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outcome/input ratio of another person. Adams called this other person “referent.” The referent is simply another worker or group of workers perceived to be similar to oneself. Unequal ratios create job dissatisfaction and motivate the worker to restore equity. When ratios are equal, workers experience job satisfaction and are motivated to maintain their current ratio of outcomes and inputs or raise their inputs if they want their outcomes to increase. Outcomes include pay, fringe benefits, status, opportunities for advancement, job security, and anything else that workers desire and receive from an organization. Inputs include special skills,training, education, work experience, effort on the job, time, and anything else that workers perceive that they contribute to an organization.

Framework Three: Situational Models

Situational theorists assume that the interaction of variables such as task characteristics, organizational characteristics, and individual characteristics influences job satisfaction (Hoy & Miskel, 1996). Examples of models are the situational occurrences theory of job satisfaction (Quarstein, McAfee, & Glassman, 1992) and Glisson and Durick’s (1988) predictors of job satisfaction.

Situational Occurrences Theory. The situational occurrences theory of job satisfaction was proposed by Quarstein, McAfee, and Glassman (1992). The two main components of the theory are situational characteristics and situational occurrences. Examples of situational characteristics are pay, promotional opportunities, working conditions, company policies, and supervision. Individuals tend to evaluate situational characteristics before they accept a job. Situational occurrences tend to be evaluated after accepting a job. Situational occurrences can be positive or negative. Positive occurrences include, for example, giving employees some time off because of exceptional work or placing a microwave in the work place. Negative occurrences include, for example, confusing email messages, rude remarks from coworkers, and copiers which seem to break down a great deal. Quartstein et al. (1992) hypothesized that overall job satisfaction is a function of a combination of situational characteristics and situational occurrences. The findings of their study supported the hypothesis. According to the researchers, a combination of situational characteristics and situational occurrences can be a stronger predictor of overall job satisfaction than each factor by itself.

The hidden cost of Reward (21 repeat 3)

Direct relationship between pay satisfaction and job satisfaction

The relationship established between compensation and job satisfaction is determined largely through a process of social comparison theory. This model associates the use of incentives and the compensation system of an organisation with employee job satisfaction. Lawler (1971) formulated this theory as a subsidiary to discrepancy theory (Locke, 1976) and equity theory (Adams, 1965).

The link between compensation and job satisfaction can be largely described in the sense that a multi-dimensional view of pay satisfaction can be used as a surrogate measure of compensation (e.g., fixed pay, bonuses, benefits) (see Dyer & Theriault, 1976; Igalens &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。