Hoppock's Theory Of Job Satisfaction

Hoppock (1935) was the first who brought forth the concept of job satisfaction in limelight. He held that job satisfaction was a combination of psychological, physiological and environmental circumstances that caused a person to say that "I am satisfied with my job". To a society as a whole and from the individual employee's standpoint, job satisfaction, in and of itself, is a desirable outcome. However, from a pragmatic managerial and organizational effectiveness perspective it is important to know how, if at all, this variable relates to outcome variables. Various questions such as: does the job employee having high job satisfaction perform better? does high employee job satisfaction results onto low turnover and absenteeism? does the employee …show more content…
Locke (1976) defines job satisfaction as a pleasurable or positive emotional state resulting from the appraisal of one's job experience. It is a result of employee's perception how well their jobs provide those things which are viewed important by them. There are three important dimensions to job satisfaction: Firstly, it is an emotional response to a job which can be inferred only but not seen. Secondly, it is determined by how well the outcomes meet or exceed expectations. If the employees feel that they are working harder but not getting equitable rewards then they will develop negative attitude towards the work and organization. Thirdly, job satisfaction represents several related attitudes. Work itself, pay, promotion opportunities, supervision and co-workers are recognized five dimensions which represents the most important characteristics of a job about which the people have affective …show more content…
Managers now feel morally responsible for maintaining high levels of job satisfaction among their staff, most probably primarily for its impact on productivity, absenteeism and staff turnover, as well as on union activity (Arnold & Feldman, 2013). The importance attached to job satisfaction was already significant during the first part of the 20th century, and Locke (1976) reported, for example, that over 3 000 related studies were published between 1935 and 1976 – an average of one publication every five days. Organisations recognise that having a workforce that derives satisfaction from their work contributes hugely towards organisational effectiveness and ultimate survival. Job satisfaction is regarded as related to important employee and organisational outcomes, ranging from job performance to health and longevity (Spector,