Lakhasly

2.1.Cognitive job satisfaction does not assess the degree of pleasure or happiness that arises from specific job facets, but rather gauges the extent to which those job facets are judged by the job holder to be satisfactory in comparison with objectives they themselves set or with other jobs.Two-factor theory Among the content theories of motivation, Herzberg (1959) theory emphasizing the motivator-hygiene factors sought to explain satisfaction and motivation in the organization.This satisfaction may be affective: one-dimensional subjective construct representing an overall emotional feeling individuals have about their job as a whole Kalleberg (1977) and Moorman (1993).Hygiene factors include aspects of the working environment like working conditions, interpersonal matters, organizational policies and so on (Hackman & Oldham, 1976).Publicly appreciating them for finding solutions to a problem, writing a note of praise, establishing a formal recognition program like 'employee of the month or year', making periodic reports directly available to the employees themselves rather than to management, are some of the ways of recognizing employees.Setting goals and reminding and emphasizing that their efforts lead to and contribute to positive outcomes and goal accomplishment is crucial.Job satisfaction theories traceable to employee performance As earlier stated, job satisfaction at its most general conceptualization, is simply how content an individual is with his job.According to Weir (1976) and Syptak, Marsland & Ulmer (1999), the following factors stood out as 'strong determinants of job satisfaction'.The two constructs are distinct, not directly related, have different antecedents and consequences though cognitive job satisfaction might help to bring about affective job satisfaction in the organization.The following job satisfaction theories that are easily traceable to employee performance in the organization are hereby listed and examined: 2.1.1.This theory states that job satisfaction and dissatisfaction is a product of different factors - motivation and hygiene respectively.If possible permit and support them to acquire higher certificates so that they could become experts themselves and make them more valuable to the practice and more fulfilled individuals.Negative and unfavourable attitudes towards the job indicate job dissatisfaction Armstrong (2003).It may also be cognitive: more objective or logical evaluation of various facets of a job.Motivation is seen as an inner force that drives individuals to attain personal and organizational goals.Factors that relate to job satisfaction are therefore called satisfiers or motivators.The theory focuses on outcomes of satisfaction and dissatisfaction.

2.1. Job satisfaction theories traceable to employee performance
As earlier stated, job satisfaction at its most general conceptualization, is simply how content an
individual is with his job. Simply stated, job satisfaction refers to the attributes and feelings people have about
their work. Positive and favourable attitudes towards the job indicate job satisfaction. Negative and
unfavourable attitudes towards the job indicate job dissatisfaction Armstrong (2003). This satisfaction may be
affective: one-dimensional subjective construct representing an overall emotional feeling individuals have about
their job as a whole Kalleberg (1977) and Moorman (1993).
It may also be cognitive: more objective or logical evaluation of various facets of a job. Cognitive job
satisfaction does not assess the degree of pleasure or happiness that arises from specific job facets, but rather
gauges the extent to which those job facets are judged by the job holder to be satisfactory in comparison with
objectives they themselves set or with other jobs. The two constructs are distinct, not directly related, have
different antecedents and consequences though cognitive job satisfaction might help to bring about affective job
satisfaction in the organization. The following job satisfaction theories that are easily traceable to employee
performance in the organization are hereby listed and examined:
2.1.1. Two-factor theory
Among the content theories of motivation, Herzberg (1959) theory emphasizing the motivator-hygiene
factors sought to explain satisfaction and motivation in the organization. The theory focuses on outcomes of
satisfaction and dissatisfaction. The theory further found that certain aspects of a job cause satisfaction and
therefore motivation, but certain aspects caused job dissatisfaction. Herzberg explained that the factors that lead
to satisfaction or to dissatisfaction are different. Accordingly, he states that ‘the opposite of job satisfaction is
not job dissatisfaction but, rather, no satisfaction; and the opposite of job dissatisfaction is not job satisfaction
but no satisfaction’ (Herzberg, 2003.91). This theory states that job satisfaction and dissatisfaction is a product
of different factors – motivation and hygiene respectively. Motivation is seen as an inner force that drives
individuals to attain personal and organizational goals. Motivational factors are those aspects of the job that
make people want to perform and provide people with satisfaction. Hygiene factors include aspects of the
working environment like working conditions, interpersonal matters, organizational policies and so on
(Hackman & Oldham, 1976). Factors that relate to job satisfaction are therefore called satisfiers or motivators.
According to Weir (1976) and Syptak, Marsland & Ulmer (1999), the following factors stood out as ‘strong
determinants of job satisfaction’.
Achievement: This requires helping and placing employees in position that use their talents and not to
set up for failure. It is achieved by setting clear, achievable goals and standards for each position, and making
sure employees know what those goals and strategies are. Individuals should also receive regular, timely
feedback on how they are doing and feel they are adequately challenged in their jobs.
Recognition: Refers to the honour, favourable note or attention given to an employee for a ‘job well
done’ or an outstanding behaviour. Individuals at all levels in the organization want to be recognized for their
achievement on the job. The individual’s success does not have to be monumental before they deserve
recognition. Employees should be acknowledged for doing something well immediately after their good work.
Publicly appreciating them for finding solutions to a problem, writing a note of praise, establishing a formal
recognition program like ‘employee of the month or year’, making periodic reports directly available to the
employees themselves rather than to management, are some of the ways of recognizing employees.
Work itself: This involves helping employees believe that the task they are doing is important and
meaningful. Setting goals and reminding and emphasizing that their efforts lead to and contribute to positive
outcomes and goal accomplishment is crucial. Success stories and cases should be shared on how an employee’s
actions made a real difference in the organization. Also show employees how their work is essential to the
overall processes that make the practice succeed. Unnecessary tasks can be eliminated or streamlined to bring
about greater efficiency in the organization.
Responsibility: Responsibility is taken action for ones actions. Granting additional authority to
employees in their activity, giving them enough job freedom and power so that they feel they ‘own’ the results
are ways of giving them responsibility. As employees grow, they can be provided opportunities for added
responsibility by adding challenging and meaningful work.
Opportunity for advancement or promotion: This involves electing employees from the present job or
position to a higher one or level in the organization. If possible permit and support them to acquire higher
certificates so that they could become experts themselves and make them more valuable to the practice and more
fulfilled individuals.