JOB DISSATISFACTION AND ORGANIZATIONAL EFFECT 1
Job Dissatisfaction and Organizational Effect
School of Business Liberty University
Dr. V
JOB DISSATISFACTION AND ORGANIZATIONAL EFFECT 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. Some research finds there is a relationship between organizations reward system
and job satisfaction. Job dissatisfaction is a significant concern in organizations because it can
lead to poor performance and low productivity, which is undesired in the current competitive
environment. Mixed results are obtained for effects of leadership styles on job dissatisfaction. A
lack of employee motivation can lead to job dissatisfaction and consequently, poor organizational
performance. Poorly designed organizational cultures can dictate and control the behavior and
attitudes of employees negatively. Unfavorable working conditions and unfriendly organizational
culture lead to job dissatisfaction and poor corporate performance. Studies support job designs
adopted by managers can also lead to job dissatisfaction.
Keywords: job satisfaction, job dissatisfaction, organizational performance, reward
system, job design
JOB DISSATISFACTION AND ORGANIZATIONAL EFFECT 3
Introduction
People who work would minimally consent that having a job fulfills the need to be
dependable and financially independent. However, different workers view their work very
differently. Some people consider their occupation a means to get financial compensation for
their labor. In contrast, others see it as the true definition of who they are in society and a
reflection of their personality. Since an employee spends a lot of time in the workplace,
management must develop some interest for the worker to get attached to the organization. This
interest/attachment can be defined and graded on a scale as job satisfaction. According to Shaikh
et al. (2019), 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 job.
The employee’s lack of this appreciation, happiness, or relaxation with their work task is
correlational to their job dissatisfaction, which is the main concept discussed in this paper. This
study is essential because it provides current empirical data on the factors that positively or
negatively affect job dissatisfaction in workers. The information will help managers to make
informed decisions about how they can improve job satisfaction for workers, to reduce the
effects of job dissatisfaction on the employee and organizational performance. Therefore, this
literature review seeks to show the factors that cause job dissatisfaction, organizational effects of
job dissatisfaction, and possible recommendations on how managers can reduce job
dissatisfaction.
Factors That Cause Job Dissatisfaction
Lack of Employee Motivation
Some managers believe that employee motivation is crucial for increasing the job
satisfaction levels of their employees. However, there are some factors and practices that
JOB DISSATISFACTION AND ORGANIZATIONAL EFFECT 4
decrease the job satisfaction levels of employees significantly. First, the lack of excellent
leadership skills decreases the motivational levels of employees, which is a proven way of
reducing their levels of job satisfaction. Leaders have the power to motivate their employees,
especially by changing ineffective behaviors and attitudes. According to Khajeh (2018), leaders
who do not utilize their powers effectively demotivate their subordinates, and they encourage
low levels of motivation, which leads to decreased levels of job satisfaction and low chances of
achieving organizational goals.
The sentiments of Khajeh (2018) are supported by Chua and Ayoko (2019), who note that
lack of impactful leadership styles, such as the transformational design, can significantly
decrease the motivational levels of employees and adversely affect their job satisfaction levels.
The authors add that for leaders to be transformational, they must use their powers to motivate
their subordinates to change negative beliefs, attitudes, and perceptions to ensure that they
improve their satisfaction levels.
However, Fiaz et al. (2017) challenge the argument of Chua and Ayoko (2019) and
Khajeh (2018) by noting that leadership styles do not always motivate employees or affect their
levels of job satisfaction. According to a research by Fiaz and his colleagues on 110 managers,
any leader who does not incorporate democratic leadership skills does not sufficiently motivate
their workers or improve their satisfaction levels, even though they use the transformational
leadership style. According to Fiaz et al. (2017), employees are more motivated when they feel
that their opinions are appreciated and considered in the decision-making or problem-solving
processes of the company. Hence, if employees work in an environment whereby their
contributions are not recognized, then they become dissatisfied with their work.
JOB DISSATISFACTION AND ORGANIZATIONAL EFFECT 5
Second, the supervisors who do not develop amicable personality traits such as being
friendly to their subordinates demotivate their workers hence leading to job dissatisfaction.
Personality traits highly interrelate with the leadership skills, but they differ in that personality
traits are inborn, while skills are learned with experience and time. Ghani et al. (2016) assert that
since different leaders come from differing backgrounds, their cultures remarkably affect their
leadership styles and how they motivate their workers. Hence, various leaders affect the job
satisfaction levels of workers differently. The writers note that the big five personality traits,
which include neuroticism, extraversion, and openness to experience, conscientiousness, and
agreeableness, affect how the manager helps their workers to be satisfied with their work.
For example, supervisors who score high levels in neuroticism tend to be moody, and
they experience feelings such as anger, guilt, depression, anxiety, and frustration, compared to
leaders who score low on it. Hence, a highly neurotic leader who experiences depression may not
always have the energy to motivate their employees and may end up demotivating them,
therefore increasing their level of job dissatisfaction. A research study on a cohort of 221
employees by Aydogmus et al. (2016) supports the argument of Ghani et al. (2016) by noting that
transformational leaders who score highly on openness to experience can highly increase the job
satisfaction and motivational levels of their subordinates. Besides, Aydogmus et al., (2016) agree
with Fiaz et al. (2017), who believe that supervisors must exhibit democratic leadership abilities
such as being open-minded, which is the basis of the openness to experience personality trait
differences.
The lack of personality traits such as extraversion, which increases the likelihood of the
leader to form an interpersonal relationship with subordinates, can decrease their levels of job
satisfaction (Aydogmus et al., 2016). The authors argue that albeit leadership skills can
JOB DISSATISFACTION AND ORGANIZATIONAL EFFECT 6
encourage workers to increase their satisfaction levels, employees need to relate with the
supervisor at a personal level. For instance, the writers say that workers are more motivated to
achieve goals if their supervisors recognize them, their efforts and reward them personally.
Ultimately, the use of effective reward systems can improve the job satisfaction levels of
workers. According to Salah (2016), there are three main types of rewards, which include
intrinsic (nonfinancial), extrinsic (financial), and social rewards (relates to performance
recognition), that can motivate workers to be more productive in the organization. According to
Salah, extrinsic rewards are tangible, like a bonus, an extension of the contract of service, and a
promotion, among others. On the other hand, intrinsic rewards are non-physical such as the
emotional feeling of happiness after being congratulated for contributing to solving a problem or
for completing a difficult task. Notably, the motivational and job satisfaction levels do not
improve with the use of unproductive rewards such as money that cannot do much for the worker
according to their needs (Idemobi et al., 2017).
Idemobi et al. (2017) add to Salah’s thoughts by noting that supervisors must have a
certain level of human resource management skills to identify the correct reward to give
depending on the task done, time, output vs. input and its effect. Idemobi et al. (2017) also note
that if rewards systems, especially extrinsic forms of motivation such as bonuses, are not fair in a
diverse setting, it may increase conflict among same-level workers. For example, if two workers
(a Caucasian and a Hispanic) work faultlessly on a task, the money given to them should be of an
equal amount. Otherwise, Idemobi et al. (2017) believe that it may demotivate the worker given
less for the same amount of work done or lead to unhealthy competition and conflict among team
members. Therefore, managerial leaders must ensure that they choose the most effective reward
systems and practice procedural justice as they reward their workers. This way, they ensure that
JOB DISSATISFACTION AND ORGANIZATIONAL EFFECT 7
they motivate the employees to increase their job satisfaction levels, and to avoid the chance of
encouraging unhealthy conflict between employees based on external rewards such as money.
Bakotić (2016) looks at motivation ultimately from a different lens, as seen by the other
writers in this segment. According to this writer, workers can record high levels of job
dissatisfaction if they work in unsuccessful organizations. Employees are more satisfied and
motivated if they work in organizations that generally perform well. Moreover, the author notes
that being satisfied for working in a successful organization is a deep-level form of intrinsic
motivation achieved when the employee develops a deep connection and satisfaction with their
job, workplace, colleagues, and managers. Salah (2016) supports the sentiments of Bakotić
(2016) by noting that intrinsic motivation is not as obvious or easy coming as extrinsic
motivation. Moreover, Salah (2016) notes that intrinsic motivation is better and more impactful
to the organization compared to extrinsic motivation.
The author’s chart in the appendix illustrates the intrinsic and extrinsic forms of
motivation.
JOB DISSATISFACTION AND ORGANIZATIONAL EFFECT 8
Lack of Performance Recognition
The lack of recognizing and appreciating the work of one’s subordinates decreases their
levels of job satisfaction. According to Abdullah et al. (2016), psychologically, if a leader would
want a worker to repeat a commendable behavior, they ought to immediately recognize the
action and commend it. Besides, Salah (2016) maintains and resonates with Abdullah et al.
(2016) by noting that the social exchange theory posits that organizational members exchange
‘social gifts or rewards’ such as words of praise in exchange for completing a job, which
increases employee motivation and job satisfaction. Notably, dissatisfied employees record
reduced performance levels in organizations. Abdullah et al. (2016) also believe that the lack of
performance recognition and appreciation decreases the worker’s level of organizational
commitment, which a characteristic of a dissatisfied employee. In support of Abdullah et al.
(2016), Di Fabio et al. (2017) note that leaders must practice gratitude to encourage their
employees to perform better, which improves their levels of job satisfaction.
In addition, to improving the level of job satisfaction in employees, Di Fabio et al. (2017)
believe that worker recognition and gratitude can increase the collaboration of workers during a
group task. The writers assert that worker recognition and gratitude are positively correlated to
increased engagement and lowered turnover intention of workers. Besides, Aydogmus et al.
(2016) agree with the belief of Di Fabio et al. (2017) by noting that worker recognition and
gratitude not only increases the job satisfaction levels of a worker but also, they increase their
levels of assertiveness, hope, and positivity.
Assertive employees have high levels of self-esteem and self-confidence, and they
believe in their capabilities even when they are assigned difficult tasks. Additionally, they have
high levels of resilience when they are dealing with the difficult task, since they do not give up
JOB DISSATISFACTION AND ORGANIZATIONAL EFFECT 9
easily. Ghani et al. (2016) note that worker recognition can indirectly improve the satisfaction
levels of the employees who also have high job dissatisfaction levels, because it instills in them
the psychological need to feel significant as well. Moreover, Di Fabio et al. (2017) argue that
gratitude can reduce negative feelings such as depression and anxiety in workers who score
highly in neuroticism, which is a belief that Ghani et al. (2016) resonate with as well.
However, Abdullah et al. (2016) report contrasting evidence compared to that of Di Fabio
et al. (2017). Abdullah and her team believe that work recognition does not have a very high
impact in reducing job dissatisfaction. On the other hand, Di Fabio and her colleagues think that
performance recognition highly reduces a worker’s job dissatisfaction levels. Based on the fact
that the sentiments of Di Fabio et al. (2017) have the support of Salah (2016) and Aydogmus et
al. (2016), the current paper will maintain that worker recognition and gratitude are highly
positively correlated to reducing job dissatisfaction. Therefore, managerial leaders must
incorporate job recognition and gratitude for excellent work as a framework that decreases the
job dissatisfaction levels in an employee.
Unfavorable Working Conditions
Unfriendly organizational cultures can increase the job dissatisfaction levels in workers,
hence decreasing their performance levels and the achievement of organizational goals. Notably,
Qazi et al. (2017) conducted a research study on 436 respondents and found that organizations
with employees who had high levels of job satisfaction had unique corporate cultures. These
organizational cultures valued openness and respect for one another, teamwork, collaboration
and cohesion, mutual trust, pro-action, and a warm and humane working environment.
JOB DISSATISFACTION AND ORGANIZATIONAL EFFECT 10
Besides, Qazi and his team note that organizational cultures that align with the personal
characters of employees provide a sense of belonging and identity, compared to those which
contrast the employee’s beliefs. Also, an increased sense of belonging or identity improves the
worker’s level of job satisfaction, commitment, and motivation (Jena & Pradhan, 2018).
Moreover, Jena and Pradhan (2018) add that when the organizational culture instills a definite
sense of belonging in an employee, they can bond with their workmates and managers
successfully. Hence, it is apparent that corporate cultures can improve the satisfaction levels of
workers with high levels of job dissatisfaction once they identify corporate values that align with
their personal traits, which also improves their interrelationships in the organization.
Therefore, from the analysis above, it is evident that organizational cultures can dictate
and control the behavior and attitudes of employees. For example, a worker with high levels of
job dissatisfaction will feel awkward when they are the only one who is unproductive among a
team of highly energetic and satisfied people. Naturally, they will have to change their attitudes
to fit and bond with the rest. There are various tests that managers can subject their workers to; to
test how influential the organizational culture develops their sense of belonging. Some of these
tests include the Sense of Belonging Instrument-Psychological test and the General
Belongingness Scale. Therefore, it is evident that if organizational supervisors do not direct their
corporate culture in a way that improves the satisfaction levels of the workers, then they will
have to deal with employees with high levels of job dissatisfaction.
Poor Job Designs
There is no doubt that the types of job design adopted by managers have a high impact on
the level of job satisfaction in their workers. According to Wu (2019), unfinished workloads can
lead to a decrease in motivation and proactivity, a claim that Qazi et al. (2017) and Idemobi et al.
JOB DISSATISFACTION AND ORGANIZATIONAL EFFECT 11
(2017) agree with as well. Wu (2019) notes that employers must engage effective job design
techniques such as dissecting huge workloads into smaller tasks and assigning challenging
assignments to the most competent workers, to save time and to ensure that only quality work
gets done. Wu (2019) and Qazi et al. (2017) also note that for managers to develop efficient job
design strategies, they must understand the abilities and skills of their team members. Hence,
Idemobi et al. (2017), Wu (2019), and Qazi et al. (2017) imply that managerial leaders will need
to know how to conduct talent management, a human resource management task that seeks to
identify the innate characters of workers, such as their level of job satisfaction, engagement,
commitment, and motivation.
Moreover, Pignata et al. (2017) argue that job design and redesign frameworks such as
job enrichment can successfully reduce work-related stress and increase the levels of job
satisfaction and motivation in the worker. The writers add to the points of Wu (2019) who agree
that unfinished workloads may lead to a negative confrontation with the manager, which may
cause work-related stress. Most workers react differently to stress. Some employees will perform
better and faster when under pressure and some will record high levels of job dissatisfaction,
demotivation, and the intention to turn-over when they are stressed. However, managerial leaders
need to understand and acknowledge that any work-related stress is a demotivating factor that
should be avoided or addressed adequately. Besides, Pignata et al. (2017) emphasize that if a
manager must assign tasks that are not of the worker’s current level, they must provide job-
demand resources that will equip the employee with the requirements to handle the challenging
job.
Nielsen et al. (2017) support the argument of Pignata et al. (2017) by agreeing that
providing job demands-resource is an effective way of assisting subordinates to approach
JOB DISSATISFACTION AND ORGANIZATIONAL EFFECT 12
challenging tasks. For example, managers can offer training opportunities for the worker to
acquire some skills and abilities that will help them to handle the task. Hence, managerial leaders
must understand the need for changing their job designs as a framework for improving the way
an employee comprehends difficult tasks. Moreover, developing effective job designs will
prevent workers from doing tasks for the sake of completing them, which leads to wastage of
organizational resources such as the funds used to complete the poorly done job.
Organizational Impacts of Job Dissatisfaction
As discussed under the factors that cause job dissatisfaction, it is evident that job
dissatisfaction affects the organization. First, according to a research study on 566 employees by
Ćulibrk et al. (2018), job dissatisfaction reduces a worker’s level of job involvement. The
sentiment of these authors has the support of Varshney (2019), who investigated 256 teachers.
Varshney’s research showed that there is a strong correlation between job dissatisfaction,
decreased job involvement, and low employee performance. Second, job dissatisfaction causes
poor employee performance (Varshney, 2019). Notably, Shaikh et al. (2019) support Varshney’s
argument with their test on 680 workers, which revealed that job dissatisfaction allies with
reduced productivity, decreased competence, and lack of efficiency in the company.
Finally, job dissatisfaction causes a decrease in the overall performance of the company
(Bakotić, 2016). A research study by the writer on 5,806 employees showed that there is a strong
interrelationship between job dissatisfaction, the employee’s performance, and the company’s
overall performance, which Varshney (2019) and Shaikh et al. (2019) second. For example,
dissatisfied workers will most often engage in social loafing during a group task, which lags the
performance of the other group members.
JOB DISSATISFACTION AND ORGANIZATIONAL EFFECT 13
Conclusion, Research Contributions, Research Gaps and Recommendation
From the literature review, some factors cause job dissatisfaction which influences the
organizational performance. The reviewed articles contribute to the research in the field of
employee management in various ways. First, they provide empirical data that future researchers
in the field can use as secondary sources of credible information. They use large sample sizes,
which reduce the margin of error and increase the validity in the research. Besides, they provide
essential information for business managers to use to improve their success. Moreover,
employees can use the articles to learn how their job dissatisfaction affects their performance in
the company.
However, there are two research gaps in the articles. First, 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. Hence, future researchers should focus on how fluctuations in job dissatisfaction
levels can affect the performance of the employee and that of the company, and how managerial
leaders can reduce the variations. Finally, a few researchers are gender biased, since they have
only used male-dominated cohorts, questioning the credibility of their studies.
On the other hand, one of the main strengths of the articles reviewed is that they provide
in-depth information concerning job dissatisfaction and organizational performance. However,
the limitation of the items evaluated in the literature review is that 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. Hence, future researchers should
prove whether job dissatisfaction is the ultimate cause of poor organizational performance, or
whether job dissatisfaction is a part of a web of the factors that cause organizational
unproductivity.
JOB DISSATISFACTION AND ORGANIZATIONAL EFFECT 14
This meta-analysis recommends that managerial leaders must have human resource
techniques such as how to conduct an effective talent-management exercise to gauge the level of
job dissatisfaction in their employees. This way, they will identify the possible methods that are
effective enough to decrease the levels of job dissatisfaction in their subordinates.
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Appendix
Intrinsic and extrinsic forms of motivation
Rewards
I Motivation
E Motivation
N -T
F good for
a
task
T
N -T
I e.g.
M
J security such
extended
of service
