Initiating some change in the job may enhance worker’s satisfaction in general but may not increase satisfaction consistently over a period. The crux of this theory is that constant input does not result in constant output. However, this theory highlighted the need of workers to be fairly treated by management. The critics attacked this theory on the ways advocated by Adam to deal with inequity. Where the inequity exists, workers strike to alter inputs or outcomes to restore equity cognitively distort the inputs or outcome or leave the field or act on the other or change the other. They neither want under payment nor over payment. Thus perception of equity generates job satisfaction and perception of inequity causes dissatisfaction.Īccording to Adam, workers want equitable payment. Inputs refers to age, gender, education, social status, organizational position, qualification, hard work, etc., while output signifies reward, pay, status, promotion, etc. According to him inequity occurs where a person perceives that ratio of his outcomes to inputs and the ratios of a relevant others outcome to inputs are unequal. The basic postulate of this theory is that employees compare the ratio of output to inputs with that of others. This theory invites the attention of management to those aspects of job which cause dissatisfaction and transform them so that employee feels satisfied.
The greater the discrepancy, the greater the job dissatisfaction and vice versa. In other words, the discrepancy between present aspects of the job and the aspect desired by the employee generates job dissatisfaction. Accordingly, the more the employee receives as outcomes they value, the more they feel satisfied the less they receive as outcome they value, the less they feel satisfied. This theory states that job satisfaction occurs where job outcomes an employee receives matches with those desired by him. For example power cut, poor relations with superiors and colleagues, poor pay, restrictive policies, absence of job security and so on have the power to disturb the employees. He categorically explained that the second set of factors called ‘hygiene factors’ should be present in the organization so as to avoid dissatisfaction from job. The very task/job and the outcomes of the job like recognition reward, responsibility, promotion, and growth have potential to generate job satisfaction. It is only the motivating factors which generate job satisfaction. Their approach is popularly known as Two Factor Theory.Īccording to Herzberg, there are two factors ‘Motivators’ and ‘Hygiene factors’. They were asked to describe the events which made them feel good or bad about their jobs. They applied critical incident technique and surveyed 200 accountants and engineers from Pittsburg. More than four decades back, Herzberg et al., (1959) were intrigued by the question of what people want from their jobs. Some of the famous theories are given below: 1. Robert Hoppock (1935), who presented the earliest definition on Job Satisfaction, describes the concept “as being any number of psychological, physiological, and environmental circumstances which leads a person to express satisfaction with their job.” Vroom (1982) defined the construct “as workers’ emotional orientation toward their current job roles”. Theories of Job Satisfaction: Frederick Herzberg Two Factor Theory, Locke’s Value Theory, Adam’s Equity Theory and a Few Others Theories of Job Satisfaction – 4 Important Theories: Frederick Herzberg Two Factor Theory, Locke’s Value Theory, Adam’s Equity Theory and Opponent Process Theory
Some of the important theories of job satisfaction are:-ġ. Under the need- fulfillment theory it is believed that a person is satisfied if he gets what he wants and the more he wants something, or the more important it is to him, the more satisfied he is when he gets it and the more dissatisfied he is when he does not get it.
(1) Herzberg’s Motivation-Hygiene theory, (2) Need-fulfillment theory and (3) Social reference-group theory.
There are three major theories of job satisfaction, viz.,.
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