Job Satisfaction and Performance Level Among Health Workers in Guindulman.pptx

It determines the relationship between job satisfaction and performance level of health workers in our town.

1. Group 1 Job Satisfaction and Performance Level among Health Workers in Guindulman Members: Lyza Mae Gule Regine Gultiano Mary Grace Timbal Marisol Caido Jhonloyd Segovia Danny Grengia

2. Two-Factor Theory Also known as Herzberg’s Motivation-Hygiene Theory by Frederick Herzberg , is a framework that focuses on the factors that influence employee satisfaction and motivation in the workplace. According to the theory, there are two sets of factors that affect an individual’s job satisfaction: hygiene factors and motivators. Hygiene factors are related to the context of the work, such as salary, working conditions, and company policies, that are necessary to prevent dissatisfaction but do not necessarily motivate employees. Motivators are related to the content of the work itself, such as achievement, recognition, and responsibility, are factors that can create satisfaction and enhance motivation when present.

3. Two-Factor Theory The theory supports the study by provide a framework for understanding the factors that contribute to satisfaction and motivation in the workplace. In the context of health workers, managers can apply this theory by ensuring that hygiene factors are adequately addressed and by providing opportunities for motivators to enhance employee satisfaction and motivation. By doing so, managers can increase employee’s sense of fulfillment and engagement, leading to higher job satisfaction and performance level among health workers.

4. Equity theory Developed by John Stacey Adams is a social psychological concept that focuses on the fairness of exchange between individuals. This theory emphasizes the importance of balance and equality in interpersonal relationships, particularly in the context of the workplace. According to equity theory, individuals compare their own input-outputs ratio (efforts and contributions) to that of others around them, and if they perceive an imbalance in this ratio, it leads to feelings of inequity. This can then affect their attitudes and behaviors. In this organizational context, equity theory has significant implications, as it can influence employee motivation, satisfaction, and performance. By understanding the principles of equity theory, individuals and organizations can gain insights into how perceptions of fairness and justice impact employee motivation, satisfaction, and behavior in various social and professional settings.

5. Equity theory The theory supports our study by emphasizing the importance of fairness and equity in the workplace. In the context of health workers, managers can apply this theory by ensuring equitable distribution of resources and rewards among employees, fostering a sense of fairness and equity in the work environment and promoting transparency in performance evaluations. By doing so, managers can increase employee’s sense of fairness and equity, leading to higher job satisfaction and performance levels among health workers.

6. Job characteristics theory Developed by J Richard Hackman and Greg Oldman , is a framework that seeks to explain how job design influences employee motivation, satisfaction, and performance. The theory posits the certain core job characteristics, such as skill variety, task identity, task significance, autonomy, and feedback, can be combined to create motivating and satisfying work.

7. Job characteristics theory The theory supports our study by providing a framework for understanding how job design influences employee motivation, satisfaction, and performance. In the context of health workers, managers can apply this theory by designing jobs that provide employees with opportunities for skill variety, task identity, and task significance, as well as autonomy and feedback. By doing so, managers can enhance employee’s sense of meaningfulness, responsibility and knowledge of results, leading to higher job satisfaction and performance levels among health workers.

8. Social exchange theory Developed by George C. Homans is a framework that focuses on the social interactions and exchanges between individuals or groups. According to the theory, people engage in social interactions with the expectation that their actions will be reciprocated by others. The theory suggests that individuals evaluate the costs and benefits of their interactions and relationships and aim to maximize the rewards while minimizing the costs. The theory highlights the importance of fairness and equity in social interactions and emphasizes the role of power dynamics in shaping social exchange relationships.

9. Social exchange theory The theory supports our study by emphasizing the importance of fairness, equity, and social interactions in the workplace. In the context of health workers, managers can apply this theory by fostering a supportive work environment, providing employees with the resources and support they need to perform their jobs effectively, and ensuring that employees feel valued and appreciated for their contributions.

10. Skinner’s reinforcement Theory Also known as Operant Conditioning by B. F. Skinner , is a behavioral psychological theory that suggests behavior is shaped by its consequences. According to the theory, behaviors that are followed by positive consequences are more likely to be repeated, while behaviors that are followed by negative consequences are less likely to be repeated. The theory emphasizes the importance of reinforcement which is the process of providing positive consequences to increase the likelihood of a behavior repeated.

11. Skinner’s reinforcement Theory This theory supports our study by providing a framework for understanding how behavior is shaped by its consequences. In the context of health workers , the theory suggests that managers should aim to provide positive reinforcement for desired behaviors, such as meeting performance targets or providing high-quality patient care. This can includes rewards such as bonuses, promotions, or recognition for outstanding performance. By doing so, managers can increase the likelihood for these behaviors being repeated, which can lead to higher job satisfaction and performance levels among employees. The theory also suggests the managers should aim to provide negative reinforcement or punishment for undesired behaviors, such as absenteeism or poor patient care. This can include disciplinary action or corrective feedback. By doing so, managers can decrease the likelihood of these behaviors being repeated, which can lead to job satisfaction and performance levels among eemployees .