ABSTRACT
This chapter shows that job satisfaction are constructed out of trade-offs the relationship between satisfaction and commitment, and the relationship between organisational change and empowerment. The moment an organisation adopts a policy which emphasises quality, and then it has to rethink its approach to motivation. Commitment by employees automatically means greater commitment from managers, who must possess a wider range of motivational techniques than was the case with a workforce that was ever-changing. The individual puts together their psychological and social needs with all the elements of the situation as they find it and produces a concept of job satisfaction of their own. There are five processes that enable people to create their own satisfaction: information processing, selecting particular attributes, ordering attributes, trade-offs, and reselection and reordering over time. The main point for hospitality managers is that given that they want a stable workforce then job satisfaction must be a goal.
