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Job satisfaction among executives : case of Japanese electrical and electronic manufacturing companies, Malaysia

TLDR
In this paper, the authors report on responses by Malaysian executives from Japanese electrical and electronic manufacturing companies on the level of job satisfaction amongst executives in Selangor, Malaysia and find that older executives who have more work experience showed a higher level of satisfaction compared to younger executives.
Abstract
This paper reports on responses by Malaysian executives from Japanese electrical and electronic manufacturing companies on the level of job satisfaction amongst executives in Selangor, Malaysia. 35.1% of the executives were found to be highly satisfied, 31.8% moderately satisfied and 33.1% dissatisfied with their jobs. The study finds that relationship between age groups, duration of service and gender versus job satisfaction are significant at 95 % confidence level. The older executives who have more work experience showed a higher level of job satisfaction compared to the younger executives. In terms of gender, male executives experienced a higher level of job satisfaction compared to female executives. This could be attributed to the Japanese work culture that emphasizes the seniority - merit wage/ promotion and masculinity work culture. We suggest that promotion and salary increment policy should be geared towards a performance based system thus creating a healthy competitive environment that promotes excellent performance.

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Citations
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Herzberg’s Two Factors Theory on Work Motivation: Does It Work for Today’s Environment?

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Generation Differences in Work Motivation: From Developing Country Perspective

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Generation X and Y and their work motivation

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Relationship between Motivations and Citizenship Performance among Generation X and Generation Y

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References
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TL;DR: In this paper, a model is proposed that specifies the conditions under which individuals will become internally motivated to perform effectively on their jobs, focusing on the interaction among three classes of variables: (a) the psychological states of employees that must be present for internally motivated work behavior to develop; (b) the characteristics of jobs that can create these psychological states; and (c) the attributes of individuals that determine how positively a person will respond to a complex and challenging job.
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TL;DR: In this article, the authors present organizational behavior from a marketing perspective, offering examinations of standard topics, areas that deserve more attention and emerging issues that will affect the future of organizational behavior.
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Factors contributing to job satisfaction and job dissatisfaction in six occupational groups

TL;DR: In this paper, the authors concluded that the Herzberg two-factor theory is a grossly oversimplified portrayal of the mechanism by which job satisfaction or dissatisfaction comes about, and that certain job dimensions (notably achievement, responsibility, and recognition) are more important for both satisfaction and dissatisfaction than certain other job dimensions, notably Working Conditions, Company Policies and Practices, and Security.
Journal ArticleDOI

The Mismatched Worker: When People Don't Fit Their Jobs

TL;DR: In this article, the authors look at some of the major changes in labor markets that have led to seven types of mismatches between workers and jobs in the U.S. and discuss their implications.
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Determinants of performance amongst shop‐floor employees: A preliminary investigation

TL;DR: In this article, the determinants of perceived job performance in a sample of shop floor employees in a manufacturing plant in northern Mexico were explored, and it was hypothesised that job satisfaction, age and education levels are significant predictors of job performance.