Interdisciplinary Journal of Contemporary Research in ... - Webs

ijcrb.webs.com
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
JANURAY 2011
VOL 2, NO 9
researchers (Isaacs, 1993; Schein, 1993 and Dixon, 1997) have perceived that conversation is
a vital and important factor for organizational learning. Although conversation is often
considered as a process through which individual and organizational learning are related to
each other, but Oswick et al (2000) have proved that conversation creates both individual
learning and organizational learning.
Participatory decision making is applied to influence level that employees have in the process
of decision making (Cotton et al, 1998). Organizations use participatory decision making in
order to enjoy effects of increasing of employees' participation attitude, job satisfaction and
organizational commitment (Daniel and Billy, 1999; Latham et al, 1994; Witt et al, 2000,
Scott-Ladd and Chan, 2004).
We can perceive that organizational learning is an inter-organizational process but the learner
organization is recalled as a volumetric identity and according to Marcot it is an organization
that changes permanently and collectively with power in a way in order to be able to change
with the purpose.
Considering the above cases, we can perceive that organizational learning is an essential and
basic concept that is leaded to creating and preserving of the learner organization.
Main backgrounds for governing of learning reflection in different organizations are other
important topics in organizational learning that we can point to the following factors:
i. Severe tendency towards variation in the organization
ii. Dissatisfaction from traditional management
iii. Accepting of this fact that knowledge improvement in the organization is a competitive
benefit.
iv. Change in recognition on behalf of human force's importance in comparison with stable
capital in production process
v. Increasing of customers' demands level and intensifying of competition in the market.
2.3 Job satisfaction
Job satisfaction is normally defined as the emotional reaction of an employee to a job based
on comparison of ideal results and real results (Karani et al). Totally, job satisfaction is a
degree or amount in which individuals like their job (Spector, 1997). There are many reasons
about why we should worry about job satisfaction. One of the most important reasons is that
job satisfaction could be leaded to appearing of behaviors from employees and affects
organizational performance and efficiency (Rawden, 2002). In this positional approach with
regard to job satisfaction (Halkman and Oldman, 1980; Herzberg, 1966) it is perceived that
job satisfaction is largely affected by organizational and working conditions.
Job satisfaction could be considered both as a collection related to various ways of thinking
about different job aspects or dimensions and procedures and as a global feeling about job
(Spector, 1997). First, procedural approach has been used to discover what creates job
elements of satisfaction or dissatisfaction. This issue could be useful for organizations that
intend to identify dissatisfaction aspects for improvement. Second, the global approach will be
used to evaluate total job satisfaction in relation with other variables of interests and priorities.
Generally, a single criterion is used to evaluate total job satisfaction (Venus et al, 1997).
Although using of a single criterion is often dubious, it is not resulted to abusing of reliability
and validity (Venus and Richers, 1996; Venus et al, 1997; Ganzach, 1998).
COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 351