About This Special Issue
Job satisfaction governs the mark to which different employees become content with their job. Generally, employees who are satisfied with their jobs show high commitment and lower intention to abandon that job. Also, job satisfaction characterizes a blend of optimistic or pessimistic frame of mind that workers have towards their work (Gorton, 2017; Aziri, 2011). Cook, (2011) shows researchers’ with the conclusion that, worker satisfaction results in better employee retention. Clearly, job satisfaction definitions express the combination of emotional, physiological and environmental settings that affect a person to honorably express gratification of his or her work (Robbins & DeCenzo, 2005; Thiagaraj & Thangaswamy, 2017). Notably, it makes good business sense to frequently check in on the happiness of employees in the various departments of company. This is because studies have shown that there is a positive link between job satisfaction and productivity, financial results, and customer satisfaction. It is therefore important to find out the job satisfaction levels of employees and what should be changed to ensure expected outcome (Gorton, 2017; Saari, and Judge, 2004). The current dependency of managing employee job satisfaction on periodic assessment of job satisfaction lacks the needed proactive instinct to overcome the potential futuristic adverse effect associated with job satisfaction parameters (factors).
Aims and Scope:
The paper aims at developing a model or steps for prioritizing the various job satisfaction parameters to enhance the focus of management control on the critical overall employee job satisfaction dependency factor that will maximize profit. Therefore, the scope of this research covers evaluation of the already established quarterly employee job satisfaction records at the Human resource department of the company to formulate a priority model that will enhance proactive management in a given production limited resources.
- Job satisfaction