Vol. 5 No. 3 (2017): BUSINESS & MANAGEMENT STUDIES: AN INTERNATIONAL JOURNAL
Articles

EXPLANATION OF INTRINSIC AND EXTRINSIC JOB SATISFACTION VIA MIRROR MODEL

PDF
  • Çetin BEKTAŞ
Çetin BEKTAŞ
Gaziosmanpaşa Üniversitesi
DOI: https://doi.org/10.15295/bmij.v5i3.118

Published 2017-12-19

How to Cite

BEKTAŞ, Çetin. (2017). EXPLANATION OF INTRINSIC AND EXTRINSIC JOB SATISFACTION VIA MIRROR MODEL. Business & Management Studies: An International Journal, 5(3), 627–639. https://doi.org/10.15295/bmij.v5i3.118

Abstract

One of the most important issues focused by managers is to ensure effectiveness and efficiency of human resources in organizations. How can effectiveness and efficiency be achieved in an organization? Answer of this question relies heavily on job satisfaction of personnel. Job satisfaction refers to the general attitude developed by the individual towards her/his job. For this reason, job satisfaction cannot be seen but felt. This feeling depends also on working environment and environmental conditions. As an abstract concept, job satisfaction consists of many components. However, more simply, factors ensuring job satisfaction are basically divided into two groups; namely, intrinsic and extrinsic job satisfaction factors. Intrinsic factors refer to the attitude of the individual towards her/his job while the extrinsic factors refer to the factors related to the working environment. When combined, these two factor groups ensure individual to get job satisfaction. These two fundamental factor groups reflect both physiological and psychological state of the individual.  Job satisfaction is associated with not only financial gains but also the socio-psychological gains brought by the job. In addition, colleagues and superiors of the personnel play an important role in personnel satisfaction. Achievement of job satisfaction will be reflected to the organization as positive outputs. In the light of the literature review, effects/reflections of intrinsic and extrinsic job satisfaction on/to the organization are explained via mirror model. As is known, mirror reflects any image directly back to it. As shown in the model, intrinsic and extrinsic motivation factors have positive effects on the organization. In other words, these factors have positive reflections on the organization. These positive outputs and reflections generally emerge as a sense of organizational citizenship, high motivation and increase in organizational learning and job satisfaction. 

PDF

Downloads

Download data is not yet available.

References

  1. Ahmed I., Nawaz M.M., Iqbal N., Ali M., Shaukat S., & Usman A. (2010). Effects of Motivational Factors on Employees Job Satisfaction a Case Study of University of the Punjab, Pakistan. International Journal of Business and Management, 5(3), 70-82.
  2. Akıncı, Z. (2002). Factors Which Affect Job Satisfaction in the Tourism Sector: a Survey in Five Star Hospitality Organizations. Akdeniz Üniversitesi İ.İ.B.F. Dergisi, 4(1), 1-25.
  3. Antoni, G. D. (2009). Intrinsic Extrinsic Motivations to Volunteer and Social Capital Formation. KYKLOS, 62(3), 359-370.
  4. Baş, T. (2002). Determination of Job Satisfaction Profiles of Faculty Members. D.E.Ü. İ.İ.B.F. Dergisi, 17(2), 19-37.
  5. Bernal, J.G., Castel A.G., Navarro, M.M., & Torres P.R. (2006). Job Satisfaction: Emprical Evidence of Gender Difference. Women and Management Review, 20(4), 279-288.
  6. Bingöl, D. (1996). Personel Yönetimi, Beta Basım Yayım, İstanbul.
  7. Bontis, N., & Serenko, A. (2007). The Moderating Role of Human Capital Management Practices on Employee Capabilities. Journal of Knowledge Management, 11(3), 31-51.
  8. Cotton J.L., & Tuttle J.M. (1986). Employee Turnover: A Meta-Analysis and Review with Implications for Research. Academy of Management Review, 11, 55-70.
  9. Danserau, F., Cashman, J., & Grean G. (1974). Expectancy as a Moderator of the Relationship between Job Attitudes and Turnover. Journal of Applied Psychology, 50(1), 228-237.
  10. Erciş M. S. (2010). The Importance of Motivation in Marketing Communication and Multinational Shopping Center Example. Gazi Üniversitesi İletişim Fakültesi, 30(1), 165-180.
  11. Erdoğan, İ. (1996). İşletme Yönetiminde Örgütsel Davranış, İstanbul Üniversitesi, İşletme Fakültesi Yayını, İstanbul.
  12. Foote D. A., & Tang T.P. (2008). Job satisfaction and organizational citizenship behavior (OCB): Does team commitment make a difference in self-directed teams?. Management Decision, 46(6), 933-947.
  13. Füller, J. (2010). Refining Virtual Co-Creation from a Consumer Perspective. California Management Review, 52(2), 98-124.
  14. Gahan P., & Abeysekera, L., (2009). What shapes an individual’s work values? An integrated model of the relationship between work values, national culture and self-construal. The International Journal of Human Resource Management, 20(1), 126-147.
  15. Galia F. (2008). Intrinsic-Extrinsic Motivations and Knowledge Sharing in French Firms. The Icfai Journal of Knowledge Management, 6(1), 56-72.
  16. Gannon, M. J., & Noon, J. P. (1971). Management's critical deficiency Executives unaware of applicable research. Business Horizons, 14(1), 49-56.
  17. Gibson, J.L., Ivancevich, J.M., & Donnelly, J.H. (1997). Organizations, Ninth Edition, McGraw-Hill.
  18. Goetz, K., Hasse, P., Campbell, S. M., Berger, S., Dörfer, C. E., Hahn, K., & Szecsenyi, J. (2016). Evaluation of job satisfaction and working atmosphere of dental nurses in Germany. Community dentistry and oral epidemiology, 44(1), 24-31.
  19. Gonzales, J.W., & Garazo, T.G. (2006). Structural Relationships between Organizational Service Orientation, Contact Employee Job Satisfaction and Citizenship Behaviour. International Journal of Service Industry Management, 17(1), 25-50.
  20. Gündüz, H. (2005). The Effects of Organizational Climate on Job Satisfaction and Intention to Leave: A Research. C.Ü. İ.İ.B.F. Dergisi, 6(2), 23-40.
  21. Jacobs, E., & Roodt, G. (2007). The Development of a Knowledge Sharing Constract tok Predict Turnover Intentions. Aslib Proceedings: New Information Perspectives, 59(3), 229-248.
  22. Jaskyte K. (2008). Employee Creativity in U.S.and Lithuanian Nonprofit Organizations. Nonprofit Management & Leadership, 18(4), 465-485.
  23. Kuvaas, B, R. B., A. W., & G.L. Nerstad, (2017). Do intrinsic and extrinsic motivation relate differently to employee outcomes? Journal of Economic Psychology 61, 244-258.
  24. Lee, T. J. (2017). Relationship between Intrinsic Job Satisfaction, Extrinsic Job Satisfaction, and Turnover Intentions among Internal Auditors (Doctoral dissertation, Walden University).
  25. Liou, K.T. (1998). Employee Turnover Intention and Professional Orientation: A Study of Detention Workers. Public Administrative Quarterly, 22(2), 161-175.
  26. Lu, A. C. C., & Gursoy, D. (2016). Impact of job burnout on satisfaction and turnover intention: do generational differences matter?. Journal of Hospitality & Tourism Research, 40(2), 210-235.
  27. Mark A., T. Robert & M. M. (1998). Motivation and job satisfaction. Management Decision, 36 (4), 226-231.
  28. Mohanty, M., & Chatterjee, M. (2017). Relationship between Demographical Variables and Leadership and Motivational Styles of Bank Managers in Kolkata. International Management Review, 13(1), 59.
  29. Oshagbemi, T. (2000). Gender Differences in the Job Satisfaction of University. Women in Management Review, 15(7), 331-343.
  30. Panagiotis G.P., & Petridou E. (2008). Employees’ Sychological Empowerment via Intrinsic and Extrinsic Rewards. AHCMJ, 4(1), 17-40.
  31. Piyasena, K. G. C. C., & Kottawatta, H. (2017). The HRM Practices on Job Satisfaction of Operational Workers in the Apparel Industry in Colombo District, Sri Lanka. Human Resource Management Journal, 3(2), 46-65.
  32. Pool, S. & Pool B. (2007). A Management Development Model. Journal of Management Development, 24(4), 353-369.
  33. Porter L.& Steers R.M. (1973). Organizational, Work, and Personal Factors in Employee Turnover and Absenteeism. Psychological Bulletin, 80(2), 161-176.
  34. Trevor, C.O. (2001). Interactions among Actual Ease of Movement Determinants and Job Satisfaction. Academy of Management Journal, 44(4), 621-638.
  35. Williams, L.J., & Anderson, S.E. (1991). Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship and In-Role Behaviors. Journal of Management, 17(3), 601-617.
  36. Wu, H. L., Su, W. C., & Lee, C. Y. (2008). Employee ownership motivation and individual risk-taking behavior: A cross-level analysis of Taiwan's privatized enterprises. The International Journal of Human Resource Management, 19(12), 2311-2331.
  37. Wu, X., & Ye, Y. (2017). A Relationship Study of Teachers’ Perception towards Professional Development and Their Job Satisfaction in Guilin University of Electronic Technology, Guangxi, China. Scholar, 8(2), 165-177.
  38. Xie, B., Zhou, W., Huang, J. L., & Xia, M. (2017). Using goal facilitation theory to explain the relationships between calling and organization-directed citizenship behavior and job satisfaction. Journal of Vocational Behavior, 100, 78-87.
  39. Yousef, D. A. (2017). Organizational Commitment, Job Satisfaction and Attitudes toward Organizational Change: A Study in the Local Government. International Journal of Public Administration, 40(1), 77-88.