Job Satisfaction and Motivation: Understanding its impact on employee commitment and organisational performance
Academic Leadership - Online Journal,
Vol. 8 No. 4 (2007): Vol-8-Issue-4-April-2007
Organisations have been described as a social arrangement for the controlled performance of
collective goals (Stewart, 1973). They exist basically for two reasons: to maximise profit or share
holder value, (Huczynski and Buchanan, 1991). Latest trends in management encourage the integration
of the needs of employees with that of organisations. Maximising profit through growth/expansion and
increased share value should not be the only motivation for organisations. Investment in people should
be at the fore of business strategy and in developing human resources which invariably benefits the
respective organisations. The role and effective use and management of human resources in
enhancing organisational performance therefore cannot be overemphasised.
Job Satisfaction and Motivation needs are vital in the work place particularly in the twenty-first century
as workers have become more knowledgeable through education about their rights in the work place.
According to Fredrick Hertzberg’s Job Satisfaction model, there are factors within and outside an
organisation that affects the extent to which employees of an organisation are satisfied. These include
the structure of the organisation, the organisational culture and the internal politics that pertains in the
organisation (Mullins, 2005).
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