It seems logical to assume that job satisfaction should be a major determinant of an employeeâ€™s organizational citizenship behavior (OCB). Satisfied employees would seem more likely to talk positively about the organization, help others, and go beyond the normal expectations in their job. Moreover, satisfied employees might be more prone to go beyond the call of duty because they want to reciprocate their positive experiences. Consistent with the thinking, early discussions of OCB assumed that it was closely linked with satisfaction. More recent evidence, however, suggests that satisfaction influences OCB, but through perceptions of fairness.
There is a modest overall relationship between job satisfaction and OCB. But satisfaction is unrelated to OCB when fairness is controlled for. What does this mean? Basically, job satisfaction comes down to conceptions of fair outcomes, treatment, and procedures. If you donâ€™t feel as though your supervisor, the organization procedures, or pay policies are fair, your job satisfaction is likely to suffer significantly. However, when you perceive organizational processes and outcome to be fair, trust is developed. And when you trust your employer, youâ€™re more willing to voluntarily engage in behaviors that go beyond your formal job requirements.
Job satisfaction and Customer satisfaction:
Employees in service jobs often interact with customers. Because the management of service organization should be concerned with pleasing those customers, it is reasonable to ask: Is employee satisfaction related to positive customer outcomes? For frontline employees who have regular contact with customers, the answer is â€œYesâ€?
The evidence indicates that satisfied employees increase customer satisfaction and loyalty. The reasons are in service organizations, customer retention and defection are highly dependent on how frontline employees deal with customers. Satisfied employees are more likely to be friendly, upbeat, and responsive â€“ which customers appreciate. And because satisfied employers are less prone to turnover, customers are more likely to encounter familiar faces and receive experienced service. These qualities build customer satisfaction and loyalty. In addition, the relationship seems to apply in reverse: Dissatisfied customers can increase an employeeâ€™s job dissatisfaction. Employees who have regular contact with customers report that rude, thoughtless, or unreasonably demanding customers adversely effect the employeesâ€™ job satisfaction.
A number of companies are acting on this evidence. Service-oriented businesses such as FedEx, Southwest Airlines, Four Seasons Hotels, American Express, and Office Depot obsess about pleasing their customers. Toward that end, they also focus on building employee satisfaction — recognizing that employee satisfaction will go a long way toward contributing to their goal of having happy customers. These firms seek to hire upbeat and friendly employees, they train employees in the importance of customer service, they reward customer service, they provide positive employee work climates, and they regularly track employee satisfaction through attitude surveys.