JOB SATISFACTION
INTRODUCTION
According to Yang (2012) job satisfaction is deemed an attitude rather than a behaviour. It is the most and frequently studied and widely discussed work attitude Mc Clenney (1992). Robbins (2001) defined it as a general attitude toward one’s job; the difference between the level of reward workers receive and the level of reward they believe they should receive. Moreover, Locke (1976) defined job satisfaction as an enjoyable or positive emotional state as a result of evaluating one’s job and job experience. In empirical studies, researchers have often measured job satisfaction as having two distinct facets: intrinsic, that is, level of satisfaction with features associated with the job itself and extrinsic, that is, level of satisfaction with various facets associated with the environment in which the work is performed (Bogler, 2001) Job satisfaction is said to be a vital factor of productivity at work along with having the appropriate training, interests and motivation. Frustrations at work may derive from different aspects of the job itself or the work environment Tomina & Sorana (2011). Satisfied employees are more likely to stay with their organisation and contribute to the success of the company rather than unsatisfied employees. “Employee attitudes and intentions have impacts on employee effectiveness, customer satisfaction and organisational performance” Tomina & Sorana (2011).
FACTORS THAT CAN LEAD TO SATISFIED AND DISSATISED EMPLOYEES

There are many things that can lead to satisfied and dissatisfied employees. For example the type of leadership within an organisation, communication systems, injustice within the organisation and the type of personality the employee has. In order to promote job satisfaction within the organisation the leader needs to adapt to the particular situation. According to Blanchard & Hersey (1996) studies support the idea that there is no normative or best style of leadership. Effectiveness depends on the leader, his/her subordinates, and the particular situation. Leaders must be competent in identifying their own behaviour in light of their environments.
Greenberg (1987) introduced organisational justice with regard to how an employee judges the behaviour of the organisation and their resulting attitude and behaviour that comes from this. E.g. If a firm makes redundant half of the workers at your firm you will feel a sense of injustice and your attitude towards work will drop and so will your productivity. Justice or fairness refers to the idea that an action or decision is morally right, which may be defined according to ethics, religion, fairness, equity, or law. People are naturally attentive to the justice of events and situations in their everyday lives, across a variety of contexts (Tabibnia, et al 2008). Individuals react to actions and decisions made by organisations every day. An individual’s perceptions of these decisions as fair or unfair can influence the individual’s subsequent attitudes and behaviours. Fairness is often of central interest to organisations because the implications of perceptions of injustice can impact job attitudes and behaviours at work. Justice in organisations can include issues related to perceptions of fair pay, equal opportunities for promotion, and personnel selection procedures.
Personality can be defined as the number of ways in which an individual reacts to and interacts with others (Robbins & Judge, 2009). Henderson, 2013 tells us that job satisfaction comes from the job that is connected to an individual’s personality. The five-factor model is correlated with overall level of job satisfaction experienced by employees. Conscientiousness, extraversion, and agreeableness are positively correlated with job satisfaction. (Judge et al. 2002). Personality traits are an important construct that has been used to predict job performance. Judge et al., (2002) found that neurotic individuals show diminished level of job satisfaction; extroverts are likely to experience a high-level of job satisfaction; conscientiousness has positive correlation with job satisfaction; agreeable individuals have a close relationship with job satisfaction; while openness individuals have no correlation with job performance. Organ and Lingl (1995) also found that conscientiousness and Agreeable personality traits may lead to higher levels of job satisfaction
Locus of control has been defined as a person's general perception regarding forces that determine rewards and punishments (Rotter, 1966). Rotter's premise is that locus of control is a stable personality trait that describes the extent to which people attribute the cause of control of events to themselves or to external environmental factors such as fate or luck. More specifically, some people believe that they are the masters of their own fate and have personal responsibility for what happens to them and are said to have an internal locus of control. In reverse, people who consider themselves to be pawns of fate exhibit an external locus of control. Employee locus of control is important because it has been linked to a number of job performance criteria. Specifically, internally oriented employees earned higher salaries, had higher status occupations and were more satisfied with their jobs (Andrasani & Nestel, 1976). Similarly, employees with high internality showed more initiative in the workplace and their work behavior was not confined by their job responsibilities (O'Brien, 1981).