Motivation,_Job_Satisfaction_and_Performance

DEFINITIONS MOTIVATION is the driving force by which humans achieve their goals Workers in any organization need something to keep them working. Most times the salary of the employee is enough to keep him or her working for an organization. However, sometimes just working for salary is not enough for employees to stay at an organization. An employee must be motivated to work for a company or organization. If no motivation is present in an employee, then that employee’s quality of work or all work in general will deteriorate. PERFORMANCE The accomplishment of a given task measured against preset known standards of accuracy, completeness, cost, and speed. JOB SATISFACTION Contentment (or lack of it) arising out of interplay of employee's positive and negative feelings toward his or her work. Various publications focusing on organizational behavior have spent a considerable amount of pages on these three topics: motivation, satisfaction and performance. And rightfully so: it does not require too much brainwork to realize that this threesome must have an important level of interdependence with each other. One way to explain the connection between motivation, satisfaction and performance is the following: Motivation is what people need to perform better. However, not everyone gets motivated by the same things: Where one gets motivated, obtains satisfaction, and consequently performs better from getting additional responsibility assigned, another may feel much better valued and encouraged to higher productivity if he or she is merely being listened to, or given some flexibility in his or her work schedule. Yet, while the above paragraph may have summarily demonstrated the connection between the three here-discussed themes, it may be appropriate to take a closer look at the subject matter. Starting with motivation: This act only works when people are receptive to it, and when it is done in the most applicable way. That is, when it feeds the needs of the person to be motivated. Yet, motivation will sort little or no effect if a person is not willing or able to execute a task. It is therefore of great importance that anyone in a leadership position realizes that motivation can only work if the foundation of the process is solid: if the right person with the right skills has been placed in charge of the task at hand. In any other case motivation will be a waste of time, and will probably even lead to the opposite: depression on the side of the incapable or unwilling task-performer. Satisfaction is another interesting work-related phenomenon. We often use this word without really thinking about its meaning. However, the satisfaction issue in work environments is far from simple, for, according to the great management theorist Frederick Herzberg, job satisfaction and job dissatisfaction are caused by total different sets of factors. Herzberg theorizes that there are different powers at work in the elimination of job dissatisfaction versus the achievement of job satisfaction. He found that job dissatisfaction is caused by factors such as poor supervision, bad working conditions, unpleasant colleagues, low salaries, objectionable work policies or procedures, and low job security. So, says Herzberg, as a leader you have to make sure that these matters, which he calls the hygiene factors by the way, are appropriately taken care of. However, it makes no sense to overdo them, because even if you enhance one of the above-mentioned hygiene factors to a dazzling height, it will not lead to a higher level of job satisfaction. What, then, brings about job satisfaction' In that regard Herzberg presents the following factors: achievement, recognition, responsibility, growth, and the nature of the work. He classifies these factors as motivators, and claims that these are the factors that will enhance job satisfaction. Now that this distinction has been clarified, Herzberg’s suggestion to managers and leaders in workplaces is, to just sufficiently satisfy the hygiene factors -- but not overdo them – and then to seriously emphasize on the motivating factors. If this is applied in the right way, which is not always as straightforward and easy as the theory seems to indicate, then performance should go up. I recently read somewhere that if every Nigerain worker would produce 3% more in his or her 8-hour workday, the country would be well on its way out of any economical depression. In the field of Industrial/Organizational psychology, one of the most researched areas is the relationship between job satisfaction and job performance (Judge, Thoresen, Bono, & Patton, 2001). Landy (1989) described this relationship as the “Holy Grail” of Industrial psychology. Research linking job performance with satisfaction and other attitudes has been studied since at least 1939, with the Hawthorne studies (Roethlisberger & Dickson, 1939). In Judge et al. (2001), it was found by Brayfield and Crockett (1955) that there is only a minimal relationship between job performance and job satisfaction. However, since 1955, Judge et al. (2001) cited that there are other studies by Locke (1970), Schwab & Cummings (1970), and Vroom (1964) that have shown that there is at least some relationship between those variables. Iaffaldano and Muchinsky (1985) did an extensive analysis on the relationship between job performance and job satisfaction. There are also stronger relationships depending on specific circumstances such as mood and employee level within the company (Morrison, 1997). Organ (1988) also found that the job performance and job satisfaction relationship follows the social exchange theory; employees’ performance is giving back to the organization from which they get their satisfaction. Judge et al. (2001) argued that there are seven different models that can be used to describe the job satisfaction and job performance relationship. Some of these models view the relationship between job satisfaction and job performance to be unidirectional, that either job satisfaction causes job performance or vice versa. Another model states that the relationship is a reciprocal one; this has been supported by the research of Wanous (1974). The underlying theory of this reciprocal model is that if the satisfaction is extrinsic, then satisfaction leads to performance, but if the satisfaction is intrinsic, then the performance leads to satisfaction. Other models suggest there is either an outside factor that causes a seemingly relationship between the factors or that there is no relationship at all, however, neither of these models have much research. The final model is “Alternative Conceptualizations of Job Satisfaction and/or Job Performance.” This model discusses how positive attitudes toward one’s job can predict a high degree of job performance. George and Brief (1996) and Isen and Baron (1991) both found that employees’ attitudes are reflected in their job performance. If this is the case, then we can argue that there is a relationship between employees’ job satisfaction and job performance, as satisfaction is an attitude about their job. Industrial psychologists do not justify any relationship between job satisfaction and job performance, although it has been found that a positive mood is related to higher levels of job performance and job satisfaction. We will now look at how these relationships plays out in the fire fighting service organization in Nigeria. Motivation For firefighters to want to have to risk their own lives for the sake of others, there has to be something greater in it for them. Extrinsic motivators alone cannot explain why a person may choose firefighting as a career, since firefighters do not make a great deal of money (Cunningham, 2002). Their job is even ranked as one of the least desirable in the country because of the danger threats imposed, the low level of income, the high level of physical demands, the high level of stress, low level of job security due to job-related injury and the type of working environment (Casey, 2000). However, Casey (2000) also stated “If I were to measure the worth of a fireman’s job, I would probably put it number one, or very high up there.” One intrinsic motivator that may account for a person choosing the firefighting profession is saving another person’s life. Firefighters have one of the most dedicated and motivated professions in the world (Cunningham, 2002). A firefighter is also seen as one of the most ethical and honorable positions a person can hold; they are most trustworthy in the consensus of the public (Cunningham, 2002). To want to go into burning buildings and rescue complete strangers, firefighters have to be a very motivated group of people with a sense of organization and teamwork (Casey, 2000; Cunningham, 2000). Job Satisfaction Of all jobs out there, if you talk to a firefighter, he will say he has one of the most satisfying jobs (Brown, 2001). People join this profession to help other people. I don’t think there is anyone in this service that is in it for any other reason. Helping and rescuing people are one of the main draws to being a firefighter (Armstrong, 1999). The public does not view many other public professions, such as that of a police officer, the way they do a firefighter; firefighters are seen in the role of “rescuer, comforter, or helper” (Armstrong, 1999). Job satisfaction comes from the satisfaction with the job itself. Armstrong (1999) pointed out that after conducting many interviews, firefighters felt that how the public views them is the most rewarding aspect of their job. Even though firefighting can be a very rewarding and satisfying career, there are many other aspects that one does not normally think of when they think of firefighters’ jobs. Firefighters have to put their lives in danger and occasionally, they are unable to save the victim in a fire (Bohl, 1995). When a victim is not saved, firefighters may be witness to death, injury, and the pain from a burn victim (Bohl, 1995). Because of these things associated with being a firefighter, many firefighters, after an event that was unsuccessful, can feel guilty, anxious, or depressed (Bohl, 1995). There is also a great deal of other aspects to firefighters’ job. The public sees firefighters as heroes and rescuers, but the public does not see the daily tasks associated with being firefighters. The public does not know or realize what goes on within the confines of the fire department station. In larger cities, the main duty of firefighters is to fight the fires around the city, however, in a mid-sized town, there are many other aspects to the job. Firefighters have to make sure all of their equipment is clean and up to date, make sure the trucks are clean after a fire run, and make sure the department itself is clean. Firefighters are also required to participate in training classes to update themselves on what is current. They are also in charge of inspecting businesses in the city for fire hazards (Occupational Outlook Handbook, 2002). So, even though a firefighters job is highly rewarding overall, there are many aspects that can be tedious on a daily basis.