The first thing to determine is what is worth understanding by job satisfaction. Some people are satisfied with a job if it covers their financial needs; others pay attention to whether they are doing a socially helpful job; some evaluate the impact on their career (Acquah, 2017). I define satisfaction as a feeling of pleasure and fulfillment because my actions have benefited and become relevant to many people. I have a high sense of social responsibility because I see it as my duty to help people even in routine office work. It may seem smug, but it is how I feel that my work is worth it, and visible results are the best reward. Satisfaction can be achieved if I understand why I work and how to do my job excellently.
Organizational commitment is based on the connection between the staff and the organization. I find it less significant than job satisfaction, even though it is essential that the organization does good things for society. However, I do not find it necessary to belong to just one company or job. In my perspective, a company will be valuable when employees see societal achievement based on their work. Giving the company the opportunity for commitment is good but still not as important as job satisfaction.
This attitude toward work has influenced how one acts by instructions. First, I am not afraid to ask and clarify my order of action: I have the autonomy to choose small changes, but I need to know that the organization’s activities are beneficial. Any result of the organization becomes a public good, and I want there to be consciousness in work (Acquah, 2017). Secondly, I try to follow the principles of ecology and sustainability in my actions: not to use unnecessary paper and plastic, to look for intuitive solutions, and not to use excessive energy. Thirdly, my responsibility is kept in routine work: reporting and documentation are done based on honesty and keeping my dignity because I see no point in hiding information (even if there were mistakes or losses). I believe that job satisfaction has made me more open and able to communicate differently.
My job as a communications specialist involves sharing with people to establish trust and understanding. Like any job, employees need the motivation to organize their activities. My career probably uses McClelland’s needs-based motivational theory. It shapes the direction of motivation in three ways: achievement, belonging, and power (Rybnicek et al., 2019). The achievement aspect involves staff opportunities to demonstrate their skills and competencies. Managers direct resources to support staff efforts; as a result, employees are satisfied with their results because they are justified by their actions (Baptista et al., 2021). Belonging in many ways shapes job satisfaction: it conditions our need for social recognition. To do this, managers manage additional social tools that shape perceptions of our work – for example, corporate events, the presence of business culture, and socially meaningful responsibilities.
This approach allows the team to develop dynamically and comprehensively. All employees understand how they can fulfill their needs and form their work style based on this. This will enable employees to allocate their responsibilities and understand whether their skills are sufficient to achieve the set goal (Baptista et al., 2021). It solves the problem of gaps in the work environment and levels out accidental mistakes. This style of motivation should be more common among communications companies.
Needs-based motivation creates high moral standards in the staff, which they try to implement in their customer relationship. Motivation affects the relationship between staff and customers, so the staff’s purpose and values must align with customers’ perceptions. Staff morale will be strong and grounded if they see rewards for their work (Rybnicek et al., 2019). This can be achieved precisely through the motivation of needs. Achievements will form their status, the affiliation will allow them to develop ethical relationships, and power will enable them to control their actions and avoid violations.
References
Acquah, A. (2017). Implications of the achievement motivation theory for school management in Ghana: A literature review. Research on Humanities and Social Sciences, 7(5).
Baptista, J. A. A., Formigoni, A., da Silva, S. A., Stettiner, C. F., & de Novais, R. A. B. (2021). Analysis of the theory of acquired needs from McClelland as a means of work satisfaction. Timor-Leste Journal of Business and Management, 3(2), 54-59.
Rybnicek, R., Bergner, S. & Gutschelhofer, A. (2019). How individual needs influence motivation effects: A neuroscientific study on McClelland’s need theory. Review of Managerial Science, 13, 443–482.