Running head: ANNOTATED BIBLIOGRAPHY 1
Annotated Bibliography: Job Dissatisfaction and Organizational Effect
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ANNOTATED BIBLIOGRAPHY 2
Abstract
Job satisfaction is the happiness or relaxation that a worker attaches to their job and its relation to
their personal lives, making them appreciate having the job. If the employees lack this
appreciation, happiness, or relaxation when they are at work, they are said to have job
dissatisfaction, which is the central concept discussed in this paper. Job dissatisfaction is a
significant concern in organizations because it can lead to poor performance and low
productivity, which no organization may wish, especially in the current competitive environment.
Lack of employees’ motivation can lead to job dissatisfaction and, consequently, poor
organizational performance. Leaders should motivate their employees because motivated
workers perform better than unmotivated ones. Leaders and organizations should recognize
every effort made by the employees. Unfavorable working conditions, including unfriendly
organizational culture, can also lead to job dissatisfaction and poor corporate performance. Poor
job designs adopted by managers can also lead to job dissatisfaction. The reviewed articles used
in the chosen research topic are quality sources that can answer the research problem.
Key words: Job satisfaction, job dissatisfaction, organizational performance, performance
recognition, Job design
ANNOTATED BIBLIOGRAPHY 3
Annotated Bibliography: Job Dissatisfaction and Organizational Effect
Abdullah, N., A. Shonubi, O., Hashim, R., & Hamid, N. (2016). Recognition and appreciation
and its psychological effect on job satisfaction and performance in a Malaysia IT
company: Systematic review. IOSR Journal of Humanities and Social Science, 21(9), 47-
55.
This article provides the study conducted to determine how recognition and appreciation
at work can influence employees. The results of each study were summarized and presented in a
table. This article can be useful in the literature review because the motivational factors
addressed by the authors, such as “recognition and rewards” (p.49), can influence job
dissatisfaction and the organization in general. The authors are well vast with the issue of
employees and organizational management from Universiti Teknikal Malaysia. The results
provided by this article are reliable because they have been obtained from multiple sources of
previous researchers. However, the results provided are too broad because each study had its
findings.
Aydogmus, C., Metin Camgoz, S., Ergeneli, A., & Tayfur Ekmekci, O. (2016). Perceptions of
transformational leadership and job satisfaction: The roles of personality traits and
psychological empowerment. Journal of Management & Organization, 24(1), 81-107.
This article provides two studies conducted to determine the perception of
transformational leadership that employees have and its effects on job satisfaction. The first
study focused on employees' five major personality traits, while the second study investigated
whether psychological empowerment can influence how employees see transformational
leadership. This article fits the topic chosen because employees' perceptions of leadership can
lead to job dissatisfaction and affect the organization. For instance, in the first study, it was found
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that "more conscious employees have strong job satisfaction" (p. 6). This article's results are
reliable because the descriptive research method was used in both studies; hence, providing
measurable results. However, the limitation of this study is that it focuses on educated
participants only hence, biased.
Bakotić, D. (2016). Relationship between job satisfaction and organizational
performance. Economic Research-Ekonomska Istraživanja, 29(1), 118-130.
This article provides the study conducted to determine the relationship between job
satisfaction and organizational performance using a sample size of 40 companies in Croatia. The
findings from the article showed a strong relationship between the two variables (p. 126). This
article relates to the chosen research topic because it addresses job satisfaction and organizational
performance; hence, it can be used in the literature review. However, the study used a small
sample size, which may not represent the real issue. Further, only financial indicator was used to
measure organizational performance, leaving out other behavioral measures.
Chua, J. & Ayoko, O. (2019). Employees’ self-determined motivation, transformational
leadership and work engagement. Journal of Management & Organization, 1-21.
This article provides the study conducted to develop and test the theoretical model that
shows the relationship between employees' perception and transformational leadership. To
achieve this objective, the authors depended on self-dependent theory of motivation. Data was
collected from a sample size of 155 participants and findings showed that employees' perception
on transformational leadership is intensely interrelated to self-determined motivation and impact
job engagement (p. 14). This article can be useful in the chosen research topic because it focuses
on self-determined motivation and how it can influence job performance. The sample size used
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was diverse in terms of gender, age, and education; hence, more representative. However, the
study used a small sample size; hence, not providing good representation.
Ćulibrk, J., Delić, M., Mitrović, S., & Ćulibrk, D. (2018). Job Satisfaction, Organizational
Commitment and Job Involvement: The Mediating Role of Job Involvement. Frontiers in
Psychology, 9, 1-12.
This article presents an empirical study conducted by authors from the University of Novi
to determine and quantify the link between work features, organizational commitment, job
satisfaction, policies, and procedures in the economy's transition. This article is reliable and can
be used in the literature review to show the link between job satisfaction, job involvement, and
organizational commitment. This study's limitation is the questionnaire used because the authors
have stated that “suitable standard questionnaire could not be found” (p. 10).
Di Fabio, A., Palazzeschi, L., & Bucci, O. (2017). Gratitude in organizations: A contribution for
healthy organizational contexts. Frontiers in Psychology, 8, 1-6.
This article provides a review of gratitude and how it can impact employees' efficacy and
success. This article fits in the research topic because it addresses gratitude and how it can
impact an employee’s success and productivity. Therefore, the article can be used in the literature
review to relate gratitude with job satisfaction, performance, and organizational success. The
authors are from the University of Florence, in the Department of Education and Psychology
hence, qualified in producing quality study. The authors have also supported their arguments by
referencing various research studies, which makes their arguments reliable. Although this article
provides crucial information that can be used in the literature review of the chosen topic, it is
very broad.
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Fiaz, M., Su, Q., Amir, I., & Saqib, A. (2017). Leadership styles and employees’ motivation:
Perspective from an emerging economy. The Journal of Developing Areas, 51(4), 143-
156.
This article provides a study conducted in Pakistan to establish the best leadership style
that motivates employees. The authors collected data using questionnaires from 110 participants
and found democratic and laissez-faire styles to be more motivating (p. 153). This article fits to
be used in the chosen research topic because leadership styles and motivation impact job
satisfaction and can affect the organization. The findings provided by this article may not provide
the real situation of leadership style and motivation because it was context-specific; for instance,
it focused on leaders from organizations characterized by the bureaucratic environment.
Ghani, N., Yunus, N., & Bahry, N. (2016). Leader's personality traits and employees job
performance in public sector, Putrajaya. Procedia Economics and Finance, 37, 46-51.
This article presents a study conducted to investigate leaders' personality traits and how
they influence the way public employees perform. This article can be useful in the selected
research topic since it addresses how leaders' personality traits can influence job performance.
Therefore, this article can discuss the impact of leadership on job satisfaction and organizational
performance. Researchers from University Technology Mara conducted the study and their
findings supported theoretical studies hence, reliable. However, this study was narrow because it
focused on public employees whose views may not represent those in private sectors.
Idemobi, E., Ngige, C., & Ofili, P. (2017). Relationship between organization reward system and
workers attitude to work. Journal of Business and Economic Development, 2(4), 247-254.
The research presented by this article determines the effect of the reward system on the
performance of employees in an organization. The study presented by this article fits the chosen
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research topic because it addresses the issue job satisfaction. The information from this article
can therefore be used in the literature review as one of the factors that influence job
dissatisfaction. The results provided by this study is study are more reliable because authors used
both primary and secondary sources. The authors are from the department of business
administration hence qualified for this study. The study was also broad and the large sampling
used increased the reliability of the results.
Jena, L. & Pradhan, S. (2018). Conceptualizing and validating workplace belongingness
scale. Journal of Organizational Change Management, 31(2), 451-462.
The information provided by this article is about testing an individual’s belongingness in
an organizational environment. This study's findings were that fostering belongingness within the
workforce can benefit organizations and improve job satisfaction (p. 460). The information from
this article is reliable since the authors are affiliated with Emerald, a worldwide publisher that
applies research into practice for the benefit of the society. The information from this article will
be used in the literature review to explain how job satisfaction can be realized by promoting
belongingness. Although this article's information will be used in the literature review, non-
participants may have a different view.
Khajeh, E. (2018). Impact of Leadership Styles on Job Satisfaction. Journal of Human
Resources Management Research, 2018, 1-8.
This article presents information about the impact of transformational and transactional
leadership styles on job satisfaction. Data were collected from 121 participants, including
employees and managers. The author of this article is from Lincoln University College, thus
producing a reliable study. It is easy to understand the hypothesis and how they were tested. This
article's information is relevant to the literature review of the research because it addresses the
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relationship between leadership and job satisfaction. Although the article provides critical
information for the literature review, the study was narrow as it entails a small sample size, thus
providing findings that cannot be generalized.
Nielsen, K., Nielsen, M., Ogbonnaya, C., Känsälä, M., Saari, E., & Isaksson, K. (2017).
Workplace resources to improve both employee well-being and performance: A
systematic review and meta-analysis. Work & Stress, 31(2), 101-120.
This article provides information regarding employees’ wellbeing and job performance.
To determine this relationship, the authors collected data from 84 quantitative studies published
between 2003 and 2015. The finding from this study was that promoting wellbeing of employees
improves job performance. The information provided by this article is useful for a literature
review of the chosen topic because it addresses how employees’ wellbeing can impact job
satisfaction. This article provides reliable findings because the authors used multiple resources to
collect the information. Although the article provides crucial information that can be used in the
literature review, some findings may not reflect the real situation currently since some resources
are old and organizations and employees’ experiences are changing.
Pignata, S., Boyd, C., Winefield, A., & Provis, C. (2017). Interventions: Employees’ perceptions
of what reduces stress. Biomed Research International, 2017, 1-12.
This article presents a qualitative study that investigated employees’ perception of how
stress can be reduced. Eight thousand seven hundred thirty-two participants from 17 universities
in Australia were included in this study. The finding from the study was that using stress coping
strategies reduce stress by a high level. This article fits the literature review of the chosen topic
because stress can affect organizational productivity and job satisfaction. The authors of this
article are from the University of South Australia, and their work published at BioMed Research
ANNOTATED BIBLIOGRAPHY 9
International Journal hence, reliable. The findings provided by this article can be generalized
because a larger sample was used. Although this article will be used in the literature review, data
were collected by questionnaires instead of face-to-face interviews.
Qazi, S., Miralam, M., & Bhalla, P. (2017). Organizational culture and job satisfaction: A study
of organized retail sector. Journal of Business & Retail Management Research, 12(1),
215-224.
This article presents the study conducted to determine the impact of organizational
culture on job satisfaction. The study included 463 participants and data collected using survey
methods. Data collected were tabulated and analyzed using statistical tools. The finding from the
study revealed that the employees were receiving moderate corporate culture, which leads to
reasonable job satisfaction. The finding also revealed that there is a positive link between job
satisfaction and organizational culture. The authors of this article are from different universities,
thus bringing diverse expertise. However, the researchers have not related their findings with
previous findings.
Salah, M. (2016). The influence of rewards on employees performance. British Journal of
Economics, Management & Trade, 13(4), 1-25.
This article provides information regarding the types of rewards that can influence
employees’ performance. Data from 308 participants were collected using a questionnaire and
analyzed statistically using SPSS version 16 software. This study found a relationship between
the types of reward systems in an organization and job performance. The information provided
by this article can be used in the literature review to explain how reward systems can influence
job satisfaction. The study was too broad because it covers multiple reward systems making it
hard to determine which system is useful.
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Shaikh, S., Shaikh, H., & Shaikh, S. (2019). The impact of job satisfaction and job dissatisfaction
on Herzberg Theory: A case study of Meezan Bank limited and national bank
limited. International Journal of Business and Social Science, 10(6), 143-147.
This article provides information concerning how job satisfaction and dissatisfaction can
affect job performance. The researchers found that job satisfaction improves job performance.
This article relates to the chosen research topic because it addresses how job performance can be
influenced when employees are satisfied and dissatisfied. The multiple methods used to analyze
data in this study make the findings more reliable. Although this article's information is crucial
for the literature review, the study focused on the banking industry, and therefore, the findings
may not be generalized.
Varshney, D. (2019). Employees’ job involvement and satisfaction in a learning organization: A
study in India's manufacturing sector. Global Business and Organizational
Excellence, 39(2), 51-61.
This article provides information from the study conducted to determine how employees
working in learning organizations perceive their organizations and how this affects their job
satisfaction. This study's findings revealed that workers working in learning organizations
experience a high level of job satisfaction and job involvement than those working in other
organizations. This article is relevant to the literature review of the selected topic because it
addresses job satisfaction and how the type of organization can determine employees’ job
satisfaction. Although this article's information can be used in the literature review, the study
focused on a single industry; hence, it cannot be used for generalization.
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Outline
I. Introduction
A. The attachment that employees develop with the organization can be defined as job
satisfaction.
i. Job satisfaction is the happiness or relaxation that a worker attaches to their job and
its relation to their personal lives, which makes them appreciate having the while job
dissatisfaction is when employees lack this attachment, appreciation and happiness
job (Sheikh et al., 2019).
B. This study is essential because it provides current empirical data on the factors that
increase job dissatisfaction in workers
C. The information will help managers to make informed decisions about how they can
improve job satisfaction for workers, reduce the effects of job dissatisfaction and improve
organizational performance.
D. The major themes identified in the literature review include; factors that cause job
dissatisfaction, organizational effects of job dissatisfaction, and possible
recommendations on how managers can reduce job dissatisfaction.
II. Factors That Cause Job Dissatisfaction
A. Lack of Employee Motivation
i. Leaders have the power to motivate their employees, especially by changing
ineffective behaviors and attitudes (Khajeh, 2018).
ii. Lack of impactful leadership styles can decrease the motivational levels of employees
and adversely affect their job satisfaction levels (Chua & Ayoko, 2019).
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iii. Leadership styles do not always motivate employees or affect their levels of job
satisfaction (Fiaz et al.,2017).
iv. Transformational leaders who score highly on openness to experience can highly
increase the job satisfaction and motivational levels of their subordinates (Aydogmus
et al. 2016).
v. Effective reward systems can improve the job satisfaction levels of workers (Salah,
2016).
vi. The motivational and job satisfaction levels do not improve with the use of
unproductive rewards (Idemobi et al., 2017).
B. Lack of Performance Recognition
i. The lack of recognizing and appreciating the work of one’s subordinates decreases
their levels of job satisfaction.
a) If a leader would want a worker to repeat a commendable behavior, they ought to
immediately recognize the action and commend it (Abdullah et al., 2016).
ii. Leaders must practice gratitude to encourage their employees to perform better,
which improves their levels of job satisfaction (Di Fabio et al., 2017).
iii. Worker recognition can indirectly improve the satisfaction levels of the employees
who have high job dissatisfaction levels (Ghani et al., 2016).
C. Unfavorable Working Conditions
i. Organizations with employees who had high levels of job satisfaction has unique
corporate cultures (Qazi et al., 2017).
ii. Cultures that align with the personal characters of employees provide a sense of
belonging and identity. An increased sense of belonging or identity improves the
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worker’s level of job satisfaction, commitment and motivation (Jena & Pradhan,
2018).
a) When the organizational culture instills a definite sense of belonging in an
employee, they can bond with their workmates and managers successfully (Jena
& Pradhan, 2018).
D. Poor Job Designs
i. Unfinished workloads can lead to a decrease in motivation and proactivity (Wu,
2019).
ii. For managers to develop efficient job design strategies, they have to understand the
abilities and skills of their team members (Qaz et al., 2017).
iii. Job design and redesign frameworks can successfully reduce work-related stress, and
increase the levels of job satisfaction and motivation in the worker (Pignata et al.,
2017).
iv. Managerial leaders must understand the need for changing their job designs as a
framework for improving the way an employee comprehends difficult tasks (Nielsen
et al., 2017).
III. Organizational Impacts of Job Dissatisfaction
A. Job dissatisfaction affects the organization.
i. Job dissatisfaction reduces a worker’s level of job involvement (Ćulibrk et al., 2018).
ii. There is a strong correlation between job dissatisfaction, decreased job involvement,
and low employee performance (Varshney, 2019).
iii. Job dissatisfaction allies with reduced productivity, decreased competence, and lack
of efficiency in the company (Shaikh et al., 2019).
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i. Job dissatisfaction causes a decrease in the overall performance of the company (Bakotić,
2016).
a) There is a strong interrelationship between job dissatisfaction, the employee’s
performance, and the company’s overall performance.
IV. Conclusion, Research Contributions, Research Gaps and Recommendation
A. Some factors cause job dissatisfaction which has an effect on the organizational
performance.
B. The reviewed articles contribute to the research in the field of employee management in
various ways.
i. They provide empirical data that future researchers in the field can use as secondary
sources.
ii. They use large sample sizes, which reduce the margin of error in research.
C. Research gaps in the articles
i. They do not consider that it might not be possible for an employee to be fully job
satisfied or dissatisfied during their time in a company.
ii. Few researchers are gender biased.
D. Strengths
i. The articles provide in-depth information concerning job dissatisfaction and
organizational performance.
E. The limitation of the items evaluated in the literature
i. They only show the correlation between the two variables; job dissatisfaction and weak
individual and company performance, but they do not show the causation between the
two variables.
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F. Recommendations
i. Managerial leaders must have human resource techniques.
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References
Abdullah, N., A. Shonubi, O., Hashim, R., & Hamid, N. (2016). Recognition and appreciation
and its psychological effect on job satisfaction and performance in a Malaysia IT
company: Systematic review. IOSR Journal of Humanities and Social Science, 21(9), 47-
55.
Aydogmus, C., Metin Camgoz, S., Ergeneli, A., & Tayfur Ekmekci, O. (2016). Perceptions of
transformational leadership and job satisfaction: The roles of personality traits and
psychological empowerment. Journal of Management & Organization, 24(1), 81-107.
Bakotić, D. (2016). Relationship between job satisfaction and organisational
performance. Economic Research-Ekonomska Istraživanja, 29(1), 118-130.
Chua, J. & Ayoko, O. (2019). Employees’ self-determined motivation, transformational
leadership and work engagement. Journal of Management & Organization, 1-21.
Ćulibrk, J., Delić, M., Mitrović, S., & Ćulibrk, D. (2018). Job Satisfaction, Organizational
Commitment and Job Involvement: The Mediating Role of Job Involvement. Frontiers in
Psychology, 9, 1-12.
Di Fabio, A., Palazzeschi, L., & Bucci, O. (2017). Gratitude in organizations: A contribution for
healthy organizational contexts. Frontiers in Psychology, 8, 1-6.
Fiaz, M., Su, Q., Amir, I., & Saqib, A. (2017). Leadership styles and employees’ motivation:
Perspective from an emerging economy. The Journal of Developing Areas, 51(4), 143-
156.
Ghani, N., Yunus, N., & Bahry, N. (2016). Leader's personality traits and employees job
performance in public sector, Putrajaya. Procedia Economics and Finance, 37, 46-51.
ANNOTATED BIBLIOGRAPHY 17
Idemobi, E., Ngige, C., & Ofili, P. (2017). Relationship between organization reward system and
workers attitude to work. Journal of Business and Economic Development, 2(4), 247-254.
Jena, L. & Pradhan, S. (2018). Conceptualizing and validating workplace belongingness
scale. Journal of Organizational Change Management, 31(2), 451-462.
Khajeh, E. (2018). Impact of Leadership Styles on Job Satisfaction. Journal of Human
Resources Management Research, 2018, 1-8.
Nielsen, K., Nielsen, M., Ogbonnaya, C., Känsälä, M., Saari, E., & Isaksson, K. (2017).
Workplace resources to improve both employee well-being and performance: A
systematic review and meta-analysis. Work & Stress, 31(2), 101-120.
Pignata, S., Boyd, C., Winefield, A., & Provis, C. (2017). Interventions: Employees’ perceptions
of what reduces stress. Biomed Research International, 2017, 1-12.
Qazi, S., Miralam, M., & Bhalla, P. (2017). Organizational culture and job satisfaction: A study
of organized retail sector. Journal of Business & Retail Management Research, 12(1),
215-224.
Salah, M. (2016). The influence of rewards on employees performance. British Journal of
Economics, Management & Trade, 13(4), 1-25.
Shaikh, S., Shaikh, H., & Shaikh, S. (2019). The impact of job satisfaction and job dissatisfaction
on Herzberg Theory: A case study of Meezan Bank limited and national bank
limited. International Journal of Business and Social Science, 10(6), 143-147.
Varshney, D. (2019). Employees’ job involvement and satisfaction in a learning organization: A
study in India's manufacturing sector. Global Business and Organizational
Excellence, 39(2), 51-61.
ANNOTATED BIBLIOGRAPHY 18
Wu, C. (2019). The proactive way to motivate your staff and drive positive behavior. Forbes.
https://www.forbes.com/sites/londonschoolofeconomics/2019/02/11/the-proactive-way-
to-motivate-your-staff-and-drive-positive-behavior/#29ab9586a288
