Theoretical Literature Review on employee job satisfaction
Theoretical Literature Review
Two theories (i) Herzberg’s Motivation-Hygiene Theory (Content); and (ii) Expectancy Theory
(Process) provide a strong theoretical foundation for studying the concept of job satisfaction.
These theories are discussed below.
Herzberg’s Motivation-Hygiene Theory
Motivation-Hygiene Theory by Herzberg, also called the “Herzberg’s Two Factor Theory” states
that Herzberg, Mausner and Snyderman (1959) state that despite the fact that the absence of
motivation factors does not necessarily lead to job dissatisfaction, presence of such factors is
likely to enhance job satisfaction levels. Whereas absence of hygiene in no way leads to job
dissatisfaction, presence of hygiene factors can result into dissatisfaction, hence job
dissatisfaction and job satisfaction tend to be independent of each other.
Hertzberg et al (1959), observed that “dissatisfaction” is not the opposite of “satisfaction”, but a
lack of “no job satisfaction” or “lack of satisfaction”. The theory raises the argues that six
intrinsic factors significantly affect job satisfaction: salary, advancement, recognition,
achievement, and responsibility. According to (Gruenberg, 1980), whereas hygiene (extrinsic)
factors influence job dissatisfaction: salary, supervision, company policy, and working
conditions; intrinsic factor positively and significantly affect job satisfaction of employees. This
study focuses on both extrinsic factors (working conditions, supervision and salary), and intrinsic
factors (pay/salary).
Expectancy Theory
Expectancy theory, as defined by Lunenburg (2011a), is “a belief that relates to a particular
action which is followed by a particular outcome”. According to Ugah and Arua (2011), the
theory raises the argument that an individual makes a decision to have a certain way of achieving
the desired rewards. A case in point is a situation where employees seek salary increments in
order to satisfy their needs and when such when they are sure of such increments, they have a
tendency of working hard to achieve the set targets in the job.
Lunenburg (2011a) observed that Expectancy Theory is anchored on the belief that there is a
relationship between an employee’s effort, performance and the resultant rewards. Employees’
motivation tends to be higher, leading to greater efforts, hence relatively higher performance,
leading to the desired rewards. Vroom (1964) noted that this theory is made up of three variables,
namely, valences, instrumentalities, and expectancy: (i) Valence: extent that expected outcomes
are unattractive or attractive; (ii) Instrumentality: extent to which it is believed that a given level
of performance results in certain outcomes or rewards; and (iii) Expectancy: degree to which it is
believed certain effort leads to a certain level of performance.
The theory raises an argument that should employees enhance their efforts towards increasing
organizational performance (work hard), and perform better, they are likely to earn higher
remuneration. Should there be a significant difference/gap between what employees expect in
terms of pay and the outcome, they become dissatisfied. (Worrell. 2004). Vroom also observed
that job satisfaction has seven aspects, namely, the job content, promotion, working
environment, colleagues, compensation and the supervisor, and the organization.
REFERENCES
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Al-Zoubi, M. T. (2012). The shape of the relationship between salary and job satisfaction: A
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Anin, E.K., Ofori, I. & Okyere, S. (2015). Factors Affecting Job Satisfaction of Employees in the
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