Job Performance
The attempt to understand the nature of job satisfaction and its effects on the performance of work is not easy. Psychologists at least 50 years industrial / organization were taken with the question of the relationship between job satisfaction and job performance. Researchers have made considerable efforts to try to prove that the two are positively correlated in a particular way: a happy worker is a good worker. Although this sounds like a very interesting idea, the results of empirical studies are contradictory regarding the hypothesis that job satisfaction leads to better performance, or even reliable positive correlation between these two variables. On the other hand, some researchers argue that the results are inconclusive on the assumption that there is such a relationship. Because of this ambiguity, this relationship continues to stimulate research and review of previous attempts. This paper attempts to describe the relationship of job satisfaction and performance, taking into account the value of this ratio for organizations.
Job satisfaction is a complex and multifaceted, which can mean different things to different people. Job satisfaction is generally related to motivation, but the nature of this relationship is unclear. Satisfaction is not the same motivation. “Job satisfaction is an attitude, an inner state. One could, for example, is associated with a sense of personal accomplishment, whether quantitative or qualitative.” In recent years, attention to job satisfaction has become more closely associated with broader approaches to improve the definition and organization of work and quality of movement of the working life.
Individual performance is generally determined by three factors. Motivation, the desire to do the, work capacity, work capacity and work environment, tools, materials and information necessary to do the job. If an employee does not have the capacity, the administrator can provide training or to replace the worker. If there is an environmental problem, the General Manager, you can also make adjustments to promote greater efficiency. Individual behavior is a complex phenomenon, and the manager may not be able to understand why the employee is not motivated and how to change behavior. Thus, motivation plays a key role because it can affect performance and their intangible nature.