Many organizations devote considerable time and effort to improving job satisfaction, hoping for improved performance. To the extent that happiness and satisfaction are a result of one′s heredity and past experiences, management clearly has a very limited role in effecting change. To the degree that happiness and satisfaction are a direct result of one′s present work experiences, management has the opportunity for some, albeit small, impact. Suggests that, because of the complexities associated with one′s level of satisfaction, executives and managers take a conservative approach to methods or programmes that promise high job satisfaction and enhanced productivity.
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Crow et al. (1995) studied this question.
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