Relationship between work environment and job satisfaction in an organization

 

Relationship between work environment and job satisfaction in an organization

According to the environment's constant change, companies nowadays face several difficulties. One of the many difficulties a company has kept its employees happy in order to succeed and stay competitive in an industry that is always changing and evolving. The company must meet the demands of its employees by providing comfortable working circumstances in order to promote efficiency, effectiveness, productivity, and job dedication. This essay's goal is to examine how the workplace environment affects workers' feelings of job satisfaction.

 

Job satisfaction Vs. work environment

Many organizations struggle at work because they don't grasp how important a positive work environment is for employee job satisfaction. Such companies lack the internal strength necessary to launch cutting-edge items into the market and outperform their rivals (Aiken, Clarke, & Sloane, 2002). The process of attaining a business's objective and vision depends heavily on its employees. In order to assure the caliber of their job, employees need to satisfy the performance standards established by the company. Employees require a working environment that allows them to work freely and is free from obstacles that can prevent them from achieving their full potential in order to satisfy the requirements of the business.

• ·       Job satisfaction

Job satisfaction, according to Vroom (1964), is an emotional orientation that people have toward the roles they play at work. Job satisfaction is a crucial element for inspiring employees to do better and motivating them to do so. Over the years, several people have defined occupational happiness. According to Hoppok and Spielgler (1938), the integrated collection of psychological, physiological, and environmental factors that motivate employees to declare that they are pleased or content with their jobs. Additionally, the importance of workers at work is stressed because there are many factors that might affect an employee's performance inside a company.

• ·       Work environment

The two broad elements of work and context make up the working environment. The work encompasses all of the many aspects of a job, including how it is performed and completed, the tasks involved, training for those duties, control over job-related activities, a sense of accomplishment from work, variation in jobs, and intrinsic value of a task. Numerous studies have concentrated on the internal component of work satisfaction. Results have indicated a correlation between a favorable work environment and intrinsic job satisfaction. They also discussed the context, or second component of job satisfaction, which includes the physical and social working environment (Sousa-Poza & Sousa-Poza, 2000; Gazioglu & Tanselb, 2006; Skalli, Theodossiou, & Vasileiou, 2008).

According to Spector (1997), the majority of firms neglect the atmosphere at work, which has a negative impact on workers' productivity. According to him, a positive working environment includes employee safety, job security, excellent relationships with coworkers, acknowledgment for good performance, desire to do well, and involvement in company decision-making. He went on to say that if workers understand that the company values them, they will be highly committed and have a feeling of ownership for their business.

 

Relationship between work environment and job satisfaction

Over the years, research has been done in many situations to investigate the connection between the workplace and job satisfaction. Due to its nature and effects on society, the research is becoming more and more significant with time. The results of a Danish study imply that a company might boost productivity by improving the physical aspects of the workplace (internal climate), which may have a favorable effect on enterprises' output (Buhai, Cottini, & Nielseny, 2008).

According to Baah and Amoako (2011), the motivational factors (the nature of the work, the sense of accomplishment from their work, the recognition, the responsibility that is given to them, and the opportunities for personal growth and advancement) help employees determine their value in relation to the value that is accorded to them by the organization. Additionally, this may enhance employees' levels of motivation, which will eventually increase their internal contentment, which will lead to satisfaction.

According to them, the Hygiene and Motivation aspects of the Herzberg Two Factor Theory are interrelated because the former leads employees from job discontent to no job dissatisfaction, while the latter moves them from no job dissatisfaction to job satisfaction (Herzberg et al., 1959).

Conclusion

Employee job happiness is positively impacted by the work environment. Poor working circumstances make it difficult for people to demonstrate their skills and reach their full potential, thus it is crucial that companies understand how important a healthy workplace is. Their workforce will produce greater outcomes in this way. Additionally, it makes sure that the company's personnel may work freely and comfortably without being burdened with anything that can hinder their productivity. As development efforts rise, the commercial progress that is made will directly benefit the nation's economy. Employee performance is positively impacted by workplaces where employees participate in the overall decision-making, have flexible work schedules, have less work to do, are encouraged to work in teams, and have supportive upper management. This results in a high degree of job satisfaction for employees, increasing their commitment to their companies, motivation to work hard, and propensity to produce high levels of output for their organizations, all of which are beneficial to the long-term success of their individual enterprises.

 

Reference

Aiken, L., Clarke, S., & Sloane, D. (2002). Hospital staffing, organizational support and quality of care: cross-national findings. International Journal for Quality in Health Care,, 50(5), 87-94.

Gazioglu, S., & Tanselb, A. (2006). Job Satisfaction in Britain: Individual and Job Related Factors. Applied Economics, 38(10), 1163-1171.

Buhai, S., Cottini, E., & Nielseny, N. (2008). The impact of Workplace Conditions on Firm Performance(Working Paper Number 08-13). Retrieved from http://www.hha.dk/nat/wper/08-13_sebu.pdf

Baah, K., & Amoako, G. K. (2011). Application of Frederick Herzberg’s Two-Factor Theory in Assessing and Understanding Employee Motivation at Work: a Ghanaian Perspective. European Journal of Business and Management, 3(9), 1-8.

Herzberg, F., Mausne, B., & Snyderman, B. (1959). The Motivation to Work. Jhon Wiley.