Factors influencing job fulfillment
Manion (2005) very precisely stated that job fulfillment is the optimistic reactions regarding one’s work stemming from the assessment of its features. Remuneration being popular in nearly every job, there are several aspects that play significant functions in people’s job fulfillment. Some of the most important aspects include: The kind of work carried out has to correspond to the skills of the individual. An individual with excellent educational certificates cannot derive job fulfillment from jobs being carried out at the factory level; the work is not boring and enables workers to change swiftness with fluctuating roles, the capability of gaining skills and of contributing to the performance of the organization, an employee has the alternative of planning his/her job the way he/she can do it better, an employee believes that he/she has sufficient chances for personal development and appreciation, and a worker has been provided with the facilities and monetary aid for upgrading his/her skills (Robbins & Judge, 2011).
Comparing and contrasting
External benefits refer to the tangible benefits provided to workers by management, like salary increases, bonuses, and rewards. In contrast, internal benefits are psychological incentives that workers derive from carrying out the sensible role and doing it perfectly. External benefits played an important function in the past when jobs were commonly more monotonous and mechanistic, and when adhering to regulations and practices was dominant. Compared to intrinsic aspects, external aspects remain critical for employees. Remuneration is a significant aspect for most employees to accept a job, and unjust remuneration can be a strong cause of dissatisfaction. However, after a person has started work and concerns of injustices have been dealt with, one finds that external benefits are comparatively insignificant, as constant inspiration is more strongly based on internal benefits (Major et al., 2006).
Emotions at work
Basically, this statement is true. Workers show an extensive kind of optimistic and pessimistic behaviors at work. Among the behaviors, three are crucially significant and have been widely researched. Job success refers to the level of performance with which an individual completes the roles posted in his/her work description (Robbins & Judge, 2011). People’s capabilities, particularly overall emotional capability, are the key indicators of job success in various professions. How people are treated at the workplace, the degree of strain found at work stations, job feelings, and to a lower degree, individual emotions are in addition aspects associating with an individual’s job success (Judge et al., 2002). From the above illustrations, an employee should not allow his/her feelings to affect his/her behavior at the workplace because emotions influence work attitude, which in turn affects performance.
Manager’s personality and values
A manager is constantly challenged in motivating employees to perform. Firstly, it is a challenge to motivate workers to focus on aiding the firm to realize its goals. Secondly, it is a challenge to motivate workers to focus on attaining their individual goals (Judge et al., 2002). Complying with the requirements and realizing the objectives of the company and the workforce is frequently complex for a manager in almost all firms and thus affects employee performance (Major et al., 2006). For example, in health institutions, however, these challenges are more complex, but in addition as an aspect of the broad collection of workers who are engaged by or work together with health organizations to deliver and pay for healthcare. Given that employees’ personalities vary, a manager can utilize the Rokeach Personality Test in assessing prospective employees and identify if his/her personalities support the principal goals of the firm (Judge et al., 2002).
References
Judge, T., Heller, D., & Mount, K. (2002). Five-factor model of personality and job satisfaction: A meta-analysis. Journal of Applied Psychology, 87(1), 530–541.
Major, D., Turner, E., & Fletcher, D. (2006). Linking proactive personality and the big five to motivation to learn and development activity. Journal of Applied Psychology, 91(4), 927–935.
Manion, J. (2005). From management to leadership. San Francisco: Jossey-Bass.
Robbins, S., & Judge, T. (2011). Organizational behavior (14th ed.). Buckingham, England: Pearson Education.