Job satisfaction describes an individual's positive attitude towards their work. It encompasses not only workplace conditions but every aspect of day-to-day work, from communication and career opportunities to pay. A job satisfaction survey first gives you a clear picture of the status quo, which then helps you evaluate key problem areas affecting your employees. Below, we provide an overview of job satisfaction and five valuable tips on how to improve it. You will also find a free questionnaire template for measuring employee job satisfaction.
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Job satisfaction: definition and distinction
The concept of job satisfaction comes from organisational psychology. It focuses on an individual's assessment of their workplace, working conditions and experiences at work. Measuring job satisfaction therefore involves determining how positively respondents assess these factors.
In business administration in particular, job satisfaction is equated with employee satisfaction, and the terms are used interchangeably. There is, however, a subtle distinction on which organisational and occupational psychology focus. Job satisfaction is highly subjective and individual – essentially an employee's emotional response to their work and working situation. This applies equally to apprentices and company directors. Unlike job satisfaction, employee satisfaction focuses on employees and their expectations of the employment relationship.
A high level of job satisfaction also has a positive effect on employee satisfaction within the organisation. If it is very low, this is referred to as job dissatisfaction. An individual's assessment of their job satisfaction is determined by their expectations on the one hand and the actual situation at work on the other. Comparing the two forms the basis for assessing job satisfaction.
Theory: the Bruggemann model of job satisfaction
Agnes Bruggemann's Zurich model views job satisfaction as a comparison between expectations and reality. The expectations side consists of an employee's specific expectations and needs, while the reality side reflects their actual working situation. Put simply, this comparison can be either positive or negative. In detail, however, the model distinguishes between six forms:
Progressive job satisfaction
- The comparison between expectations and reality is positive. The actual working situation meets employees' expectations, leaving them highly motivated, satisfied and ready to pursue new goals. As a result, their level of aspiration rises.
Stabilised job satisfaction
- The comparison between expectations and reality is repeatedly positive. Employees are satisfied with the status quo and do not want change, so their level of aspiration remains the same.
Resigned job satisfaction
- In this form, the comparison between expectations and reality is negative. Employees' individual needs at work are not met, so they lower their expectations. As a result, their level of aspiration falls.
Pseudo job satisfaction
- The comparison remains negative. In a work context, this means that employees view the working situation through rose-tinted glasses and make it seem better than it is.
Fixated job satisfaction
- Once again, the starting point is a negative comparison between expectations and reality. Employees in this situation become resigned while their dissatisfaction grows. Their level of aspiration stagnates.
Constructive job satisfaction
- Although the comparison remains negative, employees' perception changes. They become aware of the current situation and their dissatisfaction, and take action. This may lead them to find a new job or improve their current working situation in another way.
The Bruggemann model: explanation and practical examples
The Bruggemann model distinguishes between six forms of job satisfaction, all of which depend on the outcome of a comparison between expectations and reality. Their effects are individual, however, and vary from one employee to another.
A positive comparison between an employee's expectations and their experience at work does not necessarily result in stable long-term job satisfaction. For one employee, a positive outcome may keep their level of aspiration unchanged, while another may soon strive for the next level despite the initially positive comparison. In other words, their expectations of the current working situation continue to grow.
- A positive comparison with different outcomes – an example: Employee A and employee B have the same expectations regarding career opportunities. Both are given an opportunity to advance professionally, so the comparison is initially positive for both. Employee A remains satisfied with their current position over the long term and their level of aspiration stays constant. Employee B, meanwhile, is already striving for the next change and develops a new aspiration. This could involve higher pay, a promotion or greater scope to shape their work.
Employers should therefore not focus solely on current job satisfaction and measure it regularly, but should also identify employees' future wishes and ambitions. A negative comparison between expectations and reality can likewise have different outcomes. Consider four employees whose comparison is negative, using career opportunities as the example again.
- A negative comparison with different outcomes – an example: Employee 1 wants a promotion within the organisation but is offered no opportunity to progress. They therefore lower their expectations to restore a sense of balance. Employee 2 responds differently. Although the lack of promotion prospects clearly conflicts with their expectations, they remain passive and adopt the attitude that things could always be worse. Employee 3 abandons the hope of a new career opportunity and becomes increasingly frustrated. Only employee 4 takes action. The gap between their wish for promotion and the lack of opportunities in their current employment causes considerable dissatisfaction. Employee 4 decides to make a change and ultimately moves to a new job.
The example of these four employees shows how varied job satisfaction and dissatisfaction can be. To address frustration, resignation and potential resignations at an early stage, employers should regularly gauge employee sentiment and proactively engage with their workforce.
Measuring job satisfaction: metrics and questionnaire template
To address job satisfaction in your organisation, you need an up-to-date starting point. Once you know where your organisation stands, you can take considered, sustainable steps to improve job satisfaction where necessary. Measuring employees' expectations of and satisfaction with their work and workplace is not straightforward, however.
A survey is a quick, cost-effective and valid way to assess job satisfaction within your organisation. An online questionnaire not only provides a current picture of employee sentiment, but also gives you specific ideas, requests for change and insights that help you take the next step with confidence.
In addition to conducting an online survey, you can examine specific metrics within your organisation that may have a major impact on job satisfaction or dissatisfaction. Relevant factors include:
- Sickness and absence
- Motivation
- Staff turnover
- Productivity
Relying entirely on this kind of indirect measurement of job satisfaction is problematic, however. You may notice an increase in sick days or resignations, or a lack of motivation among employees, but you will not know the causes. You will also lack the data needed to understand which changes employees want and which would ultimately increase satisfaction. A well-designed job satisfaction questionnaire provides these meaningful insights.
Factors that promote job satisfaction
According to a 2023 job satisfaction study by recruitment agency Avantgarde Experts, overall job satisfaction increased for the first time compared with previous years. The study states that 79 per cent of respondents were satisfied with their current working conditions. Does that mean organisations can sit back and relax? Not at all. Despite the positive trend in job satisfaction, employees remain willing to change jobs. Pay is the main reason for most of them. Yet not every organisation can meet demands for higher salaries. It is therefore all the more important for organisations to understand every relevant factor that influences job satisfaction and strengthens employee retention. What is the state of work–life balance? How well does communication work within the organisation, and do employees feel valued?
According to occupational psychologist Frederick Herzberg and his two-factor theory, two sets of factors influence job satisfaction: hygiene factors and motivators.
Hygiene factors include:
- Workplace conditions
- Job security
- Pay
- Employee and organisational leadership
- Relationships with colleagues
Motivators include:
- Achievement and recognition
- Taking on responsibility
- Range of tasks
- Career opportunities
Ideally, the two sets of factors are balanced. If they are lacking – particularly the hygiene factors – job satisfaction falls. The extent of that decline is highly individual and depends on the employee concerned. It is therefore impossible to make a universally valid statement; the outcome depends on the particular circumstances.
Improving job satisfaction: 5 valuable tips
Job satisfaction is not a metric that can be improved at the click of a button. Organisations need an open mindset and a clear understanding of how their employees feel. To help you get started, here are five tips for improving job satisfaction in your team or organisation.
1. Conduct regular online surveys
Go straight to the source and ask employees specifically about their current job satisfaction. This enables you to capture an up-to-date picture of employee sentiment while gaining valuable insights into where change is genuinely needed. The survey must be repeated regularly if you want to see whether and how job satisfaction changes.
2. Cultivate trust
The idea that control is better than trust has had its day. Instead of micromanaging, place trust in your employees and their abilities. Encourage them to make considered decisions independently. This not only makes them feel valued, but also creates a trusting working environment.
3. Be open to change
Be receptive to employees' suggestions for improvement and their feedback. The more flexibility you provide – whether in working hours, working from home or catering options – the more flexibly your workforce can operate. In the long term, this reduces potential stress factors and creates room for greater efficiency.
4. Provide meaningful benefits
A fruit basket alone will no longer impress anyone. The priority should be to understand employees' needs and support them where possible. What this looks like varies from case to case and naturally depends on the resources available. Public transport passes, fitness classes and regular team events can motivate your employees and give something back.
5. Pay fairly
Pay is the leading reason for low job satisfaction and a high willingness to change jobs. A competitive salary and the prospect of discussions about development and pay can therefore help you retain employees and clearly demonstrate that you value them.
Conclusion: job satisfaction
Understanding job satisfaction across a team or the entire workforce presents a major opportunity. Regular online job satisfaction questionnaires provide clear, data-based insight into employees' individual needs. The results show where improvements are needed, what causes dissatisfaction and what employees want for the future. Job satisfaction is constantly changing and fluctuating, making it all the more important to understand and monitor every factor that can influence it. Stay as close as possible to your workforce and ensure that every employee feels included and heard.
What is LamaPoll?
LamaPoll is a tool that lets you create your own online surveys and questionnaires without any technical knowledge. It works in a similar way to PowerPoint: you create pages and add questions, text, images and more. Results are analysed automatically in real time and displayed in various charts, which can also be exported. You can use LamaPoll's question and questionnaire templates free of charge. Existing surveys can be copied and adapted, enabling you to run regular employee surveys and employee satisfaction surveys without additional effort. You can register free of charge for our survey tool and immediately run non-binding surveys for up to 50 employees. If you need more responses to your online employee survey, simply choose one of our monthly plans. You can also use our employee survey questionnaire templates and examples.
