Personal Characteristics and Job Satisfaction

Many characteristics of the job and the workplace affect job satisfaction. By redesigning job and work environments, it is possible for management to raise job satisfaction and productivity. By redesigning jobs to maximize opportunities to satisfy the needs for achievement, self-actualization, and personal growth and development, and by enriching jobs to enhance the motivator needs and the core job characteristics, job satisfaction can be increased.

Personal characteristics that can influence job satisfaction include, among others, age, sex, race, intelligence, use of skills, and job experience. Although employing organizations cannot alter these factors, they can be used to predict satisfaction among various groups of workers.

Age

In general, job satisfaction increases with age; youngest workers report the lowest job satisfaction. This relationship holds for blue-collar and white-collar employees and for men and women employees. Many young people are disappointed with their first jobs because they fail to find sufficient challenge and responsibility. At Griffin those who are in the company for so many years are found too much satisfied while those who are young or joined recently have little degree of satisfaction as this company fails to inject new innovations and challenges for these young employees.

Gender

The research evidence about possible differences in job satisfaction between men and women employees is inconsistent. Even when differences in work values and job satisfaction have been shown, there is disagreement about causes. It may be not be gender, as such, that relates to job satisfaction as much as the group of job factors that varies with sex. For example women are paid less then men for the same job, and their opportunities for promotion are fewer. These factors influence job satisfaction. At Griffin also women are hired to work only at front office and they are paid less salaries compared to those who are working at key positions (Networking Managers and System Administrator).

Race

In general, more white than nonwhite employees report satisfaction with their jobs. This is correct in case of Griffin too, as those who are form India are not satisfied with their jobs and local Greeks and other whites are found more satisfied . However, before a person can be concerned with job satisfaction, he or she must have a job. Although there is a large, thriving middle class among black and ethnic minority employees, large numbers of persons who want to work are unemployed, are employed irregularly, or are too discouraged to seek employment. Many who have full-time work are confined to low-level jobs that offer marginal pay and little opportunity for advancement or fulfillment. Thus, the primary concern for many workers is not satisfaction but finding a job that pays a decent wage.

Cognitive Ability

Cognitive ability doesn’t appear to be a significant determinant of job satisfaction, but it may be important when considered in relation to type of work. For many jobs, there is a range of intelligence associated with high performance and satisfaction. People who are too intelligent for their work may find insufficient challenge, which leads to boredom and dissatisfaction. People in jobs that require s higher level of intelligence than they have may become frustrated because they are unable to handle the job’s demand. It is true for young employees of Griffin who don’t find many challenges in their jobs, as company is reluctant to adopt new changes and innovations.

Job Experience

During the initial stage of development of employment, new workers tend to be satisfied with their jobs. Their period involves the stimulation and challenge of developing skills and abilities, and the work may seem attractive just because of new. However, this early satisfaction wanes unless employees receive evidence of progress and growth. Job satisfaction appears to increase after a numbers of years of experience and to improve steadily thereafter. This factor is true in case of Griffin as those who are working for ling time are left with no enthusiasm.

Use of Skills

A common complaint, particularly among college graduates in engineering and science, is that their jobs do not allow them to exercise their skills or apply the knowledge acquired during their college training. Surveys of engineers show high dissatisfaction with job facets such as pay, working conditions, supervisors, and opportunities for promotion. Other studies show that people are happy if they have chances to use their skills at work. At Griffin there are many professionals who have vast knowledge of new techniques, but they have no chance to use/apply it as top management is reluctant to adopt these expertise.

Job Congruence

Another study investigated the relationship between job satisfaction and job congruence. Those with the highest congruence-that is, the best match between their abilities and job demands-had aspired to their present job early in college and had majored in a field leading directly to the job. Thus, they were using skills they learnt in the college and they were found satisfied with income, fringe benefits, and promotional opportunities. This factor does not apply in the case of Griffin as Job congruence is not found in its lowest degree in this company (whatever has been learnt by the employees during their college level is of very little use to their work). Personality

Research suggests that employees who are more satisfied in their work are better adjusted and more emotionally stable. Two personality factors related to job satisfaction are alienation and locus of control. Employees who feel less alienated and who have an internal locus of control are more likely to be high in job satisfaction, job involvement , and organizational commitment . Maximum employees at company are found satisfied and, therefore emotionally stable.

Occupational Level

The higher the occupational level or status levels of a job, the higher the job satisfaction. Executives express more positive job attitudes and feelings then do first-line supervisors, who, in turn, are usually more satisfied the their subordinates. The higher the job level, the greater is the opportunity for the satisfaction of motivator needs and the greater are the autonomy, challenge, and responsibility of the work.