Job Dissatisfaction in the United States

The practical realm of job satisfaction/dissatisfaction is extensively wide because it includes the job and it is background features that must be managed. Taking into account the above argument, we might consider two factors to be the topmost contributors to increased job dissatisfaction; lack of training, development and career planning, and unfairness in performance appraisal process. This combination of factors easily erodes job happiness. These factors will be discussed in details in this paper, including reasons why organizations do not address them. On the first cause of job dissatisfaction, lack of training, development and career planning, a number of surveys have found that many workers have continuously complained of lack of a way to gain better skills, get ahead, or be promoted (Fleming, 2016).

Again, because training and development process might take a long time and still a longer period to perfect on practicing the acquired skills, organizations that follow the stretch and extract model cannot count it on current business profitability. There is also a related fear that employees might not optimally utilize the extra skills, therefore, the projected benefits that the organization would gain from the training might not be realized. Perhaps another reason why organizations fail to address this problem efficiently is the fear of losing the trained staff to other organizations. If an organizations trains, develops and manages its employees' careers, there is the obvious fear that such employees will be enticed by competitors through an offer for higher pay. Organizations feel that employees should be contented with the extra skills but competitors take advantage of the situation by offering higher pay for skills they did not enhance themselves ("Job Dissatisfaction: Causes, Reasons and Employee Responses - Video & Lesson Transcript | Study.

Performance appraisal processes continue to generate dissatisfaction among employees and are often perceived as ineffective and unfair. The perception of the fairness of performance appraisal processes is influenced by a number of factors. Employees are dissatisfied with performance appraisals because managers do not always adopt the objective criteria in rating. Rather, much of the review is subjective and when it comes to ranking people across teams and departments, it is almost impossible to value one employee's word against another's ("I Can't Get No. Job Satisfaction, That Is | The Conference Board," n. For this reason, organizations have failed to address the issue of performance appraisal fairness; they fear that company profits will be minimized by high rewards paid to the genuine high performers.

Another reason why this problem has not been addressed is that it would take an inordinate amount of time and effort to design and implement a fair performance appraisal system. Adobe once claimed that to include all aspects of a fair performance appraisal, it would take 80,000 man-hours of work, which is equivalent to 40 man-years, and this could be a significant investment of time and effort ("Good, the Bad and the Ugly of Annual Performance Reviews," 2017). This includes the time required for giving feedback and devising a way forward based on the feedback. It has been noted that there is reasonable difficulty in rating performance of some job positions ("Why Employees Dislike Performance Appraisals - Regent Global Business Review, School of Business & Leadership, Regent University, Virginia Beach, VA 23464," n.