The study conducted by Dr. Jonathan Westover and Dr. Maureen Andrade explores gender differences in job satisfaction. Previous research found that women often report higher job satisfaction than men, despite facing greater workplace challenges (Clark, 1997; Gregory, 1990). This study examines factors contributing to job satisfaction—including extrinsic and intrinsic rewards, work relationships, work-life balance, and employee activation. Understanding these gender-based differences offers valuable insights for leaders aiming to foster engagement and enhance overall performance. 

The study highlights shifting dynamics in how gender, job satisfaction, and employee activation interact. Traditional factors like pay and work-life balance remain relevant, but intrinsic drivers—such as engagement, purpose, belonging, and empowerment—play a greater role, particularly for women. While men continue to value extrinsic rewards, women’s satisfaction is more strongly tied to intrinsic motivators. Equitable management practices are essential for both genders. As workplace cultures evolve, fostering empowerment and holistic engagement is key to boosting discretionary effort and organizational performance. 

Key Findings 

Activation Is a Stronger Predictor Than Traditional Rewards 

While rewards and work-life balance still influence job satisfaction, their impact decreases when employee activation factors (e.g., purpose, belonging, empowerment) are considered. These intrinsic drivers are becoming more influential, especially for women. 

Gender Differences in Satisfaction Drivers Exist 

• Men’s satisfaction is more closely tied to extrinsic rewards like pay and job security. 

• Women’s satisfaction is more strongly influenced by intrinsic factors like meaning, purpose, and belonging, once other variables are controlled. 

• Relationships with management are a top priority across genders, underscoring the universal importance of equitable treatment and respect. 

Younger Generations Prefer Flexible and Inclusive Workplaces 

Younger employees value growth, well-being, and individual strengths over rigid roles. Satisfaction is increasingly shaped by how inclusive and adaptable a workplace culture is, rather than by traditional structures. 

Satisfaction Is Shaped by Societal and Generational Shifts 

Job satisfaction evolves with opportunity, access, and changing norms. For example, gender gaps are narrowing as women gain more access to education and career opportunities. 

Holistic Approaches Drive Discretionary Effort 

The study emphasizes treating employees as whole individuals. Cultivating affiliation, empowerment, and purpose across teams fuels the discretionary effort essential to strong organizational performance. 

Recommendations for Organizations  

Foster engagement by 

• Providing flexibility and meaningful work 

• Offering development opportunities and recognition 

• Allowing employee input in role-related decisions 

• Maintaining open communication and collaborative goal setting 

 Cultivate belonging by 

• Embedding inclusion in all systems (e.g., hiring, performance reviews) 

• Addressing implicit bias to retain underrepresented talent 

• Modeling equitable treatment and enforcing zero tolerance for harassment 

• Supporting employee resource groups to create psychologically safe spaces 

Develop empowering leadership by 

• Promoting self-awareness and social intelligence 

• Encouraging skills like vision-setting, feedback, and empowerment 

• Rewarding interpersonal abilities, not just outcomes 

• Implementing mentorship programs across demographic groups 

Support meaningful career paths by 

• Personalizing growth through clear career roadmaps 

• Accommodating life needs with flexible work policies 

• Reinforcing well-being to drive motivation and commitment 

Recommendations for Workers 

• Keep skills current, stay adaptable, and build networks aligned with personal values 

• Prioritize self-care and establish boundaries to prevent burnout 

• Contribute to an inclusive culture by respectfully voicing ideas and perspectives 

• Seek roles that align strengths with meaningful impact in communities 

 

Full Article 

Westover, J. H., & Andrade, M. S. (2024). The influence of employee activation on gender differences in job satisfaction. Journal of Business Diversity, 24(2), 1–20. https://doi.org/10.33423/jbd.v24i2