emotionally colored evaluative idea of the subject of activity about the result of his labor activity, about the process of work itself and external conditions in which it is carried out. Within the current psychological science The two-factor "motivational-hygienic" theory of work satisfaction by F. Herzberger is generally accepted and generally recognized as the most heuristic and interpretively resourceful in this area. Conventionally designated as motivational criteria include the actual meaningful characteristics of work, the success and achievements of an individual or a group in work, the prospects of qualification and professional, including career growth, recognition from the social environment, in particular, indicators of a prestigious and "image" character ... The hygienic criteria conventionally referred to as improvement include ergonomic working conditions, the level of material remuneration, leadership style, the nature of interpersonal relations in the work collective. It should be specially noted that job satisfaction, as a rule, increases with the optimization of "motivational" factors. In the case of "hygienic" indicators, dissatisfaction with work most often decreases, but the indicator of work satisfaction does not always change. At the same time, it is clear that the rigid division of factors influencing the degree of job satisfaction into "motivational" and "hygienic" is rather arbitrary, since in a number of cases it is "hygienic" factors that act as motivational the whole. In addition, it is necessary to specifically stipulate the fact that in groups of different levels of socio-psychological development, the “share” of various factors of job satisfaction also differs. So, for example, in groups of a high level of development, the "motivational" component and such an indicator as the "system of relationships", in the theory of F. Herzberger, included in the list of "hygienic" factors, as a rule, are of decisive importance for a positive subjective vision and assessment of one's work activities, while for groups of a low level of development, such indicators as wages and ergonomic working conditions are often decisive. Job satisfaction, as shown by numerous studies, acts as a serious component of the socio-psychological climate in the team, being both an essential base for the formation and implementation of a positive psychological atmosphere in the group, and at the same time a consequence of established positive relationships between employees. As for the effectiveness of activity, then for an adequate assessment of this paramount parameter of the social activity of an individual and a group, taking into account such a subjective factor as job satisfaction is a necessary condition.
In the process of operationalizing the theory of F. Herzberg, organizational psychologists J. Hackman and J. Oldham identified five basic factors that, from their point of view, are necessary for the work to be perceived by the employees of the organization as meaningful, interesting and satisfying. These include:
"1. Variety of skills. More meaningful are those jobs for which many, rather than one or several, different skills are required.
2. Identity of the task. Works that make up a coherent whole are more meaningful than works that are only a fraction of the whole work.
3. The importance of the assignment. Jobs that are important to other people are more meaningful than unimportant jobs.
4. Autonomy. Jobs in which a person can exercise independence, exercise freedom, and make decisions about how to get the job done are more meaningful than jobs that do not provide such opportunities.
5. Feedback related to work. Jobs that include feedback on how the employee does their job are more meaningful than jobs without feedback"1.
And yet, the results of fifteen years of research by F. Herzberg and his colleagues do not allow to draw a clear line between hygienic and motivating factors. This partial verification is typical for all so-called dispositional theories of labor motivation. Traditionally, A. Maslow's hierarchical model of needs, S. Alderfer's ERG theory and D. McKelland's theory of needs for achievements are traditionally referred to this group of approaches that describe the structure of labor motivation and the conditions for job satisfaction.
S. Alderfer's theory, in essence, is a modification of A. Maslow's hierarchical model: “The starting point of this theory is the hypothesis of the existence of three groups of needs, listed in the order from the most specific to the least specific ... These needs for existence (existence - E ), relationships with others (relatedness - R) and growth (growth - G) ... According to ERG theory, if efforts aimed at meeting the needs of any level constantly lead to frustration, then a person can regress ... to behavior that satisfies more specific needs. An employee who is not able to meet the needs for personal growth, can stop at the fact that he will do his job only as much as necessary, so as not to lose his place and satisfy social needs (the need for communication), that is, the needs of a lower level. " The main difference of this approach from A. Maslow's hierarchical model is the rejection of rigid ranking of needs. At the same time, it is clear that the level of job satisfaction within the framework of S. Alderfer's theory directly depends on the breadth of the spectrum of needs that can be realized within the framework of work.
It must be said that the ERG theory, like all other dispositional theories of motivation, has not received an exhaustive empirical confirmation. However, the general advantage of these approaches is their simplicity and a high degree of adaptability to solving practical tasks in the specific conditions of a particular organization.
If all dispositional theories in one way or another proceed from the presence of certain needs in the individual, which in the classical interpretation of A. Maslow are innate, can be quite abstract, irrational and not always conscious, then cognitive theories of labor motivation proceed from the fact that motivation is always “... a conscious choice based on a complex decision-making process that compares options, weighs costs and benefits, and estimates the likelihood of achieving desired results.” 1 Therefore, job satisfaction in cognitive approaches ultimately depends on compliance real result activities to the expectations of the individual. However, each of these approaches has its own nuances.
The theory of general expectations was developed in the late 60s. last century based on research large group organizational psychologists, in particular, V. Vroom, J. Campbell, L. Porter, I. Lawler and others. It proceeds from the fact that there are four groups of interrelated variables, the totality of which account of the results of work and the degree of satisfaction with it. These include: expectation of a certain level of work performance depending on effort, expectation of a result depending on the level of work performance, tooling and value.
“Expecting a certain level of performance based on effort ... reflects the belief that effort will lead to achieving the desired level of performance. ... This probability is highly dependent on a person's assessment of their own skills and knowledge about the job, on the expectations of others, as well as on peer support and the favorable influence of working conditions and other environmental variables.
Expectation of the result depending on the level of work performance. This probabilistic concept, similar to the previous one, reflects the belief that certain direct outcomes (or first-tier outcomes) will follow the completion of the job, from pay increases, promotions and a sense of achievement to recognition, increased workload and longer hours of work. ...
Instrumentality is the usefulness of a certain behavior or result in terms of achieving some other meaningful goal; this variable reflects the belief that there is a connection between behavior ... and the achievement of this goal ... results (first level) of labor behavior ... Value. A certain value is attributed to the results of the first and second levels (sometimes it is called valence) - this is a variable reflecting the degree of attractiveness of the results for a person. The increase in wages (the result of the first level), which arises from the promotion, can have a high positive value, because it is instrumental for achieving the results of the second level, which are positively evaluated by the employee, for example, a higher standard of living ”2.
Although, as already noted, the theory of general expectations is based on completely different methodological premises than dispositional theories, it is easy to notice certain parallels, in particular, the two-level structure of expected results of activity, which are obviously associated with the hierarchy of human needs. On the whole, this approach seems to be rather complicated and eclectic, which significantly complicates its practical use. Moreover, as L. Jewell notes, although “many hypotheses based on the theory of general expectations have been confirmed in various studies, ... the proof of the correctness of this model as a whole has not been obtained” 1.
The theory of justice by J. Adams seems to be much more convenient from a practical point of view in assessing the degree of job satisfaction. According to this concept, “people compare the ratio between what they get in their work situation (their results) and the effort expended on it (their investments) with the ratio of the results and investments of other people. Outcomes include salary, status, and job grade. The most significant investments are ... skills, knowledge, experience, work experience and education ”2. According to the theory of justice, job satisfaction will be high if the individual result / effort ratio is equal to or slightly higher than the average value for the given type of activity. It is quite obvious that satisfaction drops sharply if this ratio is below average - this situation is perceived as a clear injustice. However, as shown by a number of studies, job satisfaction often decreases in cases where this ratio is significantly higher than the average. Many individuals in such cases feel a sense of guilt and seek to get rid of it by increasing their contribution to work, thereby correcting the revealed injustice.
The main disadvantage of the theory of justice is that, within its framework, it is significantly limited, and in a number of cases it is simply impossible to take into account such factors that determine job satisfaction as the system of interpersonal relations, the status-role position of the individual in the informal group structure, etc.
To date, organizational psychology has accumulated a huge amount of data related to the problem of job satisfaction. Their analysis revealed a number of interesting patterns.
In particular, it was established “... that throughout the entire period of a person's labor activity, his job satisfaction changes both upward and downward. V age group Between the ages of 20 and 30, job satisfaction declines as the gap between the ideals and realities of work in a particular job becomes apparent (“shock when faced with reality”). As a person adapts to these realities and achieves certain professional goals, his satisfaction gradually increases; its peak falls on the age of about 40 years. This period is followed by a “mid-career crisis”, which usually occurs between the ages of 45 and 50. After the resolution of this crisis, the level of satisfaction rises again, but starts to fall again when the person prepares for retirement (“pre-retirement age”) ”3.
Another large block of research was aimed at identifying the relationship between job satisfaction and the quality of its performance. Contrary to expectations, a number of studies have not directly supported the assumption that satisfaction leads to better job performance. Such results may be explained by the fact that job satisfaction is largely a subjective characteristic that largely depends on the personality characteristics of the individual.
In recent years, a point of view has emerged in psychology according to which job satisfaction is mediated, first of all, not by objective environmental parameters, but by the general inclination of a particular individual to “positive affectivity” (positive perception of the world - to put it simply, to optimism), or to “negative affectivity "(Negative perception, or pessimism). As L. Jewell reports, “there is now a lot of evidence to support the existence of a positive correlation between assessments of positive affectivity and greater job satisfaction” 1.
A practical social psychologist, when fulfilling his professional tasks, must clearly take into account the degree of satisfaction with the work of both the group as a whole and each of its members separately, since, without knowing this picture in in full, he will not be able to adequately stimulate the pro-social activity of the community, nor to predict the processes of group formation and personal development in it.
Conditions, process and result of work. It can be positioned between "madly in love" and "completely disliked." Everyone knows very well that the efficiency of staff work depends on the level of satisfaction.
Working conditions are one of the most important components of a person's motivation to work. In order to increase the desire of employees to perform their duties well, it is necessary to exclude factors that reduce their job satisfaction. But this is still not enough. It is necessary to create conditions in which it would be interesting and pleasant for them to work (for example, career advancement, salary growth, recognition of success, etc.).
Decreased satisfaction inevitably leads to a drop in productivity. A reluctance to work can be manifested in:
late arrivals;
conflicts at work;
actions causing damage to the company;
change of workplace;
irritability;
many other things.
To prevent this decline, you need to know what affects employee satisfaction. Let's consider the main factors:
Physical conditions labor (temperature, lighting, noise, etc.). The better they are, the more satisfied the subordinates will be with their work.
Characteristics of the subordinate. The higher the educational level and self-esteem of the employee, the higher his satisfaction. It is also more satisfying to work in a job that matches
The social environment influences job satisfaction. The more mutual understanding, support, help in the team, the higher the desire to work.
A well-organized enterprise management system contributes to the increase of employee satisfaction.
An important factor is earnings (timeliness, validity, etc.).
Increases job satisfaction with learning and development opportunities.
To increase, you must take into account all of the above factors.
There is another method of increasing satisfaction, and, consequently, labor efficiency. It lies in the fact that when recruiting employees, it is necessary to take into account such criteria as locus control, self-efficacy and positive affectivity.
Locus control can be external and internal. A person who believes that everything that happens to him depends on himself, but individuals who believe that events occurring with them are the result of external factors have external locus control. It is quite clear that a person with an internal locus of control is a more effective worker.
Self-efficacy is self-confidence, determination, purposefulness. People with a high degree of self-efficacy are excellent workers who show the highest productivity.
Finally, what is positive affectivity? In people with positive affectivity, positive emotions prevail, and in people with negative affectivity, respectively, negative ones. It is natural to assume that job satisfaction is increased. The presence of negative sentiments reduces it.
If the staff consists mainly of people with high affectivity, internal locus control and high self-efficacy, then the job satisfaction in the team will be higher. In addition, there is the so-called contamination effect. It lies in the fact that if a person gets into a society of positive, cheerful, purposeful people, then he himself, after a while, gains such qualities. Conversely, communicating with negatively minded people, you are imbued with the same negative emotions.
Job satisfaction is the fulfillment, fulfillment of a person's expectations from the material, social, spiritual and moral results of his work; the cumulative impact on the employee of the components of labor motivation, including the content and conditions of work, the amount of earnings, public recognition of what has been achieved, opportunities for self-expression and self-affirmation of the individual - factors that ultimately determine the desire for useful activities, the manifestation of creative initiative, and the willingness to cooperate with partners.
Job satisfaction is determined in the same way as the emotional-evaluative attitude of an individual or a group to the work performed and the conditions for its course.
Summarizing the ideas and statements of many scientists and practitioners, we can conditionally distinguish two theories of this phenomenon:
job satisfaction is not a pressing issue. Labor was and always will be "difficult", that is, mostly a forced and not entirely pleasant experience. This is primarily due to the fact that the educational and cultural level of people is constantly increasing, and the nature, conditions and organization of work are improving slowly in terms of their attractiveness to humans. A reasonable and realistic solution is to compensate for the hardships of labor with the quality of outside work life, the values of everyday life, leisure, culture;
job satisfaction is a pressing issue. Its resolution is both necessary and possible. Institutions such as the regulation of vocational orientations, labor upbringing and education, socio-psychological services for practical adaptation to work, legal work in the field labor relations.
There are a number of fairly specific values of job satisfaction, reflecting its role, functions, consequences in socio-economic life, in organization and management.
1. As a result of studying the evaluative attitudes of people to well-being in everyday life, the socio-economic system, and the social climate, it has been established that work and career are of the greatest importance for them, along with such values as health, personal life, full-fledged leisure, often occupying first position. In a word, job satisfaction is, first of all, social satisfaction, the most important indicator of the quality of life of individuals and groups, the population, and the nation.
2. Job satisfaction has a functional and production significance. It affects the quantitative and qualitative results of work, the urgency and accuracy of assignments, commitment to other people. With the duration and experience of work, the impact of satisfaction on functional performance may decrease. This influence also depends on the strong-willed qualities of the employee, his ability not to obey the mood in the process of work.
The attitude to work can be based on the self-assessment of the employee of his business qualities and indicators. At the same time, self-satisfaction and self-dissatisfaction can positively and negatively affect the work, depending on the specific case.
3. The employer's concern for people's satisfaction with their work determines some essential types of managerial behavior, labor relations in general. The employer is often skeptical about the production and economic effect of any measures to humanize labor and considers their financing irrational. Funds for these purposes are spent either by individual enthusiasts, or by very rich and prosperous organizations, or under pressure from the working masses and legal authorities. Attention to the problem of job satisfaction can manifest itself as a fashion movement, a prestigious social politics and charity, ostentatious competition between employers for better attitude to the employee
The character and working conditions that are satisfactory from the point of view of the employee are the most important factor in the authority of the manager. For workers, the administration is the best, which is able to make their work better.
Job satisfaction is often an indicator of staff turnover and the need for appropriate action to prevent it.
Depending on satisfaction with work, the demands and claims of employees increase or decrease, including with respect to remuneration for work.
Job satisfaction is a universal criterion for explaining, interpreting a variety of actions. individual workers and labor groups. It defines the style, method, manner of communication between the administration and the workforce. In other words, the behavior of satisfied and dissatisfied people differs, and the management of satisfied and dissatisfied people also differs.
The level of satisfaction can be studied in different versions of the scales. For example: a) satisfaction - dissatisfaction;
6) high satisfaction - relatively high satisfaction - moderate satisfaction - dissatisfaction; c) complete satisfaction - more satisfaction - more dissatisfaction than satisfaction - absolute dissatisfaction.
Each of the options has its own disadvantages and advantages, the wrong choice of the scale can lead to results that do not reflect the actual labor mood of the employee or team.
Job satisfaction is the structure of specific evaluative relationships to a variety of specific aspects of work. We are talking about such aspects of the nature and conditions of labor activity, which are sufficiently realized, perceived by people, receive from their side a certain negative or positive assessment.
In this case, the structure of job satisfaction is:
· Physical environment - the level of safety, noise, temperature, pollution;
· Aesthetic environment - light background, color and decoration of premises, means of labor, spatial "solution" of premises;
· The infrastructure of the so-called "social and cultural life" - the availability of recreational facilities, functional and utility rooms, food outlets, etc .;
· Standardization or irregularity of working hours;
· Mode, work schedule;
· Remoteness of work from place of residence;
· Primary characteristics of labor (severity, intensity, complexity);
· Secondary characteristics of labor (meaningfulness, monotony, creative richness, intellectual or physical meaningfulness; the presence of interesting solutions in work, risk, responsibility, moral requirements, novelty, the ability to manage, plan, etc.);
· The degree of attachment to the workplace, the ability to move in the space of the room and outside;
· The need to be separated from the place of residence and family;
· Sufficiency and adequacy of qualifications;
· The level of work organization;
job satisfaction sales worker
· The meaning of the tasks and functions performed (normal or meaningless work);
· Social climate in the team;
· Relationship with the leadership, leadership style;
· The prospect of job and qualification growth;
· Own results, performance indicators;
· wage;
· Communication, presence or absence of communication at work;
· The ability to establish connections and acquaintances through work.
V different types labor, there are and are expressed their especially problematic and especially favorable aspects of work, their own psychology of perception and assessment of these aspects, their own measure of the subjective factor of satisfaction with them.
As level types, one can distinguish between general and particular job satisfaction, i.e. labor in general and its individual aspects. There are several principles of the relationship between them:
a) general satisfaction arises as a result of a significant preponderance of the sums of positive or negative factors over each other;
b) one of the positive or negative factors is so significant that it determines overall satisfaction;
c) there is a relative balance between positive or negative factors, and the general dissatisfaction turns out to be indefinite (in this case, either the sums of factors, or individual factors are compared).
There are also some specific contradictions in the relationship between general and private satisfaction, which are manifested even in employee surveys, which:
find it difficult to give a general assessment of their work activity, although they easily point to some specific positive or negative aspects of it;
express general satisfaction with the work, although they find it difficult to analyze any of its particulars;
talk about many negative aspects, but shy away from a general negative assessment or even give a positive assessment;
give an overall negative assessment, although they do not provide any specific arguments.
Job satisfaction factors:
1. Objective characteristics of labor activity. The level of satisfaction with work directly depends on the characteristics of the nature and working conditions, while the principle "good work satisfies, bad work does not satisfy" is implemented. The individual characteristics of people in this case do not matter much, since within certain boundaries there are common criteria for all acceptability - unacceptability.
2. Subjective features of perception and experience. First, as a result of research and observation, it was noticed that there are the most unpredictable and unexpected features of the attitude of different people to the same aspects of the conditions and nature of activity, including work. In practice, it is almost impossible to take them into account. Secondly, all people as workers differ in the level of claims and criticism. Even in American industrial sociology, it was popular to discuss the thesis "There is no good or bad job, but there is a satisfied or dissatisfied person."
Claiming and criticism can be fair and unfair. They always give rise to reasoning about the culture of behavior. For example, exaggerated claims and criticism regarding the nature and conditions of work are an indicator of selectivity, adherence to principles, taste, the level of professional thinking, or, conversely, immodesty, lack of will and character, and disrespect for others.
Thirdly, both in everyday consciousness and in science, the level of satisfaction with work is associated with the degree of its complexity. The thinking pattern is as follows: complex work has more creative content than simple work, so the probability of satisfaction is higher here. In the end, the factor decides everything creative imagination... The following points should be taken into account here. All people have different creative needs, so the factor of creative content may not be the main one. Moreover, many do not need "creativity at work" at all.
Fourth, all people have different creative abilities. If we compare two experimental categories of workers engaged in complex and simple labor, we will find that in the first category there are individuals who do not experience creative moods in their work, do not consider their work as interesting, and, conversely, in the second there are individuals who can give your work a rating of "interesting" or avoid the rating of "uninteresting". Among those who are engaged in seemingly primitive work, there are those who are able to "see and do" their work creatively, not to get bored in work time, to turn their tasks and functions from monotonous to diverse, to show ingenuity in the creative enrichment of their own labor.
Along with such a mistake as the subjectivization of a factor, there is another - its objectification. We are talking about a situation when the level of satisfaction with work is random, depends on the individual characteristics of a person, and it is explained as objective, natural for everyone in this case. For example, an employee is incompatible with this work, but a conclusion is made about the poor organization of work.
3. Qualifications and education. In sociological studies and special events for the certification of workplaces, facts are often recorded that education and qualifications either correspond or do not correspond to the work tasks and functions performed.
From the point of view of job satisfaction, it is worth paying attention to the following two situations. If education and qualifications are higher than the requirements of the content of labor, then this naturally determines uninteresting, monotony, or, conversely, the ease of performing tasks and functions. If education and qualifications are lower than the requirements of the content of labor, then this creates complexity and increases the severity, or, conversely, stimulates the creativity and development of the employee.
4. Duration (length of service) of labor activity. This factor is usually seen as contributing to satisfaction as it adapts over time to the disadvantages of work. Negatively evaluating his work at the beginning of his working career, a person can perceive it normally or positively later. Even when some research suggests there are clear disadvantages in the job, many experienced workers no longer cite them as problems.
There are different periods of adaptation, depending on the objective characteristics of labor and the subjective characteristics of the employee. Sociologists who have specially investigated this issue limit the adaptation period to a period of 0.5 to 3-5 years. Dissatisfaction can occur at any stage in a working career; this means that complete and absolute adaptation in certain cases generally impossible.
The duration and length of service can also negatively affect job satisfaction if, over time, content is exhausted, elements of novelty in work disappear, and any expectations are not realized.
It should be borne in mind that job satisfaction in each case can be decisively influenced by the total work experience, work experience in a given profession, work experience at a given workplace. Situations are possible when these three factors either obviously interact or obviously contradict each other.
5. Stages of the labor cycle. Labor activity is cyclical. In the process of achieving the final result of labor, the initial, middle and final stages can be distinguished, which have more or less clear boundaries, which are set by the criterion of product readiness or simply working time - year, season, month, week, day. There are three main options for the dependence of job satisfaction on the work cycle:
a) the final stage of work is characterized by overcoming the main difficulties and problem situations; at this stage, the positive experience of the proximity of the final result dominates and therefore the job satisfaction is relatively maximum;
b) the final stage corresponds to the maximum activity, tension, responsibility, irregular work and time, in connection with which the satisfaction is relatively minimal;
c) in the process of labor activity, such differences in job satisfaction are not observed, which is associated with the peculiarities of the nature and conditions of labor, the uncertainty of the cycle itself and its stages, the strong-willed traits of the employee, his tendency to planning.
6. Awareness. Any evaluative relationship between individuals and groups is influenced by the presence or absence of a "comparative plan." An individual or group perceives the nature and conditions of their labor activity by comparing them with the nature and conditions of the labor activity of others, i.e. in other organizations, professions, even countries, for which it is necessary to be knowledgeable to a certain extent.
Awareness can have both positive value, to promote a more correct, adequate assessment, which is especially important in the case of low satisfaction caused by the exaggeration of the difficulties of their work, and negative, used in a speculative manner. For example, having incomplete or incorrect information about the nature and conditions of work at other enterprises, an employee or work group may underestimate the nature and conditions of their work in order to increase the economic demands on the administration.
Studying the ideas of workers and work groups about the presence or absence of a better job than their own, it is necessary to limit the comparison to specific profession, specialty, occupation.
Special material or moral motivation for work. Content attractiveness or awareness of the need for labor activity dulls criticality to its nature and conditions. Wages have a similar effect on job satisfaction. Like any other mechanism of reward and compensation, it is able to reduce the criticality to the nature and conditions of work, if it is high enough.
Administrative mode in the organization. On the one hand, job satisfaction expressed by an employee or a work group may be a simple consequence of unwillingness, unwillingness to criticize the administration. In this case, satisfaction is a hidden version of conformism. On the other hand, the expression of dissatisfaction can be a simple way of demonstrating a threat, escalating demands and putting pressure on the administration.
9. Maintain positive appraisal and self-esteem. Expressing job satisfaction with an employee or work group can simply be a demonstration or inspiration of self-confidence, which helps maintain credibility and improves mood. Dissatisfaction with work can be interpreted from outside as weakness, inadequacy of qualifications, inability to perform some tasks and functions and solve some problems in the workplace.
10. The level of expectation. This factor universal, manifests itself in all types of social satisfaction. It has two most typical and significant options:
a) the presence or absence of expectations (the absence of expectations can positively affect satisfaction in comparison with a situation where there are some expectations, this is a readiness for any situation);
b) inconsistency of expectations with reality (overestimated expectations affect satisfaction negatively, and underestimated ones - positively).
11. Official and public attention to labor problems. If others know about the problems of an employee or a work group, the administration, recognizes them, expresses sympathy, then these problems are experienced more easily.
12. Expert opinion and public opinion. It is far from always that a specific employee or a specific microgroup forms an independently evaluative opinion about their work. For example, if experts call a given job dangerous, hard, harmful, then the workers themselves begin to consider it as such. Quite unexpectedly and inexplicably, it is the group approval or condemnation of the organization of labor, of the work assignment that can manifest itself. Various rumors about problems and production prospects have a similar effect on satisfaction.
Almost all of these factors are controllable, i.e. there are quite real social technologies that allow them to regulate job satisfaction.
After analyzing the subjective and objective components of job satisfaction, we can conclude that labor productivity and job satisfaction depend not only on the level of his technical equipment, professional skills of the employee, his skills and knowledge, material remuneration, but also on indicators that are not always measurable. social development: the moral potential of the individual, the form of human communication, the atmosphere in work collectives. A socio-psychological balance arises, which determines the general state of the person's satisfactory or unsatisfactory work performed by him.
In order for people to find happiness in their work, three conditions are necessary: the work must be within their power, it must not be exhausting, and it must necessarily be accompanied by success.
Ruskin John
Job satisfaction reveals a person's general disposition towards their work, “pleasant, positive emotional condition resulting from an assessment of one's work or work experience. Job satisfaction is the result of employees' perception of how well their job is in meeting important needs from their point of view. With high job satisfaction, staff turnover decreases, the number of absenteeism decreases, workers have better physical and mental health, acquire the necessary skills faster, suffer less from industrial injuries and make complaints, are more inclined to cooperate, and often help co-workers and clients.
Job satisfaction is an emotional reaction of a person to a work situation, which is based on the principle of "like it or not like it" or "like it or not."
Numerous studies have shown that there is a positive relationship between job satisfaction and productivity. In general, the correlation coefficient is small (0.14), but this relationship becomes more noticeable if the employee is not forced to work or is not constantly monitored, but is given freedom of action and decision-making. The coefficient also increases when moving from simple jobs to work of a higher, complex level, for highly qualified specialists and managers. A high degree of satisfaction is observed among those engaged in interesting work, in which one can show initiative, earn respect, and work in a friendly team. These are men and women, as a rule, of a young age, with higher education, high wages, a great need for advanced training, supported by the director.
Table 4.7. Job requirements different groups workers
|
Job requirements |
rast |
Obra the call |
Zara pay |
Satisfied trivial ness work |
Availability additional thread work |
Participation in rationalization |
Possession another professional |
The need for advanced training |
Support director |
Desired salary |
|
|
Favorable working conditions |
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|
High profit payment |
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|
Interesting job |
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|
More wages for the one who works harder |
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|
Friendly team |
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|
The opportunity to take the initiative |
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|
The ability to earn respect through honest work |
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|
The opportunity to improve living conditions |
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|
Absence of excessive differences in wages of different categories of workers |
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|
A benevolent attitude of the manager towards subordinates |
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|
Taking into account the opinion of the team when making decisions |
The letters "m" and "g" in the table indicate the gender of the respondent, "c", "n" and "s" (high, low, medium) - the degree of criticality of the expressed qualities. Signs that are assessed as positively affecting the achievement of the organization's goals are highlighted in bold, and negative in italics.
Let us compare the information grouped by two rows of the table: "interesting work" and "friendly attitude of managers towards subordinates." According to the data obtained, workers who consider an interesting job as the most important condition for work are usually young, highly educated, actively involved in rationalization, have several professions, and feel the need for advanced training. Among the benevolent leaders, mainly more women older people with a low level of education, who do not participate in rationalization and do not own additional professions. If there is a choice, the leader will prefer the first group. The most preferable for production are employees who are focused on the opportunity to show initiative, earn respect and trust by honest work, as well as rely on an authoritative team and interesting work... The least preferred group is the group of workers who rely on the benevolence of the manager and equal pay.
Low satisfaction is observed in middle-aged and older women, characterized by average or low rates by all parameters: average or low wages, weak participation in rationalization, weak proficiency in other professions, average need for advanced training and not enjoying the support of directors.
Why study job satisfaction? From the standpoint of the company, satisfaction is understood as all those aspects that keep an employee in the organization and form his loyalty. Satisfaction studies can provide insight into the strength of employee attachment to the company. A situation where a valuable employee is teetering on the brink of being fired is very dangerous and undesirable for the organization. On the other hand, if a bad employee is completely satisfied with his job and is not going to quit, this is food for thought for the manager. This means that the company has created very favorable conditions for lazy, stupid, ineffective employees. Employee satisfaction data is actually information about a company's personnel risks.
Rice.
When answering the question, what should be the ideal work for subordinates, one should not strive for excessive specificity and originality (Fig. 4.3). All the same, it is rarely possible to take into account the difference in tastes and personal opinions of everyone, so the leader, as a rule, seeks to increase integral productivity. If the manager takes into account the factors below, he has a chance to receive confirmation of the maximum number of his subordinates.
So the ideal job should:
- have a purpose, i.e. to lead to a certain result;
- evaluated by employees as important and deserving to be done;
- enable the employee to make the decisions necessary to carry it out, i.e. autonomy (within established limits);
- provide feedback to the employee, be assessed depending on the effectiveness of his work;
- bring fair remuneration from the point of view of the employee.
Work designed in accordance with these principles provides inner satisfaction. This is a very powerful motivational factor that stimulates high-quality performance of work, and also, according to the law of increasing needs, stimulates to perform more difficult work... Based on these principles, the Heckman and Oldham model of job characteristics from the standpoint of motivation was developed (Fig.4.4) TO
Let's consider each of the main parameters of work and determine how they affect the psychological state, which determines the attitude of people to work.
Rice.
1. Variety of skills and abilities. This term characterizes the degree to which a job requires a variety of actions in its execution and which involves the use of different skills and talents of personnel. If the employee feels that someone else can do the job just as well, then it is unlikely to be of value to him and it is unlikely that he will take pride in completing the task. A job that does not use the employee's valuable skills does not create a need for further training.
There is an optimum level of variety. It is individual for each employee. So, one and the same job by one can 1 Effective manager: Motivation of your team / Textbook, manual. The Open University, 1999.
considered as boring, it seems to another that it has an unstable and intermittent nature, and therefore it is impossible to establish any specific mode of its implementation.
- 2. Integrity of work. This refers to the completeness of a work operation as a whole and a specific part of the work, i.e. performance of work from start to finish with visible results. The definition of a task on the part of a manager is closely related to this concept.
- 3. The importance of work. This refers to the degree to which the work performed affects the life or work of others in the organization or in the external environment. Workers assembling airplane brakes regard their work as very important, in contrast to workers who make paper clips. At the same time, the skill level is about the same.
Importance is closely related to the performer's value system. The work can be interesting and exciting, but people will remain dissatisfied until they feel that their work is important and needs to be done.
4. Autonomy. Autonomy characterizes the extent to which the work is provided with the freedom and independence of the employee in the development of the schedule. If decisions are made by other people, doing a job well is unlikely to be seen as a reward. The person will feel that the quality of the work done depends on the correctness of these decisions, and not on his own efforts.
In the absence of integrity (for some reason, for example, when working on a conveyor belt), autonomy is also impossible, since there may be a violation of the overall coordination of the execution of individual actions.
The level of autonomy depends on the individual. There is an optimal level of autonomy for any employee, which gives him a real sense of personal responsibility and does not lead to stress.
5. Feedback. The receipt of information by employees about the quality of their work provides feedback. It can be internal, i.e. coming from the work itself, and external, in the case when the consumer of the results of the work speaks about their quality, as well as in the case of public praise. The effectiveness of feedback depends on the integrity of the work. It is much easier to provide feedback on the results of a completed work than on a single piece of it.
A situation in which an employee is responsible for several interrelated operations increases autonomy and at the same time increases the integrity of the work, which means that it provides quick and effective feedback. At the same time, the employee uses self-examination intensively, i.e. personal feedback. He has the opportunity to discover flaws himself, which is much easier to perceive than if someone else pointed out the mistake to him.
The importance of feedback is clear. Workers need to know how well they are doing their job. Managers are an important source of this kind of feedback. However, the best feedback occurs when workers themselves control the quality of their work.
The first three factors discussed above contribute to the assessment of work in terms of its complexity, value and need. If the work cannot be characterized by such parameters, it will not be internally motivated. Doing it well will not create a sense of accomplishment, or a sense of newness or value.
Work that satisfies all the factors described internally motivates employees, provides good quality completed assignment brings satisfaction. It creates a sense of personal contribution to the products or services provided, evokes a feeling in employees involvement.
Managers must continually seek possible ways improving the performance and motivation of the people working with them. It is important to highlight possible simple changes in work that could lead to the stimulation of the internal motivation of subordinates. Performance improvement methods are based on the principles outlined above.
It is the variety of skills that is essential, and not just the variety in itself. If workers have a limited skill set, then a way must be found to stimulate the need for greater diversity.
However, workers do not always strive to increase diversity. Monotonous work allows workers to talk as they do it, but once you add an element of variety, conversations become difficult, and at the same time, there will be no compensation from the work itself.
Employees also need to be given the feeling that the skills they are using are extremely valuable to the firm. This approach, as a rule, encourages the employee to improve his skills, expand the range of his abilities.
Workers are more satisfied with work that has some visible result. Increasing the integrity of a job can be achieved by adding associated tasks to it. These are, as a rule, some kind of preparatory or final operations that are performed by different people... Even the quality control process of the work greatly enhances the integrity.
Adding lower-level work activities that do not make the work more cohesive usually reduces motivation and dislikes workers.
If you are having difficulty securing job content, it is better to this operation automate. However, even here it is possible to make some changes.
Combining multiple activities into one finished job will improve many performance metrics, from temporary to challenging. However, it is important to stop on time and not entrust all the work to one performer.
If the employee knows how concretely the results of his work will be used, he begins to feel the importance own work, which stimulates it to increase productivity with good quality.
The employee always wants to know why he is doing this or that work. Even if he is asked to collect data for a report, he wants to know for what purpose this report is being compiled. Therefore, when formulating any task, it is necessary to mention the goals, what will really depend on the productivity and quality of this work. After completing the work, the performer will wait for the result.
A manager's job consists of solving problems of different levels of importance. The transfer of some low-level management functions to subordinates has a double effect: the manager's efforts are concentrated on solving higher-level problems and at the same time positive influence to motivate employees.
The transfer of low-level decision-making power to subordinates can be considered a blessing, provided that they are trained and correctly understand all the features of the work, including where to get the necessary information and when to make a decision.
Provided that the subordinates know all the requirements and instructions in force in the organization, the manager can provide them with the opportunity to independently set goals in their work.
Even if they are partly involved in the decision-making process, they are much more likely to feel responsible for the job and be satisfied with the successful completion of the job.
This is done through a system of qualified interviews. During such interviews, it is necessary to prevent subordinates from setting unrealistic goals that obviously cannot be realized for any reason, depending, among other things, on the current state of affairs of the company.
Tools, materials and equipment, and how they are used, constitute another area where self-reliance can be increased. Very often, employees do not have the right to refuse even low-quality materials. It is not difficult to guess what this might lead to if quality control is envisaged.
When the manager determines how and what equipment to use, he cannot take into account individual characteristics each employee. Experiencing even minor inconveniences and at the same time deprived of freedom of choice, workers will soon lose motivation to get the job done. Ideally, they should also be responsible for maintaining and repairing the equipment they use.
Time is an extremely important factor in all types of work. If an employee does not have enough time to do a good job, he will feel that it is not worth the effort. The assignment of work does not always provide the employee with significant autonomy in choosing the time of work, the ability to prioritize, schedule work, taking into account their inclinations, and, consequently, to obtain more satisfaction.
The pace of work also has a significant influence for motivation. Therefore, the manager should strive to reduce the monotony of semi-automatic processes, giving employees the freedom to choose the pace. If this is not possible and the pace is entirely machine-set, a buffer storage system must be introduced.
Internal feedback is more reliable because it acts directly on the employee during the task. A surefire way to stimulate this connection is by setting clear and specific goals, without pointing out the way to achieve them. Another way is to check the quality during the manufacturing process. This will allow the employee to immediately correct deficiencies and adjust the work process, bringing it closer to the most efficient one.
Very often there is a situation of negative feedback, when employees only learn about the shortcomings of their work and thus are deprived of remuneration for Good work... It is known that people hardly respond to critical feedback. The employee will not perceive negative assessments on more than two or three parameters. However, if a manager alternates between positive and negative assessments, then information about failures will be more fully perceived.
The other extreme is when the boss is unable to criticize his subordinates. In this case, failures stabilize, and the employee does not get the opportunity to correct his mistakes, and often does not even know whether to do this.
People often resist feedback because they are not prepared for this, do not know how to provide it. For external feedback to be effective, it needs to be truthful, accurate, detailed, prompt. Reporting poor performance only demotivates the employee. If you indicate what exactly was done wrong, why it happened, how to fix the situation, and at the same time do not forget to touch upon the positive aspects of the work, the effectiveness of feedback will undoubtedly increase. It can be even higher if the employee clarifies these issues himself.
The All-Russian Center for the Study of Public Opinion (VTsIOM), together with IFORS, conducted a survey in March 2008 of what work is considered good in Russia.
Among the criteria by which a job can be considered good, those that relate to material well-being employee and stability. In the first place in terms of importance is "good salary" (this attribute is considered the most important by the majority of respondents - 85%). In second place is the full and timely fulfillment of obligations to employees by the company (65%), in third place - stability, confidence that there will be no deterioration (61%). It is also important to provide a social package - health insurance, vacation subsidies, pension payments, etc. (59%).
At least half of the respondents (50 to 56%) attach great importance to comfort at work: it comes not only about a suitable schedule, a convenient workplace, care for the health and safety of employees, but also about mental comfort - conflict-free relations between colleagues, mutual assistance and support, a good psychological climate in the team.
10-11th place among the criteria for good work: the ability to apply professional knowledge and abilities;
interesting, varied and enjoyable work (49-50%).
On the 12-13th places there are signs associated with the professional success of the employee and the company: management efficiency, strong management; opportunity for professional growth (41-44%).
It seems that the respondents prioritize stability, convenience, and comfort in assessing their place of work, rather than professional implementation... Work for them is a necessary, formal means of providing for life.
Respondents with less than secondary education give almost all of these characteristics less value than those surveyed with higher education. For example, 37% of respondents with less than secondary education, and almost twice as many - 57-60% of respondents with higher and incomplete higher education, consider the opportunity to apply professional knowledge and abilities, an interesting, varied, and enjoyable job as extremely important criteria. At the same time, the respondents in all groups identified by the level of education most of all value a good wages, least of all - the prestige of the company.
What is the situation with job satisfaction in real Moscow companies? The authors conducted a survey of a number of companies in order to establish the degree of satisfaction of employees of these companies with their work (Table 4.8).
table 4.8. Job satisfaction
The employees of organizations with a pronounced hierarchical culture, belonging to the older age group (from 41 years old), are most dissatisfied. The most satisfied can be attributed to employees of companies, characterized mainly by youth, creative atmosphere, friendly team.
Characteristically, in companies with the highest job satisfaction, self-realization and creative work are more attractive aspects of performance. For employees of hierarchical bureaucratic companies, the most attractive are purely hierarchical motives of self-assertion, the ability to lead people, the opportunity to benefit people, to communicate with people broadly, to work without harm to health, and, oddly enough, the motives of creative work, since only such motivation can explain the fact that people continue to work in organizations with low wages and little demand from public and private structures.
In the company "Adidas" during the survey, another aspect of the activity was highlighted, "prestigious work in a well-known company", which became decisive - 59%. Then career growth - 51% and extensive communication with people - 44%. Thus, in a successfully functioning prestigious company, there are slightly different accents in the attractiveness of the parties to official activities.
To identify the reasons for dissatisfaction, a survey was conducted with a breakdown of the factors that determine job satisfaction (Table 4.9).
Table 4.9. Satisfaction with various aspects of work
|
Satisfaction |
% of respondents who answered "yes" |
|
The size of the salary |
|
|
Conformity of assessment - to work |
|
|
Social benefits and security |
|
|
Moral stimulation |
|
|
Opportunities for professional and job growth |
|
|
Opportunities for professional development |
|
|
The state of labor discipline |
|
|
Psychological climate |
|
|
The relationship between the administration and the team |
|
|
The system of selection and placement of personnel |
|
|
Mode of operation |
|
|
Opportunity to realize your abilities |
A very important factor determining job satisfaction and staff loyalty is the relationship with the management, determined by the style of leadership, as well as the issues of delegating authority and responsibility to company personnel.
The survey has shown that the most important thing for the ideal subordinate is high level performing skills. Ideal qualities, listed by employees in their questionnaires, lack initiative in creative solutions and undertakings. This is not an image of a clan ideal subordinate, the basis of which is communication, friendship, mutual assistance, complicity, support. The ideal image described by company employees is most typical of a hierarchical, bureaucratic culture. From the market culture now prevailing in a number of companies (according to the diagnostics carried out), none of the characteristics of the ideal employee entered the image described by the employees: exactingness, competitiveness, rivalry, dedication, focus on success, achieving results, leadership, etc. Consequently, the image of the ideal employee formed among the staff does not correspond to the real organizational culture of the companies, and in order to improve the efficiency of the personnel, this discrepancy should be eliminated by forming necessary traits the ideal image and the image itself. Undoubtedly, positive features hierarchical ideal image - discipline, obligation, order, control, etc. - should be preserved by adding market-clan or adhocratic ideal qualities to them.
An important influence on the motivation of personnel's labor activity is exerted by working conditions - hygienic factors, or health factors. In the study, workers assessed their working conditions (comfort, technical equipment, safety, illumination, ergonomics, etc., Table 4.10).
Table 4.10. Working conditions of employees
The extreme positions were chosen by the employees quite rarely, and generally the working conditions were assessed either as good (more positive assessment) - on average by 48% of respondents, or as satisfactory (more negative assessment) - on average by 44% of employees. Avoiding extreme assessments indicates that, on the one hand, even excellent working conditions for a person always have something to improve. On the other hand, the assessment of working conditions as unbearable is most likely the result of not the working conditions themselves, but an expression of dissatisfaction with the work, team, life, reflects the disloyalty of the employee of the company and, as a rule, is accompanied by negative mental and psychological states (Table 4.11). These states are capable of causing and " satisfactory conditions labor ".
table 4.11. Negative states at work
|
How often do you experience negative states |
The average |
How more degree orientation of the company's culture to the market, the more frequent negative conditions its workers are exposed. In hierarchical and clan cultures, the most common response is that workers only rarely experience negative psychological states. Different styles and rhythms of work cause different psycho-emotional consequences... Therefore, personnel ideal for clan and hierarchical cultures will experience significant psychological and physical overload in the market culture, experience dissatisfaction with their work and do not fit well with the working rhythm and the requirements of the company. The stress tolerance factor in the market culture is one of the most important competencies of personnel.
Studying satisfaction and loyalty, it is useful to consider the attitude of employees to the activities of the administration of the company, office. Sometimes a company is led by a strong and talented leader who thinks right, has acumen and flexibility, wisdom and knowledge, but many of his endeavors fail, bumping into barriers and sabotage of employees. On the other hand, in the eyes of employees who are remote from the leader and meet with him very rarely or never, the leader is associated with his team, deputies, office staff, and administration. And the loyalty of the employee depends on the relationship with them. For example, employees of one of the companies who were asked to evaluate the activities of the administration answered here:
- could do more, but much does not depend on her - 38%;
- could do more, but lack competence and perseverance - 17%;
- the administration is not interested in improving things - 15%;
- the efforts of the administration are already yielding positive results - 5%;
- find it difficult to answer - 25%.
And although 60% of employees were quite satisfied with the leadership style, the performance of the administration received a very low rating. A quarter of the respondents found it difficult to answer at all. Since the survey was anonymous, this can hardly be attributed to fear. Consequently, here, the function of delegation of authority and control of execution is violated.
Engagement is the heightened emotional connection that an employee feels with the organization and that influences him, forcing him to volunteer more effort to do his job. According to a study by Towers Perrin, only about 21% of company employees are fully engaged. completely volunteering to give the company more time and effort than is required. More than 90,000 employees from different companies around the world took part in the study. The study showed that 84% of low-level employees enjoy taking on difficult tasks and making decisions, 83% strive to develop their skills and abilities, 58% are ready to sacrifice their time and put in more effort than is required of them.
Only 38% of low-level employees believe that their leaders are open to communication, and only 44% see that their management is at least making an effort to listen to them. But 50% feel that they are treated like strangers - as if their work means nothing.
The study analyzed the financial results of the 40 largest corporations around the world. Companies with high employee engagement are increasing their profitability by 28% year over year. Low-engagement companies lose up to 11% of revenue.
Despite the involvement, most workers lack organizational support in their quest to achieve better results. The management staff almost never understands these aspirations and cannot build a corporate culture that gives people the chance to show loyalty.
The main motivation of employees is the belief that their efforts and efforts will be appreciated by the management personnel. Unfortunately, only 38% of the respondents were able to say that this is justified. The authors of the study believe that the reason lies in the lack of transparency in intracorporate communications. Researchers offer various tools for employee engagement, eight of which are more or less the same for all:
- 1) trust and reliability - how open managers are to communication and whether they always do what they say;
- 2) the essence of the work - is it able to inspire day by day;
- 3) the dependence of the company's success on the success of an individual employee - is this dependence clear to the employees themselves;
- 4) career opportunities - does the employee know about it;
- 5) pride in the company;
- 6) employees who are members of the team;
- 7) opportunities for development - does the company create conditions in which employees can improve and develop their skills, abilities, talents;
- 8) relationship with superiors - how much the employee values them. Most researchers agree that the latter
factor is one of the most important.
- Mizeleva G.S. Corporate culture: a look from the inside // Handbook of personnel management. 2004. No. 3. S. 21, 22.
Job satisfaction is a state of balance between the requirements (requests) made by the employee to the content, nature and conditions of work, and a subjective assessment of the possibilities of realizing these requests. This is the estimated attitude of a person or a group of people to their own labor activity, its various aspects, the most important indicator of an employee's adaptation in a given enterprise, in a given labor organization... There are so-called general and partial job satisfaction, where the first characterizes satisfaction in general, and the second characterizes its various aspects and elements of the production situation.
There are a number of fairly specific values to satisfy
Chapter 3- Labor as a sphere of life and the main factor of production 71
importance of labor, reflecting its role, functions, consequences in socio-economic life, in organization and management.
- As a result of studying the attitude of people to well-being in everyday life,
the socio-economic system, the social climate is established,
that work and career matter most to them, along with the personal
life, health, good leisure. In a word, satisfy
workload is, first of all, social satisfaction, it is important
the most important indicator of the quality of life of individuals, groups, nations. - Job satisfaction has a functional and production
significance. It affects the quantitative and qualitative results.
tats of work, urgency and accuracy of assignments, compulsory
in relation to other people. Attitudes towards work can be based on
the employee's self-assessment of his business qualities and performance. Wherein
self-satisfaction and self-dissatisfaction can positively
and adversely affect performance on a case-by-case basis. - The employer's concern for people's satisfaction with their work determines
shares some essential types of managerial behavior, labor
free relations in general. The employer is often skeptical
to the production and economic effect of any measures for
humanization of labor and considers their financing irrational.
Funds for these purposes are usually spent under pressure from trade unions, right
new instances or masses (workers). This is due to underdevelopment.
understanding the importance and significance for the production sphere of such
indicator as "job satisfaction". - Character and conditions satisfactory from the employee's point of view
labor is the most important factor in the authority of a leader. - Job satisfaction is often an indicator of turnover
personnel and the need for appropriate action to prevent it
niya. - Depending on satisfaction with work, they increase or
the requirements and claims of employees are reduced, including in relation to
work remuneration (satisfaction can reduce cry
salary).
explanations, interpretations of a variety of actions of individual works
nicknames and labor groups. She determines the style, way, manner of communication.
administration with employees, that is, the behavior of satisfactory
satisfied and dissatisfied workers, management satisfied
and dissatisfied people.
Job satisfaction is sometimes viewed as an integral characteristic that summarizes self-assessment of satisfaction with particular aspects of the labor situation. The factors influencing it are diverse: the level of the employee's requests for the content and working conditions, the object
72 
the active state of the latter and the adequacy of their subjective assessment, the measure of the subject's own efforts in achieving the desired working conditions and the ability to influence these conditions. The relationship between job satisfaction and job performance is not always straightforward. Sometimes it is even contradictory. An employee can be satisfied with work, but have low efficiency and quality of work. Job satisfaction is usually measured by a fairly diverse set of indicators. Within the framework of the enterprise, labor organization, firm, the following indicators can be distinguished (Table 3.2):
Table 3.2 Indicators characterizing job satisfaction
| Satisfactory | Unsatisfactory |
| 1. Good relationships with work colleagues | 1. Poor sanitation and hygiene conditions |
| 2. Convenient shift, irregular working hours | 2. Uneven job security |
| 3. Diverse work | 3. Physically demanding work |
| 4. Work requires knowledge, ingenuity | 4. Low earnings |
| 5. Good safety practices | 5. Bad equipment |
| 6. High earnings | 6. Work does not provide an opportunity to improve qualifications |
| 7. Work does not cause physical fatigue | 7. Inattentive attitude of the administration |
| 8. Work provides an opportunity to improve qualifications | 8. Monotonous work |
| 9. Uniform provision of work | 9. Inconvenient shift |
| 10. Attentive attitude of the administration | 10. Poor work organization |
| 11. The popularity and importance of the products manufactured by the company | 11. The nature of the products manufactured by the plant does not arouse interest. |
| 12. Modern equipment | 12. Work doesn't make you think |
| 13. Good work organization | 13. Poor safety practices |
| 14. Good hygienic conditions | 14. Bad relationships with work colleagues |
There are several principles of the relationship between total and partial job satisfaction that need to be considered when measuring job satisfaction:
Chapter 3. Labor as a sphere of life and the main fact r production 73
- overall satisfaction arises from significant re
weights of the sums of positive or negative factors over each other
hom; - one of the positive or negative factors is on
so significant that it determines overall satisfaction; - there is a relative balance between positive and negative
important factors, and overall satisfaction is not
certain.
Almost all of these factors are controllable and there are real social technologies that make it possible to regulate job satisfaction. Attitude towards work and job satisfaction are just those indicators that allow us to determine the level and degree of adaptation of an employee to working conditions in the broadest sense of the word.
The concept "adaptation" comes from lat. adapto - I adapt. It is borrowed from biology and means adaptation, adaptation to environment... Labor adaptation is a social process of mastering a new work situation by a person, in which a person and a work environment have an active influence on each other and are adaptive-adaptive systems. When entering a job, a person is actively involved in the system of professional and socio-psychological relations of a particular labor organization, learns new social roles, values, norms for him, coordinates his individual position with the goals and objectives of the organization ( labor collective), thereby subordinating their behavior to the official regulations of the given enterprise or institution.
However, when applying for a job, a person already has certain goals and value orientations behavior, in accordance with which it forms its requirements for the enterprise, and it, based on its goals and objectives, makes demands on the employee, to his labor behavior. Realizing their requirements, the employee and the enterprise interact, adapt to each other, as a result of which
74
Section 1. Labor as the basis of the development of society and a factor of production 
The process of labor adaptation is underway. Thus, labor adaptation is a two-way process between a personality and a new one for her. social environment.
The adaptation of a person to a specific working environment is manifested in his real behavior, in specific indicators of labor activity: labor efficiency, assimilation of social information and its practical implementation, the growth of all types of activity, satisfaction with various aspects of work.
So, the attitude to work is characterized by certain qualities of a person, which are realized through the manifestation of his physical and spiritual strength. The main components of the attitude to work are: labor motives and attitudes of workers, labor activity and their internal state caused by the work being performed. The study of this problem made it possible to single out the objective and subjective factors that form the attitude to work, satisfaction with it.
Job satisfaction is viewed as a state of balance between the requirements of the employee to the content, nature and working conditions. A number of fairly specific values of job satisfaction are highlighted, reflecting its role, functions, consequences in socio-economic life, in organization and management. These values can be measured using sociological research methods, regulated and managed.
