Job Satisfaction, Stress, and Motivation:
Impacting your Performance and Commitment in the Workplace
An analysis of a current work situation
Lamorea N. Stanton
AMBA 620 – Managing People and Groups in the Global Workplace Professor Patricia McKenna
October 21, 2010
Job satisfaction, stress, and motivation are factors which can have a significant impact in the workplace as they all can impact your performance and commitment on your job. Job satisfaction, which is defined as a “pleasurable emotional state resulting from the appraisal of one’s job or job experiences” (Colquitt, Lepine, & Wesson, 2011, p. 105), is determined when employees know what they value the most. Some of the top values on a job that are of importance to employees are pay satisfaction, promotion satisfaction, supervision satisfaction, coworker satisfaction, and satisfaction with the work itself. Stress, defined as a ‘psychological response to demands that possess certain stakes that tax or exceed a person’s capacity or resources” (Colquitt et al., 2011, p. 144), affects people in the workplace, which can often be the result of four main stressors which, according to Colquitt, et al (2011) are work hindrance stressors, work challenge stressors, non-work hindrance stressors, and non-work challenge stressors. Motivation, defined as “a set of energetic forces that originates both within and outside an employee” (Colquitt, et al, 2011, p. 179), can be a key indicator of how an employee performs on the job. This paper offers a discussion, analysis, and recommendation on a current work situation as it relates to job satisfaction, stress, and motivation.
My current position as a legislative assistant in the Maryland Governor’s Legislative office is one in which I am overall satisfied with the job as well as my job performance, but the opportunity for a future promotion within this organization and the uncertainty of job security, plays a part on certain aspects of my job satisfaction and increases my stress level at times when I think about my job future. Despite the consequences of my situation, my job satisfaction is mid-level and the stress toll is not surmountable. Motivation really does not have an overall affect on this situation, but the goal setting theory is one in which I view take seriously because it explains why I job performance is so high. Context/Situation
My appointed position as a legislative assistant within the Maryland executive branch is one that offers little chance for promotion and the idea of job security is non-existent, since a Governor can only serve two four-year terms. Although this information is made clear to employees prior to accepting a job within the Governor’s administration, I still consider my overall job satisfaction and everything which plays a part in it. I also reflect on the role that stress plays as a consequence and the motivation theory that applies.
Impact of situation on job satisfaction
Although I was well aware and accepting of the lack of promotional opportunities in my organization and the fact that I would be in this position for no more than eight years, these factors still had an impact on my overall job satisfaction. Right now, my overall job satisfaction is somewhere right in the middle of high and low, as I tend to have positive feelings about my job when I think about my satisfaction with the work I do and my co-workers, but negative feelings come about when I think about the fact that the job is not permanent and there are slim chances for a promotion.
I take great pride in knowing that my job performance is above level according to my quarterly reviews and I know my satisfaction with the work itself plays a large part in it. Colquitt et al. (2011) describes the three critical psychological states which make work satisfying and they are meaningfulness of work, responsibility for outcomes, and knowledge of results, and they all play a...
References: Avey, J., Jensen, S., & Luthans F. (2009). Psychological capital: A positive resource for combating employee stress and turnover. Human Resource Management, 48(5), 677-693. Retrieved October 19, 2010, from Business Source Complete database.
Colquitt, J., Lepine, J., and Wesson, M. (2011). Organization behavior: Improving performance and commitment in the workplace (2nd ed.). New York, NY: McGraw-Hill Irwin.
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