Young Workers Job Satisfaction Essay Example

perceptions of the workplace and its alignment with their values.

Before Locke's work, Porter and Lawler (1968) suggested that job satisfaction reflects employees' evaluation of their jobs and proposed that employees could be completely satisfied or dissatisfied. In 1971, Porter (1971) further posited that employees form their attitudes towards their jobs by comparing perceived and expected incomes. Additionally, Hackman and Lawler conducted a study in the same year which identified autonomy, task identity, variety, and feedback as key predictors of job satisfaction.

Currently, job satisfaction is commonly defined as employees' emotional response to their job. This definition underscores the subjective nature of job satisfaction similar to definitions by Hoppock, Locke,and Porter and LawlerLocke's definition of job satisfaction as "a pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences" is widely accepted. This definition encompasses both the affective and cognitive aspects of job satisfaction. The study of employee fulfillment explores the consciousness that arises from achieving one's values, which is inseparably linked to concepts such as happiness, well-being, hedonia, and eudaimonia. Job satisfaction is seen as a facilitator in meeting one's values in the workplace, contributing to happiness and enhanced fulfillment. According to the Oxford Dictionary, fulfillment is defined as satisfaction or happiness derived from fully developing one's potential. Nowadays, the term "well-being" is often used interchangeably with happiness. Keyes et al. and Ryff refer to "subjective well-being," which is subjective and closely related to an individual's feeling of wellness. Some people view well-being in terms of hedonia - measuring positive or negative affect - while others evaluate their happiness cognitively. Eudaimonia represents happiness and fulfillment through actualizing individual potentials (Deci &

Ryan, 2008). Ryan (2008) states that job satisfaction is complex because it relates to fulfillment and happiness from both subjective and objective perspectives. In other words, these concepts are closely intertwined and cannot be universally described (Delle Fave et al., 2011; ).Mitchell and Larson (1987) state that job fulfillment measures workers' satisfaction with their jobs, while job satisfaction refers to the positive feeling derived from achieving one's values and goals in the workplace. Therefore, it is crucial to study both job satisfaction and fulfillment for employees' health and wellbeing (Faragher, Cass & Montgomery, 2005). Cooper (2005) suggests that job satisfaction not only affects employees' emotional reactions to workplace performance but also influences their overall productivity. Saari and Judge (2004) emphasize the importance of happy employees being productive. Understanding the factors that drive or hinder success in the workplace is crucial for employees. Business owners and human resource managers recognize that job satisfaction plays a key role in organizational growth and employee performance, as stated by Argyle (1989), Petty, McGee & Cavender (1984). According to McGee & Cavender (1984), meeting employees' needs leads to improved performance when considering the human relations theory. Lawler and Porter (1967) argue that there is a direct relationship between job satisfaction and job performance, with better performance leading to increased rewards and greater job satisfaction. Nimalathasan's research in 2002 confirms this correlation between job satisfaction and improved workplace performance. Meanwhile, Locke's findings from 1969 suggest that employee performance is influenced by how they prioritize and achieve goals at work.(2002) argue that job satisfaction and organizational commitment are closely intertwined, as higher levels of job satisfaction can lead to increased organizational commitment.

On the other hand, low levels of job satisfaction may result in decreased organizational commitment. Therefore, understanding and promoting job satisfaction is crucial for fostering employee commitment within organizations.A study conducted in 1998 showed that understanding job satisfaction and turnover can provide valuable insights into employee retention strategies aimed at reducing high turnover rates (1998). Multiple studies, including Lum et al. (1998) among others, have established a negative correlation between job satisfaction and turnover rates. Harter et al. (2002) found that dissatisfied employees are more likely to consider leaving their jobs, which is supported by Griffeth et al. (2000), Mowday & Spencer (198), and Warr (2007). Dissatisfaction with work is often the main reason why employees leave their jobs, as discovered by Wild et al. (1970). Tett & Meyer (1993) identify both job satisfaction and commitment as predictors of turnover intentions.

In different contexts, Teckenberg (1978) studied the mismatch between job satisfaction and turnover in the U.S.S.R., while Boxall, Macky, and Rasmussen (2004) found that motivation to quit among New Zealand employees was multidimensional. The factors influencing employee decision to quit their job in 2004 included relations with colleagues and managers, received extrinsic rewards, and work-life balance. These factors contributed to job satisfaction and determined turnover in the workplace.

Job satisfaction and turnover intentions were also linked to worker happiness as unhappiness often prompted people to leave. Additionally, alternative job opportunities played a role.The study conducted by Loughlin and Barling (2001) focused on the impact of job satisfaction and fulfillment on organizational commitment, workplace performance, and turnover intentions in organizations. Understanding these aspects was important for reducing costs and improving efficiency. The researchers specifically examined young workers

in their first full-time jobs in New Zealand to gain insights into basic organizational processes. This was crucial because the percentage of young workers in the labor force was increasing, making them the future workforce. Examining how young workers entered the workforce and what factors kept them engaged in their initial full-time jobs was essential for business profitability and organizational growth within New Zealand. According to data from the New Zealand Department of Labor, there were over 500,000 young people living in New Zealand in 2006. However, recent estimates indicate that by the end of 2011, this number had increased to 638,500 with a majority (60.3%) participating in the labor force.According to the DOL (2012), the role of young workers in New Zealand is crucial for the country's labor force. These young workers have unique characteristics, with high mobility being a notable trait. The DOL highlights that they tend to move from one region to another in search of suitable job opportunities, which is a defining aspect of their participation in the labor force. Immigration history significantly influences the state of the labor market in New Zealand, benefiting larger cities but causing a shortage of labor supply in peripheral areas.

When new graduates enter their first full-time jobs, they face significant challenges as explained by Duchscher (2008). This transition brings about various physical, emotional, intellectual, sociocultural, and developmental changes. To retain these graduates in their profession, organizations need to understand and analyze this transition process. The initial employment period can be particularly tough and stressful for graduates, leading to lower job satisfaction, increased absenteeism, and role stress according to Chang & Hancock (2003).The concept of employability

security suggests that the adaptability of new graduates to changing workplace requirements and environments should be considered by policymakers and educational institutions responsible for preparing them (Bridgstock, 2009). In New Zealand, labor turnover is influenced by age, with younger workers being more vulnerable to negative workplace influences. These young workers often experience high levels of stress and emotional labor in their jobs (Castro, 2002), leading them to frequently change jobs. The first-time jobs for young workers are typically high-stress environments (Witte, Verhofstadt & Omey, 2007), which can pose problems. Due to their mobility and flexibility, young workers prioritize self-fulfillment and profit maximization opportunities, making them more likely to have turnover intentions and leave their jobs (Flinn, 1986). These trends present challenges in retaining young workers in New Zealand. Therefore, it is crucial to study job satisfaction and fulfillment among this group while analyzing how age affects job satisfaction and exploring the relationship between job satisfaction and turnover attitudes. Researchers such as Block et al. (1964), Butler (1961), Katzell et al. (1961), and Talacchi (1960) have all found a negative correlation between job satisfaction and labor turnover.Lee and Wilbur (1985) found that older employees had higher satisfaction with the extrinsic aspects of their jobs compared to younger employees. Additionally, job characteristics can affect both young and old workers' perceptions of their jobs (Lee & Wilbur, 1985). Considering these complexities, this thesis emphasizes the need for a better understanding of young workers' motivation, expectations for their first full-time jobs, factors influencing job satisfaction and fulfillment, and strategies for cultivating a productive workforce. In New Zealand organizations and among managers. The structure of this thesis includes Chapter 2

which provides a comprehensive literature review on job satisfaction among young workers and identifies gaps in understanding. This review focuses on how job satisfaction and fulfillment impact organizational development and growth. Chapter 3 explores various research paradigms and methods used for inquiry, explaining data collection methods in detail. The study's results are presented along with analysis in Chapter 4. Finally, Chapter 5 briefly discusses the practical implications derived from the research findings.Finally, the thesis concludes by emphasizing the importance of organizations understanding job satisfaction among young workers to attract and retain potential employees in New Zealand's labor force. Locke's (1976) definition of job satisfaction, which includes both affect and cognition, is widely accepted. Job satisfaction and fulfillment are closely linked to factors that can impact them. Young workers are particularly vulnerable to pressures and stresses associated with their employment. The initial months on the job can be demanding for recent graduates, leading them to consider other positions. Given these challenges faced by young employees early in their full-time roles, it is crucial to comprehensively examine their levels of job satisfaction and fulfillment.