| Due to the growing complexity and turbulence of the | | | | purpose of attaining job satisfaction, is to get them |
| business environment and the related growth in | | | | achieve results. Job satisfaction is one important |
| research knowledge about behavior within | | | | contributor to job performance, among others, such |
| organizations, managers of the 21st century have to | | | | as motivation, reward systems and commitment. |
| take four themes as paramount: the necessity of | | | | Furthermore, Maslow's need hierarchy theory, states |
| managing the challenges of change; functioning within | | | | that people strive to become self-actualized. |
| a global environment; being sensitive to the diversity | | | | However, before higher-level needs are activated, |
| among people; and behaving with ethical integrity. In | | | | certain lower-level needs must be satisfied. In order |
| addition, with the increasing complexity of operations, | | | | for an employee to pursue to satisfy the next level, |
| organizations are building in greater participation | | | | the first one has to be adequately served. So, as an |
| opportunities for non-managers. Groups ranging from | | | | example, safety in the working environment is prior |
| quality circles to self-managing and cross-functional | | | | to self-actualization through the job's nature. |
| teams are involved in continuous improvement | | | | Managers have to take under consideration such |
| projects and running their own operations. Working in | | | | facts and develop programs, methods that will 'guide' |
| teams tends to improve the core job dimensions | | | | the employees through the levels of importance. |
| that affect people's psychological states and | | | | Businesses today have turned towards this direction, |
| motivating potential at work. With high involvement, | | | | since the have invested greatly in improving the |
| people are challenged to rethink systems and | | | | employees' feelings against their work, and contribute |
| processes-to eliminate tasks that no longer add value. | | | | to the future goals of the organization. |
| Because of accelerated shifts in global competition | | | | Management can use goal setting, as it is an |
| and technology, there is a tendency for organizations | | | | important part of most job satisfaction programs, |
| to become less mechanistic and more organic | | | | and it is a valuable method of motivating employees. |
| (flexible). Bureaucracy, which for decades promoted | | | | Another tool is considered today to be the flexible |
| efficiency and predictability through rules and control, | | | | working hours' system. It allows the employer to |
| is yielding to practices that create greater employee | | | | control better his/her job and to gain valuable time |
| involvement and adaptation. With organic involvement | | | | that is needed for a healthier presence and an |
| come flatter structures and a wider span of control | | | | elevated morale. Also, telecommuting is gaining |
| for managers. As firms will create a lean structure, | | | | momentum, and can also be used for its motivational |
| they will become able to cope with its increasing size | | | | purposes. Both types of flexible work arrangements |
| and respond to environmental conditions. | | | | usually increase job satisfaction, and under some |
| From the stand point of the individual, job satisfaction | | | | conditions, they improve productivity. Managing |
| is an internal state that leads to the pursuit of | | | | change is the challenge for today's business, and its |
| objectives. From the standpoint of the manager, it is | | | | success or failure, will judge the viability of the firm in |
| the mean though which subordinates will become | | | | the future. |
| motivated to do the job and pursue objectives. The | | | | |