by James Adonis
No aspect of organisational psychology has been studied more extensively than job satisfaction. In fact, more than 10,000 academic studies have been conducted on this topic so far. And yet the results of all this research might surprise you. For example:
- Does job satisfaction result in fewer rates of absenteeism? No.
- Does job satisfaction reduce the rate of staff turnover? No.
Okay then, what about performance? Surely employees who love their work will generate a greater amount of productivity and quality, right? Unfortunately not.
That’s why, in a new analysis published in the Journal of Organizational Behaviour Management, researchers have found there’s really only one reason why leaders should increase their employees’ job satisfaction: simply because it’s the right thing to do.
How come? Well, even though there’s no evidence to indicate job satisfaction has a direct effect on organisational outcomes, there’s a lot of evidence to suggest it culminates in less heart disease, fewer accidents, lower rates of depression, less burnout, and fewer infections. It even improves marriages and family life. Job satisfaction, then, becomes a moral responsibility that ethical leaders pursue enthusiastically.
So, consider doing more of the following:
- Identify people’s strengths and incorporate these into their work. This necessitates…
- Autonomy so that employees have freedom to make decisions, to innovate and to…
- Learn so that they’re constantly growing and developing. This means they’ll need…
- Support, which can be a quick chat, a helping hand, some vital resources, or…
- Information, a lack of which can be frustrating and restrictive, which is why…
- Feedback is essential – positive and negative, timely and tactful, aligned with…
- Goals that, if possible, are mutually negotiated or, at the very least, rewarded. And…
- Respite, so that difficult and exhaustive periods are broken up with moments of recovery and expressions of genuine gratitude.
As the scholars conclude: “People deserve to be treated well… It is now time to lead.”
James Adonis is one of Australia’s most well-known employee engagement and team leadership educators. He is currently a PhD candidate researching the ways in which leaders can engage employees during organisational crises and significant change. His previous qualifications cover a diverse range of disciplines including business leadership, marketing management, and political science.Â
