This work reviews the key job-related factors leading to dissatisfaction and its impact on the employee behaviour.
It discusses the four reactions model in which employees respond to dissatisfying situation in the workplace. It also reviews the nature of creativity and its antecedents as well as the characteristics of the creative employees. The conditions under which dissatisfaction can be channelled into creativity will be explored as the core part of this work. In the last chapter, this work discusses the role of leaders´ behaviours and emotional intelligenceas an important part of the process to influence their followers and channel their endeavors for creativity.
Table of Contents
1. Introduction
1.1. Problem Description
1.2. Scope of Work
2. Key Drivers of Job-Related Dissatisfaction
2.1. Work-Related Stress
2.2. Conflict
2.3. Discrimination
2.4. Abusive Supervision
3. Reactions to Job dissatisfaction (EVLN)
3.1. Exit
3.2. Voice
3.3. Loyalty
3.4. Neglect
4. Creativity in the Workplace
5. Conditions under which Job Dissatisfaction Could Result in Creativity
5.1. Continuance Commitment
5.2. Useful Feedback from Co-Workers
5.3. Help and Support from Co-Workers
5.4. Perceived Organizational Support for Creativity
6. The Role of Leaders Behaviour and Emotional Intelligence
6.1. Leaders Behaviour
6.2. Leaders Emotional Intelligence
6.2.1. Identification of Opportunities for Creativity
6.2.2. Idea Generation
6.2.3. Idea Evaluation and Modification
6.2.4. Idea Implementation
7. Conclusion
Research Objective and Core Topics
The primary objective of this work is to investigate whether job dissatisfaction, typically viewed as a negative outcome, can be channeled into positive employee creativity and organizational innovation. It examines the mechanisms through which dissatisfied employees can transform their frustration into constructive problem-solving under specific organizational conditions and leadership behaviors.
- Drivers of job dissatisfaction (e.g., stress, conflict, and abusive supervision).
- The EVLN model (Exit, Voice, Loyalty, Neglect) as a framework for behavioral responses to dissatisfaction.
- The role of continuance commitment and co-worker support in fostering creative performance.
- The influence of leadership behavior and emotional intelligence on channeling employee emotions toward innovation.
Excerpt from the Book
3.1. Exit
The first reaction of dissatisfied employees is to exit. This includes leaving the organization boundaries or switching to another job within the same organization voluntarily in attempt to leave the dissatisfied situation. Taking such a tough and “painful decision” to exit or even to switch the job explains high dissatisfaction about the current situation and that employees believe it is unlikely to improve after deep thinking of alternatives and variety of cognitive activities that precede leaving (Cf. Hirschman, 1970, p. 81). These activities include absenteeism and tardiness explain the quit intentions of employees especially in the case of widely available job opportunities in the labor market and it is kind of easy for employees to find a better job which will increase the variety of turnover causes (Cf. Hom and Kinicki, 2001, p. 979).
The exit option is considered as uniquely powerful and most likely to result a “wonderful concentration of the mind for the abandoned employer” (Cf. Hirschman, 1970, p. 21) who will deeply review the strategy and leadership quality within the organization.
Summary of Chapters
1. Introduction: This chapter defines the core concepts of job satisfaction and outlines the research objective, which is to explore if job dissatisfaction can lead to increased employee creativity.
2. Key Drivers of Job-Related Dissatisfaction: This section identifies primary negative factors in the workplace, including work-related stress, interpersonal conflict, discrimination, and the damaging effects of abusive supervision.
3. Reactions to Job dissatisfaction (EVLN): This chapter introduces the Exit, Voice, Loyalty, and Neglect (EVLN) typology to categorize how employees respond to dissatisfaction in their work environment.
4. Creativity in the Workplace: This section defines creativity as a complex phenomenon and discusses the influence of cognitive style, personality, and work environment on an individual’s ability to generate original and useful ideas.
5. Conditions under which Job Dissatisfaction Could Result in Creativity: This chapter outlines the prerequisites for transforming dissatisfaction into creativity, such as continuance commitment and the importance of supportive feedback and collaboration from co-workers.
6. The Role of Leaders Behaviour and Emotional Intelligence: This section analyzes how leaders can influence creativity through their behavioral choices and their ability to perceive, manage, and channel employee emotions throughout the innovation process.
7. Conclusion: The final chapter summarizes the findings, emphasizing that voice is a critical starting point for improvement and that effective leadership is essential in harnessing dissatisfaction as a catalyst for creative change.
Keywords
Job Dissatisfaction, Employee Creativity, EVLN Model, Work-Related Stress, Abusive Supervision, Voice, Continuance Commitment, Organizational Support, Emotional Intelligence, Idea Generation, Leadership Behavior, Workplace Innovation, Employee Behavior, Conflict Management, Constructive Response.
Frequently Asked Questions
What is the core focus of this research paper?
The paper explores the unconventional linkage between job dissatisfaction and employee creativity, arguing that under the right conditions, dissatisfaction can act as a catalyst for innovation rather than merely leading to turnover.
What are the central themes discussed in the work?
The central themes include the drivers of job dissatisfaction, the EVLN response model, the nature of creativity in professional settings, and the mediating role of emotional intelligence and leadership.
What is the primary research goal?
The goal is to investigate how leaders and organizations can encourage dissatisfied employees to use their "voice" to generate creative solutions to improve their work environment.
Which scientific methodology is employed?
The work utilizes a comprehensive literature review, synthesizing existing research on organizational behavior, leadership theory, and psychological models to establish the proposed linkage.
What is covered in the main body of the work?
The main body examines the causes of workplace dissatisfaction, categorizes behavioral responses (Exit, Voice, Loyalty, Neglect), identifies conditions facilitating creativity, and details the specific routes through which leaders leverage emotional intelligence to support this process.
Which keywords characterize this work?
Key terms include Job Dissatisfaction, Employee Creativity, EVLN Model, Organizational Support, and Leadership Emotional Intelligence.
How does the EVLN model help in understanding employee behavior?
The EVLN model provides a framework for classifying responses to dissatisfaction into active/passive and constructive/destructive dimensions, helping organizations understand why some employees quit while others attempt to improve the situation.
How does leadership emotional intelligence specifically trigger creativity?
Leaders with high emotional intelligence are better at identifying opportunities for improvement, supporting employees during the mood fluctuations inherent in idea generation, and navigating the conflicts that arise during the evaluation and implementation of new ideas.
- Arbeit zitieren
- Anonym (Autor:in), 2018, The Linkage Between Job Dissatisfaction and Creativity, München, GRIN Verlag, https://www.grin.com/document/516597
