Job dissatisfaction

Studies suggest work stress may increase a person s risk for cardiovascnlar disease, psychological disorders, workplace injnry, and other health problems. Early warning signs may inclnde headaches, sleep disturbances, difficulty concentrating, job dissatisfaction, and low morale. Ensnre workloads remain in line with workers capabilities and resonrces. Design jobs to provide meaning, stimulation, and opportunities for workers to use their skills. 

Hygiene factors (contribute to job dissatisfaction) Motivating factors (contribute to job satisfaction)... 

Jiang, B., Baker, R.C. and Frazier, G.V. 2009. An analysis of job dissatisfaction and turnover to reduce global supply chain risk evidence from China. Journal of Operations Management, 27, 169-184. 

Recruitment and placement of pharmacy personnel are two of the most important tasks a manager can undertake. If a manager finds and hires competent, self-motivated professionals, issues such as motivation and performance are less of a problem. Good hiring practices also diminish employee dissatisfaction and turnover by matching the right person with the right job. 

Ideally, the best job design for pharmacy would be the alignment of practitioner education and expectations with marketplace realities. Job design plays a role in determining the satisfaction and quality of work life for practitioners. If the education of pharmacists is for a market that does not exist or jobs that do not provide opportunities to exercise education and knowledge, dissatisfaction and career stagnation will result. 

Research on consequences of pharmacists job stress could be informative for students (Table 13-4). It is logical to conclude that what is considered job stress for pharmacists could be school stress for students or a combination of work and school. Thus, if students feel stressed about school and perhaps their internship, they likely might suffer similar consequences as pharmacists dissatisfaction with their Pharm.D. program or internship, lower commitment to completing one s degree program or even pharmacy as a career, quitting school or the internship or both, and the potential for substance abuse and burnout. 

Wolfgang AP. 1994. Job stress and dissatisfaction The role of coworker social support and powerlessness. J Pharm Market Manag 9 19. 

Organizational structures and administration have a significant potential for dissatisfaction among the staff and thus may severely influence the overall performance of the organization. Table 6 lists the five major factors which can result in positive motivation or dissatisfaction at work. It was summarized from 12 different investigations and covers all hierarchical levels and jobs in various organizations (Herzberg, 1986). 

The five most important factors on the job which motivate or lead to dissatisfaction, ranked according to their importance. 

After graduation, Cannon returned to her home in Dover. At times she expressed unhappiness and dissatisfaction with her life in Dover, however. When her mother died in 1894, she took a job at Wellesley as instructor in the physics department. At the same time, she was accepted as a "special student" in astronomy at Radcliffe College, which was then the women s arm of Harvard College. Two years later she accepted a position on the staff at the Harvard Observatory, a post she held for the rest of her life. 

Psychosocial Female sex poor workplace cooperation preexisting psychological problems dissatisfaction with job, superiors, or colleagues high school education or less boring job category work stress excessive layers of clothing... 

Baker and Scudder, 1990). In a JIT enviromnent, both earliness and tardiness must be discouraged, since jobs finished early increase inventory cost while late jobs lead to customers dissatisfaction and loss of business goodwill. Thus an ideal schedule is one in which all jobs finish within the assigned due dates. The objectives of early/tardy (E/T) scheduhng could be interpreted in different ways, for example minimizing total absolute deviation from due dates, job-dependent earhness and tardiness penalties, non-linear penalties, and so forth (see Baker and Scudder, 1990 for a comprehensive survey). 

As shown in Fig. 7.3, d, d , d and d are crisp real numbers such that 0< d membership value of these fuzzy numbers expresses the degree of satisfaction associated with corresponding job completion time complete satisfaction if the job is completed dming the time interval of d to d°-, the degree of satisfaction increases linearly from time to d and decreases linearly from time cf to d and complete dissatisfaction if the job is completed before t=d or beyond t=d. ... 

When the due dates are crisp, the weights a and )8 in Eq. 7.1 denote the decisionmaker s view on how significantly each job s lateness or earliness affects the overall system. In the case of fuzzy due date, the steepness of change between complete satisfaction and complete dissatisfaction (i.e. the side slope) represents the same decision-maker s view. 

Aligning expectations One of the key causes of dissatisfaction is when initial expectations of the job and company are not met — when reality turns out to be different than one s perception. This appears to be a major problem with drivers. There is a strong indication that many drivers do not have a true picture of the job when they start. Therefore, a much better job of informing new entrants of the work environment needs to be done. Furthermore, industry studies continue to suggest that new drivers should receive a great deal of attention in the first six to 12 months to assist them in adjusting their expectations to what the carrier can actually produce in terms of income potential, miles, time at home, equipment, etc. 

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