Antecedents and Consequences of Job Satisfaction

1 Antecedents and Consequences of Job Satisfaction Part 1: Antecedents and Consequences of Job Satisfaction Job satisfaction and dissatisfaction have attracted research and debate among professionals. Research helps understand employees' attitudes and factors contributing to satisfaction and enhanced performance. This paper uses a chart to highlight the antecedents of employee job satisfaction.

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Antecedent Charts Antecedents

Interpersonal relationships

Workplace flexibility

Feedback

Definition An interpersonal relationship is a social association or interaction between two or more people. At the workplace, interpersonal relationship refers to interactions between an individual and other team members (Lopes & Oliveira, 2020).

Workplace flexibility is the ideology that can be productive regardless of when or where they are allocated (Ray et al., 2021). This idea eliminates rigid workplace policies and supports employee well-being.

Feedback is helpful information regarding reactions to specific behaviors, performances, and products.

Feedback reveals areas of improvement and other vital aspects of development and productivity.

Relationship Interpersonal interactions are critical for the development and maintenance of trust among employees. It helps foster positive feelings among workers, thus improving job satisfaction.

High levels of workplace flexibility are associated with greater job satisfaction.

Feedback is critical to job satisfaction.

It ensures employees are provided with relevant information to support professionalism and career growth (Storey et al., 2019)

Research Support

Lopes, J., & Oliveira, C. (2020).

Teacher and school determinants of teacher job satisfaction: A multilevel analysis. School Effectiveness and School Improvement, 31(4), 641-659.

Ray, T. K., & Pana-Cryan, R. (2021). Work flexibility and workrelated well-being. International journal of environmental research and public health, 18(6), 3254.

Storey, M. A., Zimmermann, T., Bird, C., Czerwonka, J., Murphy, B., & Kalliamvakou, E. (2019). Towards a theory of software developer job satisfaction and perceived productivity. IEEE Transactions on Software Engineering, 47(10), 2125– 2142.

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Teamwork describes the combined action of people to achieve a specified goal. It also refers to the cohesiveness of the team and the ability to work together and recognize the strengths and weaknesses of members.

Teamwork is an integral component of job satisfaction. Employees are likely to achieve job satisfaction in organizations that prioritize teamwork.

Recognition

Recognition refers to acknowledging and appreciating the role played by individuals in accomplishing specific tasks.

Recognition increases job satisfaction among employees

Consequences

Definition

Relationship

Research Support

Job satisfaction reduces employee turnover, thus helping organizations retain experienced professionals (Rajamohan et al., 2019).

Rajamohan, S., Porock, D., & Chang, Y. P. (2019). Understanding the relationship between staff & job satisfaction, stress, turnover, and staff outcomes in the person‐centered care nursing home arena. Journal of Nursing Scholarship, 51(5), 560–568.

Teamwork

Turnover

Loyalty

Turnover refers to the rate at which employees are replaced or leave the workforce.

Loyalty refers to authenticity and faithfulness to commitments. It reflects a person’s commitment and determination to achieve organizational goals (Vuong et al., 2019)

Collaboration

Collaboration refers to the action of cooperating and working together with others to produce something.

Workplace

Deviance is a deliberate

Job satisfaction increases loyalty among employees.

Rajamohan, S., Porock, D., & Chang, Y. P. (2019). Understanding the relationship between staff and job satisfaction, stress, turnover, and staff outcomes in the person‐centered care nursing home arena. Journal of Nursing Scholarship, 51(5), 560–568.

Vuong, B., Tung, D., Tushar, H., Quan, T., & Giao, H. (2021).

Determinants of factors influencing job satisfaction and organizational loyalty. Management Science Letters, 11(1), 203-212.

Vuong, B., Tung, D., Tushar, H., Quan, T., & Giao, H. (2021).

Determinants of factors influencing job satisfaction and organizational loyalty. Management Science Letters, 11(1), 203-212.

Eliyana, A., & Sridadi, A. (2020).

Workplace spirituality and job satisfaction toward job performance: Satisfaction has a positive The mediation role of workplace relationship with deviant behavior and workplace collaboration. passion. Management Science Letters, 10(11), 2507-2520.

Job satisfaction reduces

Eliyana, A., & Sridadi, A. (2020).

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intention to disrupt and cause harm to a company

deviance

Productivity

Productivity is a measure of efficiency and employee input.

It reflects the employee’s commitment to achieving targeted outcomes.

workplace deviance and resistance among employees

Job satisfaction is associated with increased employee productivity (Storey et al., 2019).

Workplace spirituality and job satisfaction toward job performance: The mediation role of workplace deviant behavior and workplace passion. Management Science Letters, 10(11), 2507-2520.

Storey, M. A., Zimmermann, T., Bird, C., Czerwonka, J., Murphy, B., & Kalliamvakou, E. (2019). Towards a theory of software developer job satisfaction and perceived productivity. IEEE Transactions on Software Engineering, 47(10), 2125– 2142.

Part 2: Significance of Understanding the Causes and Consequences of Job Satisfaction Many organizations aim to achieve maximum profits through enhanced performance and increased productivity. Organizational leaders devise strategies to increase employee performance, job satisfaction, and retention (Eliyana & Sridadi, 2020). Understanding the causes and consequences of job satisfaction is critical for organizational leaders intending to improve the growth and development of their organization. It increases the leaders’ awareness of areas that need improvement to achieve better organizational outcomes. For instance, managers can use interventions that increase engagement, interpersonal interactions, productivity, and better work-life balance (Lopes & Oliveira, 2020). Also, managers can allocate adequate resources to address job satisfaction challenges.

The field’s focus on identifying contributing factors and outcomes of job satisfaction has improved the comprehension of job satisfaction. The field has created a platform for exploring the relationship between job satisfaction and various antecedents. Also, the topic has improved awareness of factors organizational leaders can manipulate to enhance performance and productivity.

4 References Eliyana, A., & Sridadi, A. (2020). Workplace spirituality and job satisfaction toward job performance: The mediation role of workplace deviant behavior and workplace passion. Management Science Letters, 10(11), 2507-2520. http://dx.doi.org/10.5267/j.msl.2020.3.044 Lopes, J., & Oliveira, C. (2020). Teacher and school determinants of teacher job satisfaction: A multilevel analysis. School Effectiveness and School Improvement, 31(4), 641-659. http://dx.doi.org/10.1080/09243453.2020.1764593 Rajamohan, S., Porock, D., & Chang, Y. P. (2019). Understanding the relationship between staff and job satisfaction, stress, turnover, and staff outcomes in the person‐centered care nursing home arena. Journal of Nursing Scholarship, 51(5), 560–568. https://doi.org/10.1111/jnu.12488 Ray, T. K., & Pana-Cryan, R. (2021). Work flexibility and work-related well-being.

International Journal of Environmental Research and Public Health, 18(6), 3254. https://doi.org/10.3390%2Fijerph18063254 Storey, M. A., Zimmermann, T., Bird, C., Czerwonka, J., Murphy, B., & Kalliamvakou, E. (2019). Towards a theory of software developer job satisfaction and perceived productivity. IEEE Transactions on Software Engineering, 47(10), 2125–2142. http://dx.doi.org/10.1109/TSE.2019.2944354 Vuong, B., Tung, D., Tushar, H., Quan, T., & Giao, H. (2021). Determinates of factors influencing job satisfaction and organizational loyalty. Management Science Letters, 11(1), 203-212. http://dx.doi.org/10.5267/j.msl.2020.8.014