Compensation and benefits on job contentment

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Chung, Jung and Sohn (2017) demonstrate that lucrative and competitive remuneration packages are critical variables that impact job contentment since they accomplish both material desires and financial needs. Dignified remunerations and bonus have proved essential personal issues that impact the satisfaction of employees. Whereas Turvey (2017) determined that regardless of the scanty research on real-estate workers, a competitive reward package is a vital facet in work life and job contentment. In this respect, low pay is the central reason employees at leave their jobs. Ideally, low pay is a key variable that demonstrates just how companies are is commitment to the plight of employees. Studies in this paper point to one direction which exhibits a direct correlation between corporate incentives and job contentment.
Khamisa, Oldenburg, Peltzer and Ilic (2015), established that job contentment is wide spectrum research area in terms of work-related attitudes. Badran and Youssef-Morgan (2015) assert that job satisfaction is associated with the individual review of the work and psychological experience. Nonetheless, Han, Trinkoff and Gurses (2015), demonstrate that job contentment is the sense of well-being, or a positive mental thought that employees experience based on performance incentives, which is interpreted as a corresponding reward. In addition, factors that contribute to employee dissatisfaction include poor remuneration, lack of career development prospects and poor employee relations at work (Dubey et al. 2016). Just like in any industry, job contentment is critical because it impacts employees’ motivation and productivity towards quality service delivery (Purl Hall and Griffeth 2016).

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Compensation and benefits on job contentment

Nevertheless, there also many gaps owing to the fact that few studies have evaluated the issue of job dissatisfaction in the real estate. Implicitly, most studies about job contentment and corporate commitment are based on both on the business and public sector. As a concept, job satisfaction is a pertinent construct in corporations that cannot be relegated owing to the linkage it has with various critical employee traits such as sluggishness, underperformance, absenteeism, turnover, job performance, enhanced impetus, high productivity and corporate proficiency (Mathieu and Babiak 2016). Apart from favorable market forces, job contentment can remarkably assist the evolution and sustainability of the real estate sector. Terera and Ngirande (2014) indicate that people join firms with a cluster of desired needs and expect the firm to meet the needs, especially job contentment. In this respect, organisations should be recognise the need of ensuring employee enjoy their work because job dissatisfaction may have negative ramifications to the firm.
Obschonka and Silbereisen (2015), shows that employees join an organisation with motives such as; job security, better prospects in future and the contentment of social and psychological needs. Employees are dissatisfied with their work because companies do not provide good remunerations, which lower their morale to perform productively (Saridakis and Cooper 2016). Research shows that job satisfaction is a significant area in the discipline of human resource management and organisation as well (Duffy, Autin and Bott 2015). In this respect, it is imperative for management to consider employee welfare. For instance, grapples with the issue employee turnover for neglecting employee welfare. Different studies indicate that happy employees are quite proficient and more productive. On the contrary, productivity among unhappy employees plummets over time until the only option left is to leave the company.