We can consider that in almost all aspects of life the effects, at least indirect, of some type of organization are received. The organizations seek to obtain food, housing, education and employment. These serve our needs for protection, health care, security, transportation, etc… Many of these organizations have economic purposes, others do not. They can be very large, medium, small or family businesses.
Despite this diversity, the organizations have something in common. They are the primary context of organizational behavior. Organizations depend on people, at the same time affecting their lives. For this reason we consider that stakeholder satisfaction is key to organizational effectiveness. To do this, the organization must have a sense of community. It is a space where people interact emotionally with each other and do not feel inhibited from talking about what they feel, their fears, disappointments and aspirations. Since this circumstance allows them to care for and contain each other. It is a space where there is authentic communication, willingness and commitment to speak frankly and respectfully.
The person's work motivation is related to job satisfaction and work-family relationships. It is necessary to point out that the motivation is not independent of the work environment or the personal life of the employee. There is a dynamic relationship between motivation, job satisfaction, and work-family relationships. We are going to clarify some causes of this relationship.
Causes of job satisfaction and dissatisfaction
Job satisfaction is an emotional and affective response of the person to various aspects of the work they do. This does not mean that it is a unique concept, since a worker may be satisfied with one aspect of their work and dissatisfied with one or more additional aspects. This area has very important consequences in the organization, since the relationship of job satisfaction with other variables can affect the development of the organization.
Of course, job satisfaction is primarily individual, but it has an influence on group satisfaction. It can be considered as a multidimensional attitude and applied to each of the parts that make up the individual's work.
Job satisfaction must consider various aspects that are important and that predispose the employee to behave in a certain way at work. Some aspects of job satisfaction include salary, the boss you have, the nature of the tasks performed, colleagues or the team and fundamentally the immediate working conditions.
From a multidimensional perspective of job satisfaction, it should be noted that managers must be careful that high employee satisfaction in one aspect is not canceled due to high dissatisfaction in another. Being necessary to pay attention to those elements that are directly related to the content of the work (nature of the work) and those that are part of the work context (company, boss and colleagues).
We know that job satisfaction is part of life satisfaction, this is because employment constitutes an important part of workers' lives. This satisfaction or the level of job satisfaction within the groups is not constant, but is related to several variables.
One of the variables that we consider of great relevance and that influences the appearance of dissatisfaction in workers, occurs in large organizations. These tend to overwhelm people, entangle support processes, and limit the degree of personal closeness and friendship. Some of these large organizations generate dissatisfaction in their staff, by not maintaining consistency between what they say and what they do.
At this point we must analyze the work environment to which organizations appeal and depending on what parameters it is implemented. I believe that the analysis of the work environment in the organization should be approached, accepting that it can be positive or negative. According to it will be the degree of satisfaction or dissatisfaction of the employees.
Many organizations that, due to their size, exceed the local scope, constituting a national company, feel they have a duty to show internally (workers) and externally (clients) a commitment to their employees. To do this, they organize training sessions in order to achieve excellence in the management of the work environment. It is interesting to think that the management of the work environment is for the organization, it may be that they assign it to internal communication, leadership, recognition and work and personal development of all staff. But how to achieve this proposal, when everyday reality covers the important with the urgent. Maximize company profits, requiring employees to meet objectives that in many cases exceed the nature of their work.We clarify that the establishment of objectives is important and a motivational factor, but these have to have a personal meaning, so that it is focused on what is relevant and important.
These initiatives, which in their spirit can be laudable, in most cases are not visualized or applied in daily management. Although, I recognize the effort of some managers of the Human Resources Area to implement a better work environment, developing attitudes and skills in the leaders and thus, they can boost the satisfaction of their employees and also recognize their responsibility in the satisfaction of the themselves.
All organizations have Values, it is worth asking what are the values of the same and why should programs be carried out to transmit them, perhaps because they are not exercised. A discourse of commitment and appreciation of the staff is displayed, it is proposed to improve the balance between personal and work life. Now, how can this be improved, if the employee's working hours established by law are not respected and those that exceed the hours are not paid either.
The work experience as an independent consultant, motivated to describe, somewhat briefly, the dissatisfaction that is generated in the employees of the organizations, when not working in a positive work environment. Climate that is organized from the organizational culture, the values that it sustains and the commitment of leaders and collaborators to strengthen respect for the people who work in the organization.
