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Understanding Job Satisfaction

As one of the pillars of the FABULOUS Transformation™, job satisfaction refers to an individual’s understanding of the importance of their role and the sense of fulfillment derived from their work. It is closely tied to several key outcomes that influence both employees and organizations, such as health, well-being, motivation, job performance, and staff retention.

According to Dziuba et al. (2020), job satisfaction can be seen as the level of contentment employees experience with their work, which in turn impacts their performance. Factors contributing to job satisfaction include working conditions, compensation, opportunities for advancement, the nature of the work, organizational policies, recognition, and interpersonal relationships (Halcomb, Smyth, & McInnes, 2018). Conversely, low job satisfaction can result in undesirable outcomes like absenteeism, high turnover rates, and decreased performance (Polat & Ay, 2020; Li & Bert, 2025).

Intrinsic and Extrinsic Influences on Job Satisfaction

Job satisfaction encompasses both intrinsic and extrinsic elements. Intrinsic satisfaction arises from internal motivators that give employees a sense of fulfillment and drive, independent of external rewards like money or recognition. These include:

  • having a sense of purpose
  • aligning work with personal values
  • experiencing personal growth
  • demonstrating competence and mastery
  • feeling acknowledged for their contributions

On the other hand, extrinsic satisfaction is influenced by external factors such as

  • salary
  • bonuses
  • benefits
  • access to necessary resources
  • the quality of supervision
  • work-life synergy
  • work schedule flexibility
  • organizational policies
  • Compensation and pay
  • perks
  • workplace relationships
  • work conditions
  • resources

10 Key Determinants of Job Satisfaction

Employee motivation is driven by various factors that inspire and encourage individuals to actively engage with their work and contribute to a positive organizational culture, ultimately enhancing job satisfaction. While employees might feel content with their relationships with colleagues and supervisors, they could still experience dissatisfaction with aspects like compensation or career advancement opportunities.

Leaders and supervisors should pay close attention to key factors that influence job satisfaction, including job-person fit, organizational culture and spiritual alignment, quality of supervision and recognition, professional status, work-life balance, flexible scheduling, company policies, salary and benefits, workplace perks, interpersonal relationships, and the overall work environment and available resources.

  1. Job-Person Fit: Satisfaction grows when employees feel well-suited to their role. Clear responsibilities, well-communicated tasks, and defined expectations support efficient work. Employees should be able to use their talents and strengths. A good fit also means the role aligns with their values, skills, and career goals, bringing clarity, fulfillment, and purpose.
  2. Organizational Culture and Spiritual Alignment: Workplace culture influences how employees feel about their organization. A positive, ethical environment helps employees find meaning in their work and feel that the organization genuinely cares about their well-being. When the atmosphere supports personal values, makes employees feel valued, and aligns with their beliefs, it fosters appreciation and deeper job satisfaction.
  3. Quality of Supervision and Recognition: Supervisors should be fair, skilled, and supportive, recognizing employee efforts and encouraging growth. Regular performance reviews and open, two-way communication are important. Employees need to feel heard and valued. Public recognition—like praise, awards, or certificates—also helps employees feel appreciated and respected for their role.
  4. Work-Life Synergy: Work should support—not disrupt—personal life. Maintaining balance between job duties and personal time is essential for managing stress and promoting well-being. Clear boundaries help protect this balance, and policies like “use-it-or-lose-it” time off can encourage employees to take needed breaks.
  5. Work Schedule Flexibility: Flexible scheduling supports a healthy work-life balance. It allows employees to manage their time, location, and responsibilities with greater autonomy—through options like hybrid work, compressed hours, or adaptable workflows. Since personal and work lives affect each other, flexibility helps reduce stress and improves overall well-being by easing the emotional pull between the two.
  6. Organizational Policies: Policies show what an organization values and help create a fair, safe, and supportive workplace. Clear rules and procedures address challenges and guide behavior. Leave policies—such as vacation, sick leave, parental leave, bereavement, study, or mental health days—can improve job satisfaction. Even offering Leave Without Pay (LWOP) when paid leave isn’t available shows flexibility and care for employees’ needs.
  7. Compensation and Pay: Job satisfaction is shaped by competitive compensation and comprehensive benefits. Employees should receive a salary that aligns with their skills, experience, and market standards, along with performance-based incentives. Organizations should provide health insurance, retirement plans, and opportunities for growth through paid training and leadership development. Bonuses and perks further enhance the overall compensation, helping employees feel valued.
  8. Perks: Perks such as free meals, employee discounts, company cars, or gym memberships can boost job satisfaction for some employees. These extra benefits extend beyond salary and support a better work-life balance. They help employees feel recognized and valued. Providing such perks fosters a positive workplace culture and boosts morale.
  9. Workplace Relationships: Positive social connections at work boost job satisfaction. Building strong relationships with colleagues promotes teamwork and cooperation. When employees enjoy collaborating and engaging with each other, it cultivates a supportive atmosphere. These solid workplace relationships enhance morale and overall job satisfaction.
  10. Work Conditions and Resources: The physical workspace, including equipment, safety, and available resources, plays a key role in job satisfaction. Having the right tools and a well-maintained environment makes work more efficient and comfortable. A positive work environment with adequate resources improves overall employee experience and performance.

Job Satisfaction Across Careers: Key Findings from the Research

For law enforcement, job satisfaction is closely linked to factors such as seeking mental health support, feeling supported by the organization, dealing with mental health stigma, managing burnout, and overall well-being (Lytle, Huynh, & Boehme, 2025).

For nursing, job satisfaction tends to be higher when nurses don’t work night shifts, have shorter weekly hours, are happy with their chosen profession and department, work in a positive environment, and are satisfied with their pay (Medeni, Medeni, & Altunay, 2025).

For EMS clinicians, satisfaction increases when employees are happy with their pay, career growth, financial stability, and meaningful work. Intrinsic satisfaction (e.g., autonomy, job variety, helping others) is often greater than extrinsic satisfaction (e.g., pay, benefits, supervision).

The strong sense of public service and mission among emergency responders boosts job satisfaction. However, extrinsic factors like pay and promotion opportunities are strongly linked to turnover intentions, suggesting that while intrinsic motivation may foster commitment, addressing financial and career advancement concerns is crucial for retaining staff (Gage, Logan, et al., 2025).

References

Dziuba, S. T., Ingaldi, M., & Zhuravskaya, M. (2020). Employees’ job satisfaction and their work performance as elements influencing work safety. System Safety: Human Technical Facility Environment, 2(1), 18–25. 17. doi.org/10.2478/czoto-2020-0003

Gage, C. B., Logan, L., Kamholz, J. C., Powell, J. R., van den Bergh, S. L., Kenah, E., & Panchal, A. R. (2025). The Spector Job Satisfaction Survey: Associations of Satisfaction with Leaving EMS. Prehospital Emergency Care, 1–8. doi.org/10.1080/10903127.2025.2482100

Halcomb, E., Smyth, E. & McInnes, S. (2018). Job satisfaction and Career Intentions of Registered Nurses in Primary Health Care: An integrative review. BMC Family Practice 19(1), 136.

doi.org/10.1186/s12875-018-0819-1.

Li, Q., Bert G.(2025). Untangling the Relationship Between Red Tape and Job Satisfaction: The Role of Self-Efficacy and High-Individualistic Culture. Public Administration Review, 1-15. doi.org/10.1111/puar.13940

Lytle, D., Huynh, C. M., & Boehme, H. M. (2025). Should I stay or should I go: an examination of job satisfaction and turnover in a post-Floyd law enforcement world. Journal of Crime and Justice, 1–26. doi.org/10.1080/0735648X.2025.2491131

Malays. J. (2019). Job satisfaction, job involvement and life satisfaction among nurses in Malaysia. Journal of Business Economics 1, 61–70.  doi.org/10.51200/mjbe.v0i0.2070.

Medeni, V., Medeni, İ., Altunay, G. et al. (2025). Job satisfaction, life satisfaction, and associated factors among hospital nurses: a cross-sectional study in Türkiye. Scientific Reports 15, 5738. doi.org/10.1038/s41598-025-85564-4.

Polat, Ş. & Ay, F. (2020). Do individual and vocational features affect nurses’ job satisfaction and organizational trust levels? Arch. Health Sci. Res. 7(2), 167–177. https://doi.org/10.5152/ArcHealthSciRes.2020.19041.