Determinants of Job Satisfaction

Co-workers

‘’Within the context of job satisfaction research, relational connections are the components that
make up the social and support system of the worker. These components incorporate the relationship
with one’s administrator, the social communication with colleagues and even the interactions with
customers as well as clients’’ (Worrell, 2004, p. 22). McCormick and Ilgen (1985, as referred to in
Hamman-Fisher, 2008) portray co-worker relations as all interpersonal relations both positive and
negative that happens within the work circumstance. It might incorporate factors, for example, the
capability, friendliness, supportiveness and co-task of colleagues.

‘’Maynard (1986, as referred to in Worrell, 2004, p. 30) hypothesizes that "workers who form part of
a social group and have friendships will in general be more satisfied and that employees who come up
short on this kind of communication encounters more pressure, have less adapting systems and are
all in general less satisfied.’’

Work itself

Herzberg‟s works in 1959 attracted regard for the way that increasing job satisfaction would require
a real alteration of the job (Shah, Rehman, Aktar, Zafar and Riaz, 2012). The authors further
hypothesize that employees show satisfaction with the variables named as Motivators, for example,
Growth, Responsibility, Achievement, Advancement, Recognition and Work itself which are the
comprising nature of the job. Manirum (2007) states that workers ought to be endowed with some
autonomy in how to do their tasks, which will realize uniqueness and power in doing a job, pre-
eminent to motivation and job satisfaction. In any case, Pearson (1991) is of the supposition that if a
challenge is constantly present in a job and is fascinating, there will be an expansion in both the
motivation and satisfaction experienced by workers, as it would create opportunities for recognition
and self-actualisation.

Promotional opportunities

Robbins et al. (2003, as referred to in Charles, 2008), states that "the opportunities of advancement
and promotion in the job, not really connected with various hierarchical advance in the organisation,
yet including chances for development and growth emphatically adds to work fulfillment inside the
working environment." According to Charles (2008) employees will feel motivated and satisfied if they
are dealt with equally, that is, that they all have been given the chance of advancements and therefore
leading to equality in the working environment. Thus, it can be said that the alternative promotional
chances affect distinctive workers in different ways.

Working conditions

As per Adams (2007), working conditions alludes to the degree to which the general workplace leads
to satisfaction. Vorster (1992, as referred to in Bull 2005, p. 43) keeps up that "working conditions
are just liable to significantly affect job satisfaction when, for example, the working conditions are
either extremely good or amazingly poor". Pearson(1991) argues that the variables that are
identified with the workplace are the organisational values, supervisory style and physical working
conditions. Employees‟ working conditions may emphatically or contrarily impact their profitability
and therefore add to the dimension of motivation and job satisfaction they derive.

Pay

Numerous analysts have distinguished pay as an essential variable to be investigated in the study of
job satisfaction. There is no uncertainty that monetary rewards assume a persuasive role in deciding
motivation and job satisfaction. Maniram (2007) states that man has various necessities and money
gives the way to fulfill these requirements. As indicated by Charles (2008, p.60), pay comprises of
"compensation received for work done and the degree it is being seen as equitable contrasted with
different people in comparative positions". Recent studies have demonstrated a positive connection
between pay and job satisfaction (Worell, 2004). Pay was likewise one of the components found by
(Scheid, n.d.) to cause dissatisfaction in the event that it was seen by employees as being
discriminatory.

Supervision

Abdullah, Uli and Parasuraman (2009) propose that supervisors who set up strong work force
realationships with their subordinates and take a personal interest in their subordinates may add to
employees‟ encountering more elevated level of satisfaction and motivation. As per Charles (2008, p.
61), "supervisors who showed a democratic management style, their subordinates were more
satisfied in contrast to supervisors who showed an autocratic management style". Baron and
Greenberg (2003, as referred to in Maniram, 2007) states that if employees view their superiors as
fair, skilled and earnest; the level of motivation and job satisfaction will be high.

A-motivation

A-motivation, which implies no motivation towards an activity or that the employee has a feeling of
not possessing the needed competence for the activity (Gagné & Deci, 2005).

A-motivation, which suggests no motivation towards a task or that the worker has a feeling of not
having the required ability for the action (Gagné and Deci, 2005).

External Regulation

This is followed by External regulation, which can be seen as the prototype of motivation that is
controlled, i.e. no internalization of external regulations has occurred. The motivation arises from the
intention to either reach the desired outcome (rewards) or to avoid an undesired one (punishment).
There is an inherent instrumentality in this form of motivation, which energizes the employee to act
in accordance to those. A common example is an employee that only works when the boss is watching
(Gagné & Deci, 2005).

This is followed by External regulation, which can be viewed as the model of motivation that is
controlled, i.e. no internalization of outer controls has happened. The motivation emerges from the
goal to either achieve the desired result (rewards) or to dodge an undesired one (discipline). There is
an innate instrumentality in this type of motivation, which empowers the worker to act in
understanding to those. A typical example is a worker that just works when the supervisor is watching
(Gagné and Deci, 2005).

Introjected Regulation

The next form of regulation, where the attitudes, values and regulation have become more
internalized compared to the previous, is Introjected regulation. The regulation is now internalized
within the person, but still, the regulation controls the person: the employee does not fully accept the
regulation as her own. In comparison with external regulation, the employee is not only motivated by
external rewards, but also includes a sense of contingent self-esteem: the person wants to be worthy,
maintain her ego to invoke a feeling of being good at what she do, and not fail (Gagné & Deci, 2005;
Ryan & Deci, 2000).

The next type of regulation, where the attitudes, qualities and control have turned out to be more
internalized in contrast to the previous, is Introjected regulation. The regulation is currently ascribed
inside the individual, yet, the regulation controls the individual: the employee does not completely
acknowledge the regulation as her own. In comparison with external regulation, the worker isn't just
motivated by outside remunerations, yet additionally incorporates a feeling of unexpected
confidence: the individual needs to be commendable, keep up her inner self to conjure a sentiment
of being great at what she do, and not come up short (Gagné and Deci, 2005; Ryan and Deci, 2000).
Identified Regulation

When moving on along the self-determination continuum, the person becomes more autonomously
extrinsically motivated, which introduces the next motivation regulation: the Identified regulation.
This implies that the employee to a larger degree identifies with the values, attitudes, and structures
in their surroundings and are congruent with her own personal, self-selected goals and identities. A
practical example is when a nurse performs seemingly uninteresting, routine activities, but feels that
she does it for the patient´s well-being, this would make the nurse feel autonomous when doing the
task i.e. an example of identified regulation (Gagné & Deci 2005; Ryan & Deci, 2005).

While proceeding onward along the self-determination continuum, the individual turns out to be more
autonomously extrinsically motivated, which presents the next motivation regulation: the Identified
regulation. This suggests that the worker to a bigger degree relates to the qualities, attitudes, and
structures in their environment and are consistent with her very own, self-chosen objectives and
personalities. A practical model is the point at which a nurse performs apparently uninteresting,
routine exercises, yet feels that she does it for the patient's well-being, this would make the nurse feel
autonomous while doing the task i.e. a case of identified regulation (Gagné and Deci 2005; Ryan and
Deci, 2005).

Integrated Regulation

Integrated regulation is the most autonomous example of extrinsic motivation. The regulation has
now become fully integrated into the self. The behavior is in congruence with who they are. In the
example with the nurse, the difference from identified regulation is that their profession will be even
more congruent with their identity as a person, even outside their profession.

Integrated regulation is the most autonomous example of extrinsic motivation. The regulation has
now turned out to be completely incorporated into oneself. The conduct is in consistency with their
identity. In the model with the nurse, the distinction from identified regulation is that their profession
will be significantly more consistent with their way of life as a human being, even outside their
profession.

Intrinsic Motivation

The Intrinsic motivation can be described as the self-determined type of motivation, where the
motivation totally originates from an inner thrive and interest toward the task.

The self-determination continuum is an important concept in SDT and also in this study since it offers
a scale to categorize motivational factors. It will be used to detect similarities and differences in work
motivation between different health care centers.

The Intrinsic motivation can be depicted as the self-determined type of motivation, where the
motivation absolutely starts from an inward flourish and enthusiasm towards the job.