J O B S A N D TA S K Sproductivity, quality, and so on. Reports which have looked at a meta-analysis of many studies of the relationship of job satisfaction to job performance (often measured by supervisors�ratings) have shown that the relationship is a weakish one. The relationship has been observed to be stronger for intrinsic than extrinsic satisfaction (Iaffaldano and Muchinsky, 1985), and stronger in managerial and professional workers (Petty et al., 1984). Relationships of job satisfaction to other aspects of work have also been observed. Muchinsky and Tuttle (1979) found a negative correlation with staff turnover (i.e. higher satisfaction was associated with lower turnover and vice versa), and Clegg (1983) observed that increases in tardiness and absenteeism were accompanied by increases in job dissatisfaction. The factors just mentioned are expensive for organisations. Turnover means that further recruitment and training need to be done, and lateness and absenteeism mean lost production. Organisations have tried to increase employee satisfaction, therefore, through a variety of ways. Job enrichment, based on the job characteristics model of Hackman and Oldham (1976), gives workers extra responsibility. Job enlargement gives workers additional tasks to do. Other ways relate to the salary structure and profit-sharing for employees. The general idea of these schemes is to involve workers more closely with the organisation, and satisfy their job-related needs. They are close cousins of motivational schemes at work.Job-related stressWork pressures, deadlines, overwork, difficult colleagues or impossible job demands can all affect how a worker feels about his or her job. The feeling of being under strain is a negative consequence, whereas the feeling of being challenged and meeting those challenges is positive. Thus the impact of work-related stressors and a person reaction to them is moderated by how they are perceived. It is difficult to judge the precise impact of stress at work, but33
