IntroductionThis article examines t

Introduction

This article examines the empirical evidence surrounding job satisfaction. While it is important to understand the theoretical makeup surrounding job satisfaction, this is beyond the scope of this article and is explored in Job satisfaction: theories and definitions. This article focuses on the factors that influence job satisfaction, including: organisational support, superiors, co-workers, and conditions to work. Outcome factors, at the organisational and individual level, are also explored.
Factors influencing job satisfaction

Job satisfaction is a dominant theme in the organisational psychology literature [1] with numerous studies aiming to understand the antecedents to it. Manisera and colleagues [2] surveyed 3256 workers across Italy and found that career promotion and career prospects had the strongest relationship with job satisfaction. However, this study also observed that superiors, colleagues, growth, independence, recognition, job variety, the physical environment, benefits, wage, hours, and job certainty also had strong relationships with job satisfaction. This highlights the numerous workplace factors that influence satisfaction at work. In general, researchers have simplified the organisation of predictors into one of five categories: individual worker factors, organisational support, superiors, co-workers and conditions at work [3] [4].
Individual worker factors
The dispositional approach to job satisfaction argues that workers’ moods and personality influence their outlook, and ultimately how satisfied they are with their job. Research has been consistent in demonstrating that those with a positive outlook tend to, on average, report better job satisfaction [5]. Research demonstrates that employees have stable levels of job satisfaction over time, even when jobs are changed [6]. The personality trait of core self-evaluation is strongly linked to perceptions of the job, with higher core-self association associated with higher job satisfaction [7]. Core self-evaluation refers to how individuals perceive and evaluate themselves, this typically includes: self-esteem, self-efficacy and/or locus of control. Similarly, there is evidence that two of the Big Five personality traits, conscientiousness and extraversion, are also positively related to job satisfaction [7]. Workers’ age is something that has been associated to job satisfaction, although there are two ‘schools of thought’ as to nature of this relationship [8] [9]. The first school of thought postulates a positive relationship, where job satisfaction increases gradually as age increases. The second postulates a ‘U’ shaped relationship, where higher levels of satisfaction are observed among younger workers; which than decreases during middle age/ middle career stage and, subsequently, increase in the later years/ stages of career. In terms of gender differences, although some early studies indicated that women were more likely to report high job satisfaction, more recent research suggests this may be an unexpected result of a disadvantageous position of women in a labour market (so called ‘gender-job satisfaction paradox’). In countries with more equal employment opportunities, gender differences in terms of reported job satisfaction do not seem to appear [10].
Organisational support
Perceived organisational support (POS) refers to the extent employees believe their organisation cares for them, and how much their contributions are valued by the organisation [11]. The research evidence indicates that POS is a key predictor of job satisfaction [11] [12]. A review by Riggle, Edmondson and Hansen [13] observed POS was an important contributor of job satisfaction. In general, organisations are viewed as supportive when they are: committed to meeting employees’ socio-emotional needs; providing support when needed; and increasing performance-reward expectancies [11]. This can manifest itself through better compensatory packages, investment through training and in facilities, clear and fair career development process, as well as providing opportunities to develop and progress.
There are two possible mechanisms, which explain the strength of the relationship between POS and job satisfaction. Firstly, when POS is high and the needs of employees are met and they are content in their work situation this may enhance their level of job satisfaction [11] [13] [14]. Secondly, from an organisational theory perspective, POS is built upon the social-exchange theory [15]. This proposes that when employees are promised or receive material, reward or support they feel the need to reciprocate. Reciprocation can then come in the form of: (1) a change in affect, such as job satisfaction or turnover intention; (2) a change in mentality through engagement; (3) or a change in behaviour in performance [11] [13] [14].
Considering the importance of organisational support, it can be observed than many organisations do not consider the importance of unders

Results (Indonesian) 1:

PengenalanArtikel ini mengkaji bukti-bukti empiris yang mengelilingi kepuasan kerja. Sementara itu penting untuk memahami makeup teoritis sekitar kepuasan kerja, ini adalah di luar lingkup artikel ini dan dieksplorasi dalam kepuasan kerja: teori dan definisi. Artikel ini berfokus pada faktor-faktor yang mempengaruhi kepuasan kerja, termasuk: organisasi dukungan, atasan, rekan kerja, dan kondisi untuk bekerja. Faktor-faktor hasil, di tingkat organisasi dan individu, juga dieksplorasi.Faktor-faktor yang mempengaruhi kepuasan kerjaKepuasan kerja merupakan tema dominant dalam literatur organisasi psikologi [1] dengan banyak penelitian yang bertujuan untuk memahami pendahulunya untuk itu. Manisera dan rekan-rekan [2] disurvei 3256 pekerja di Italia dan menemukan bahwa promosi karir dan prospek karir memiliki hubungan kuat dengan kepuasan kerja. Namun, studi ini juga mengamati bahwa atasan, rekan-rekan, pertumbuhan, kemerdekaan, pengakuan, berbagai pekerjaan, lingkungan fisik, manfaat, upah, jam, dan kepastian pekerjaan juga memiliki hubungan yang kuat dengan kepuasan kerja. Ini menyoroti kerja banyak faktor yang mempengaruhi kepuasan di tempat kerja. Secara umum, para peneliti telah menyederhanakan organisasi pemrediksi ke salah satu dari lima kategori: faktor-faktor pekerja individu, organisasi dukungan, atasan, rekan kerja dan kondisi di tempat kerja [3] [4].Faktor-faktor individu pekerjaThe dispositional approach to job satisfaction argues that workers’ moods and personality influence their outlook, and ultimately how satisfied they are with their job. Research has been consistent in demonstrating that those with a positive outlook tend to, on average, report better job satisfaction [5]. Research demonstrates that employees have stable levels of job satisfaction over time, even when jobs are changed [6]. The personality trait of core self-evaluation is strongly linked to perceptions of the job, with higher core-self association associated with higher job satisfaction [7]. Core self-evaluation refers to how individuals perceive and evaluate themselves, this typically includes: self-esteem, self-efficacy and/or locus of control. Similarly, there is evidence that two of the Big Five personality traits, conscientiousness and extraversion, are also positively related to job satisfaction [7]. Workers’ age is something that has been associated to job satisfaction, although there are two ‘schools of thought’ as to nature of this relationship [8] [9]. The first school of thought postulates a positive relationship, where job satisfaction increases gradually as age increases. The second postulates a ‘U’ shaped relationship, where higher levels of satisfaction are observed among younger workers; which than decreases during middle age/ middle career stage and, subsequently, increase in the later years/ stages of career. In terms of gender differences, although some early studies indicated that women were more likely to report high job satisfaction, more recent research suggests this may be an unexpected result of a disadvantageous position of women in a labour market (so called ‘gender-job satisfaction paradox’). In countries with more equal employment opportunities, gender differences in terms of reported job satisfaction do not seem to appear [10].Organisational supportPerceived organisational support (POS) refers to the extent employees believe their organisation cares for them, and how much their contributions are valued by the organisation [11]. The research evidence indicates that POS is a key predictor of job satisfaction [11] [12]. A review by Riggle, Edmondson and Hansen [13] observed POS was an important contributor of job satisfaction. In general, organisations are viewed as supportive when they are: committed to meeting employees’ socio-emotional needs; providing support when needed; and increasing performance-reward expectancies [11]. This can manifest itself through better compensatory packages, investment through training and in facilities, clear and fair career development process, as well as providing opportunities to develop and progress.There are two possible mechanisms, which explain the strength of the relationship between POS and job satisfaction. Firstly, when POS is high and the needs of employees are met and they are content in their work situation this may enhance their level of job satisfaction [11] [13] [14]. Secondly, from an organisational theory perspective, POS is built upon the social-exchange theory [15]. This proposes that when employees are promised or receive material, reward or support they feel the need to reciprocate. Reciprocation can then come in the form of: (1) a change in affect, such as job satisfaction or turnover intention; (2) a change in mentality through engagement; (3) or a change in behaviour in performance [11] [13] [14].Considering the importance of organisational support, it can be observed than many organisations do not consider the importance of unders