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Spector (1997) presented three reasons to clarify the importance of job satisfaction. First, organizations can be directed by humanitarian values. Based on these values they will attempt to treat their employees honorably and with respect. Job satisfaction Assessment can then serve as an indicator of the extent to which employees are dealt with effectively. High levels of job satisfaction could also be a sign of emotional wellness or mental fitness. Second, organizations can take on a utilitarian position in which employees’ behavior would be expected to influence organizational operations according to the employees’ degree of job satisfaction/dissatisfaction. Job satisfaction can be expressed through positive behaviors and job dissatisfaction through negative behaviors. Third, job satisfaction can be an indicator of organizational operations. Assessment of job satisfaction might identify various levels of satisfaction among organizational departments and, therefore, be helpful in pinning down areas in need of improvement. Spector (1997) believed that each one of the reasons is validation enough of the significance of job satisfaction and that the combination of the reasons provides an understanding of the focus on job satisfaction. Spector, of course, is only one of many researchers, scholars, and writers who addressed the importance of job satisfaction. His reasons appear to be representative of many views on the importance of the concept in other major works (i.e., Bruce & Blackburn, 1992; Cranny et al., 1992; Gruneberg, 1976; Hopkins, 1983) dealing with job satisfaction.

From Faisal RM: In 1998 Clark summarises the importance of job satisfaction for both employers and their workers in the following way, “Job satisfaction is important in its own right as a part of social welfare, and this simple taxonomy of a good job allows a start to be made on such question as ‘In what respects are old workers’ jobs better than those of younger workers?’(and vice versa), ‘Who has the good job?’ and ‘Are good jobs being replaced by bad jobs?’ in addition, measure of job quality seem to be useful predictors of future labour market behaviour. Workers‘ decisions about whether to work or not, what kind of job to accept or stay in, and how hard to work are all likely to depend in part upon the worker‘s subjective evaluation of their work, in other words on their job satisfaction.”

From Introduction: Organisations are increasingly focusing on corporately align performance and trying to ensure that employees should be accountable and rewarded for their contribution to make them satisfied. Lawler (Cited on the book of Armstrong and Brown, 1999) advocated that the employers should adopt compensation and benefits staff through an integrated reward approach which should be linked with the company strategy, pay system and employee behaviour. Pay system thus become an important thing to achieve the business goal of the organisation. This does not mean that its represent an important cost for the business, but also it will make employee inspire to pursue and reach these business goals and to develop and apply the essential capabilities supporting them. According to US Business strategy guru Michael Porter believes that ‘having the right reward in place helps people to make the right choices to support your strategy’. (Cited on the book 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。