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Global Health Econ Sustain Job satisfaction and burnout in the catering industry

in businesses. Consequently, there may be an increase in also increase employees’ job satisfaction. Consequently,
job responsibilities with a decrease in workplace harmony benefits resulting from elevated job satisfaction, such as
(Tepeci & Birdir, 2003). reduced turnover and reduced absenteeism, may prove
useful in justifying the cost of a policy, even when the
Job satisfaction has been associated with numerous
aspects at various points in an employee’s working life. policy is primarily intended to improve job performance.
Furthermore, it has been observed that job satisfaction is
Among these aspects, productivity and performance of inversely associated with absenteeism. This observation
employees are the most crucial within an organization. implies that the higher the employee satisfaction is, the
Employee productivity, defined as the efficiency of an
employee or a group of employees within a certain lower the absenteeism, though the relationship between
these two variables is relatively weak (McCormick & Ilgen,
period, stands as a critical factor influencing the overall 1985). In addition, research has shown that late arrival at the
performance of an organization (Tepeci & Birdir, 2003). workplace reveals a low level of job satisfaction (Galanakis
While the theory that satisfied employees demonstrate & Alamani, 2020). Employees who give importance to their
that high productivity is appealing and widespread, work neither procrastinate nor cause any interruptions to
research data on this relationship remain inconclusive. it. Lost employee time costs the organization money and
Previous reports have indicated that a strong relationship affects its overall productivity (Inuwa, 2015).
between job satisfaction and productivity may not
exist, and satisfied employees are not necessarily more Maslach & Leiter (2016) define job burnout as
productive (Inuwa, 2015). According to Tella et al. (2007), a psychological syndrome resulting from chronic
job satisfaction is related to an employee’s perception interpersonal stress at work. This syndrome is
of how well they fulfill their duties and responsibilities. characterized by three main dimensions: emotional
Some studies claim that there is no correlation between exhaustion, depersonalization, and diminished personal
job satisfaction and productivity, while other studies accomplishment. The importance of this three-
that report a positive correlation are limited. Employees dimensional model lies in its clear placement of an
who are satisfied with their work may not necessarily individual’s experience of stress in a social context and
be productive, as their productivity is often linked to the inclusion of the individual’s perception of oneself and
external factors such as rewards, recognition, and working others. The emotional exhaustion scale is the measure
conditions, rather than job satisfaction alone (Greenberg of one’s intense internal pressure and mental depletion
& Baron, 2000; Williams, 2003). Among these factors, during work, which may lead to a lack of energy and
rewards stand out as one of the most crucial. When people interest in work-related activities. For instance, individuals
receive rewards that they perceive as fair for their efforts may avoid clients and eventually withdraw from all work-
and performance, their satisfaction is likely to increase, related interactions. The second scale, depersonalization,
leading to greater effort for improved performance. refers to the reactions of professionals in their workplace
However, some researchers argue that the relationship without emotional involvement during their interaction
might be the opposite, where employee job satisfaction is with the recipients of their services. This detachment may
vital for productivity. For example, Locke challenges the lead individuals to perceive customers as objects rather
common belief that job satisfaction leads to productivity, than individuals with needs and feelings (Theofilou,
asserting that the relationship is more likely the opposite, 2009). Consequently, attachment to customers becomes
whereby productivity leads to job satisfaction. This zero, leading to frustration and a sense of incompetence
statement aligns more with the understanding of human (Boersmaa & Lindbloma, 2009). Finally, the third scale,
nature (Inuwa, 2015). In terms of job performance, personal achievement, measures professionals’ subjective
its correlation with job satisfaction has been critically perception of their ability to triumph in their workplace.
evaluated in relation to organizational situations. When personal achievement diminishes, individuals
lose a sense of purpose and struggle to succeed in their
Since the 1970s, a prevailing view suggests that satisfied work. There are indications that bring to the fore the
employees are more productive, though validating this risk of occupational burnout, which is the growing
viewpoint is difficult. Recent studies have attempted to discomfort and reluctance to work among employees
demonstrate the significant effect of job satisfaction on job as they believe that the workplace is responsible for the
performance. Christen & Soberman (2005) argued that stress being experienced. The thought of having to work
the positive effect of job satisfaction on job performance in such conditions throughout the week serves as an added
also has important implications for organizations that stress, leading to isolation and refusal to attend work,
intend to motivate and retain talented employees. They often resulting in serious consequences (e.g., disturbed
argued that actions to enhance job performance can interpersonal relationships, mood swings, and arguments).

Volume 2 Issue 1 (2024) 2 https://doi.org/10.36922/ghes.1852