Running head: JOB SATISFACTION

The Impact of Various Organizational Based Factors on the Employees Performance and
Productivity through Job Satisfaction

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JOB SATISFACTION
The Impact of Training and Development, Reward, Job Analysis, Selection and
Recruitment, Employee Relations, Social Support and Employee Empowerment on
Employee Performance and Productivity through Job Satisfaction
According to Kurtz (2010), Abraham H. Maslow proposed the well-known theory of
motivation, positing that humans have five primary classes of needs, fulfilled progressively. The
five classes of needs are physiological, security and safety, belongingness, esteem, and selfactualization (Zalenski & Raspa, 2006). According to Maslow, the satisfaction of the basic needs
propels movement up the hierarchy, aiming to reach self-actualization. People seek to satisfy the
needs at both their work life and social life. Therefore, an organization that creates a working
environment that allows employees to satisfy these basic needs is able to create a pool of
satisfied workforce.
In an organizational context, the Maslows hierarchy of needs theory focuses on
understanding the factors that motivate employees and how to structure work accordingly (Cnar,
Bektas, & Aslan, 2011). Basing on the first three basic needs; physiological, security and
belongingness; the employers can be able to satisfy different employees who are at different
levels of needs, hence achieving job satisfaction. In this case, job satisfaction refers to the aspect
of employees being contented with their job in terms of job security, salary, supervision and even
ability to develop themselves through their career (Coomber & Barriball, 2007).
The employers can therefore seek to understand the needs of their particular individual
employees or even the shared needs of their employees so as to offer a working environment that
meets these particular needs. Physiological needs are the most basic needs of an employee and
they include food, water, clothing and shelter. If one can afford this, they then seek to have

JOB SATISFACTION
security and safety, both at home and at the work place. Thirdly, they seek to belong in terms of
being accepted, appreciated and loved (King, 2009).
The various organizational factors can therefore be used by the employers to realize
employees job satisfaction from different perspectives. The rewards in terms of salary, bonuses
and any other form of monetary reward and compensation help the employees to achieve their
physiological needs (Medcof & Rumpel, 2007). The ability to achieve physiological needs gives
employee satisfaction and comfort with their job. The fair recruitment and fair job selection
assures employees of attaining and retaining their jobs which in return gives them the ability to
meet their physiological needs such as food, clothing and shelter. It increases comfort of life
which gives employees satisfaction (Ufoma, Ikeije, & Ekwoaba, 2015).
Training and development are strong ways to offer employees security at work
(Puhakainen & Siponen, 2010). In this case, the training and development gives employees skills
that assure them of their job security within the organization (Dhar, 2015). Employee drive
satisfaction from this job security. Fair job analysis, good employee relations, appropriate social
support and employee empowerment gives the employee the belongingness as this gives them
strong association with one another, with the employers and with the entire organization (Rubin
& Babbie, 2016). They satisfy the employees need for love, feeling of connection, appreciation
and better friendship at work place. The social support goes beyond the working thus creating a
family environment for employees at work place thus uniformly offering job satisfaction
(Sonnentang & CharlotteFritz, 2015).
According to Jain and Moreno (2015), satisfied employees are more productive as they
have a strong feeling of ownership of the organization and its performance. They view the
achievement of the organization as their own personal achievement. They work harder and make

JOB SATISFACTION
necessary sacrifices for the sake of the organization. The motivation they drive from the job
satisfaction enables them to match the expected levels of output hence improve the performance
of the entire organization (Gubler, Larkin, & Pierce, 2016). Timms, et al. (2015) argue that,
satisfied employees have a lower turnover rate and this positively improves performance and
productivity.
It is vitally important for employers to know and appreciate that different employees are
at different need-levels and they will therefore satisfy them differently. For example, Twenge,
Campbell, Hoffman and Lance (2010) argue that new employees are more interested in the
reward they get from the job while older employees seek career development through promotion.
The employees who are still young and have more years to work find training and development
to be very motivating. On the other hand, all employees new and old, senior and junior, find
good employee relations, organizational social support, and employee employment through equal
opportunities to be highly motivating (Landy & Conte, 2016).This way, the organization offers
each employee that which contributes to their job satisfaction to collectively improve their
performance and their organizational productivity.

JOB SATISFACTION
References
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