Managerial Job Satisfaction and Dissatisfaction
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Production managers occupy a unique position within the leadership hierarchy of a manufacturing organization. They have a closer relationship with an organization's production employees than does any other class of management. Thus, they, to a greater extent than any other class of management, are at the leading edge of the implementation of organizational human resources management policies and programs, and they are the first to experience any employee backlash from these policies and programs. With respect to the interaction between human resources management and organizational production goals, pro duction managers often find that they are subjected to conflicting pressures from production workers and their repre sentatives, on one hand, and from upper level management, on the other hand.The various pressures to which production managers are subjected have the potential to affect both the levels of job satisfaction and the level of job dissatisfaction of these key members of the organizational managerial team. How they react to these pressures in large part determines their levels of both job satisfaction and job dissatisfaction, which, in turn, have the potential to affect significantly the production per formance of the organization. Levels of job satisfaction and job dissatisfaction on the part of production managers are, thus, significant with respect to the welfare of the organiza tion, of the production workers, of an organization's cust
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pendent information concerning the second link would permit prediction of the third link behavior without recourse to the first link, such infor mation simply is not available (Skinner, 1953). Thus, in the management of behavior, which includes the motivation of indi viduals within organizational environments, it is necessary to emphasize the relationship between the first and third links actions on an organism from without, and the organism's response behaviors (Skinner, 1953).
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In acting on an organism from without, Skinner (1953) theorized that the reinforcement actions could be either posi tive or negative. Thus, depending upon the situation and upon the desired behavior, an appropriate stimulus might be either the introduction of a factor into an organism's environment a positive reinforcement, or the withdrawal of a factor from an organism's environment a negative reinforcement (Kaplan, & Sadock, 1985). Skinner (1953) also theorized that the tools of positive and negative reinforcement may increase the strength of many types of behaviors simultaneously. It is, thus, essen tial to carefully examine (1) desired outcomes, and (2) rela tionships between stimuli and behaviors, before (3) adopting a motivation str
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EXECUTIVE SUMMARY, ABSTRACT Production, job satisfaction, Janesville Wisconsin, job dissatisfaction, satisfaction job, job satisfaction job, satisfaction job dissatisfaction, levels job, production managers, context related factors, levels job satisfaction, current research, policies programs, implementation organizational, remain organization, task related context related factors, managers manufacturing organizations,
Approximate Word count = 9139
Approximate Pages = 37 (250 words per page)
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