel at that time. 3) Measuring job satisfaction with the Minnesota questionnaire. This scale consists of work that is felt to be very dissatisfied to very satisfying. Employees are asked to choose one alternative answer that matches their work conditions. C. Factors Affecting Job Satisfaction According to Luthans (2002) there are six factors that affect employee job satisfaction, namely: 1. The Work itself (The Work it Self), where a job can provide interesting tasks for the individual himself. What makes individuals interested in their jobs is the main source of job satisfaction. The main elements are: a) Autonomy; the degree to which the job provides freedom or independence and flexibility for employees in scheduling their work and determining the procedures used in completing the work. b) Feedback; the degree to which completing work activities required by the job has consequences for the job in order to obtain direct and clear information about the work activities. 2. Wages (Pay), which is a reward received by employees in financial form for the work they have done. 3. Promotion Opportunities, which is the opportunity to experience an increase in the hierarchy. Promotion opportunities appear to have varying effects on job satisfaction, because promotions take different forms and are accompanied by different rewards. For example, individuals who are promoted for length of service often experience job satisfaction, but not as much satisfaction as those who are promoted on the basis of performance. Thus, a promotion with a 10% salary increase is not as satisfying as a 20% salary increase. This difference explains why executive promotions are more satisfying than those at lower levels. 4. Supervision, which is something that has quite an influence on job satisfaction. The ability of the supervisor to provide technical assistance and support. This can be in the form of direct supervision by a superior to his subordinates. 5. Work Group, which is basically a work group will have an effect on job satisfaction. The friendliness of cooperative co-workers is a simple source of job satisfaction for an individual employee. The work group functions as a source of support, comfort, advice, and assistance to an individual worker. A good work group makes work more enjoyable. However, this factor is not very important for job satisfaction. On the other hand, if the opposite condition occurs when people are not close, then this factor has a negative effect on job satisfaction. 6. Working Condition, which is a working condition that has a simple effect on job satisfaction, if the working conditions are good (clean, and have an attractive environment), then employees will find it very easy to do their jobs, but if the working conditions are bad (hot, noisy environment), then employees will find it very difficult to do their jobs. In other words, the influence of working conditions on job satisfaction is the same as the work group. If the conditions are good, there will be no problems, but if the conditions are bad, there will be problems with job satisfaction.