The Impact
When job dissatisfaction strikes it is merely an emotional state; in response to the emotional state people will devise an alternative plan that is dependent upon the individual, his estimation of the situation and his own capabilities or aspirations. The alternative plan (see diagram above) will be behavioral or psychological (Henne & Locke, 1985).29
Performance – It’s almost intuitive to conclude that people who are dissatisfied don’t perform as well as people who are satisfied with their job. (Zhou & George, 2001).30
Withdrawal – Absenteeism and/or leaving the job is another recourse a worker may take when they become dissatisfied in their workplace.
Change reaction – He or she may choose to avoid aspects of the job they are unhappy with, using psychological defense mechanisms such as repression and evasion (Henne & Locke, 1985).31
Consequences of Choices
* Life Satisfaction – (Henne & Locke, 1985) believed that work is a component of a person’s life and will affect one’s attitude towards life as a whole.33
* Mental Health – (Locke, 1976) suggests that the existence of dissatisfaction implies conflict in the employee’s mind and the conflict may lead to issues.34
* Physical Health – If the dissatisfaction event increases stress levels in an individual, it may have health implications (Henne & Locke, 1985).35
Bottom line
Gallup research shows managers who are creating active disengagement costs the U.S. an estimated $450 Billion to $550 Billion annually (Clifton, 2013).36
“If your company reflects the average in the U.S., just imagine what poor management and disengagement are costing your bottom line.” – Jim Clifton, Gallup Chairman and CEO
Lack of loyalty – Research shows that workplace stress leads to an increase of almost 50% in voluntary turnover. Associated turnover costs are significant (American Institute of Stress, 1999). 32
