The theory of work adjustment

The theory of work adjustment by Dawis and Lofquist (1984; Inkson et al., 2015) suggests that we - as career 'actors' - adjust to our work environment in two ways. Firstly, through how satisfied we are with our work environment itself; and secondly, how satisfactory ('satisfactoriness') our behaviour is within our work environment (Dawis & Lofquist, 1984; Inkson et al., 2015).

This theory helps us to understand our sense of enjoyment in our work, in our workplace, and how - or IF - we can sustain our enjoyment over time (Dawis & Lofquist, 1984; Inkson et al., 2015). We may find that our work environment changes, damaging our enjoyment; or our role changes, with the same result. By shifting roles, responsibility, learning or increasing recognition, we can keep our workplaces both challenging and exciting, longer-term. Being encouraged to grow through development opportunities contributes to our longer-term satisfaction; and our adjustment to workplace changes - providing they are positive - can increase our levels of environmental satisfaction hand-in-hand with our behavioural satisfactoriness (Inkson et al., 2015). Where these elements of satisfaction and satisfactoriness align, we have correspondence (Dawis & Lofquist, 1984; Inkson et al., 2015). We are mentally rewarded for our work.

However, the absence of development opportunities tends to return a low level of satisfaction. This tends to reduce our sense of fulfillment, and may result in a value mis-alignment, resulting in a low sense of satisfactoriness. When both satisfaction and satisfactoriness are insufficient, i.e. dissatisfaction and dissatisfactoriness, there is ‘discorrespondence’ (Dawis & Lofquist, 1984). 

Discorrespondence is effectively improved by ‘job crafting’ (Inkson et al., 2015, citing Wrzesniewski & Dutton, 2001). If we find ourselves in a role where we have discorrespondence, to survive, we need to make a ‘reactive adjustment’ to our work environment (Eggerth, 2008). We might do this by learning new skills; building required, strategic relationships; undertaking strategic staff development; or attempting to redirect sub-group culture (if we have the necessary personal power; French & Raven, 1959).

However, job crafting doesn't always work. Sometimes our endurance runs out before we can redress either the satisfaction or the satisfactoriness... or if both of these are lacking, we are - effectively - on a hiding to nothing.

Sam

References:

Dawis, R. V. and Lofquist, L. H. (1984). A Psychological Theory of Work Adjustment: An individual differences model and its applications. University of Minnesota Press.

Eggerth, D. E. (2008). From theory of work adjustment to person-environment correspondence counseling: Vocational psychology as positive psychology. Journal of Career Assessment, 16(1), 60-74. https://doi.org/10.1177/1069072707305771

French, J. R. P., & Raven, B. (1959). The bases of social power. In D. Cartwright (Ed.), Studies in social power (pp. 150–167). University of Michigan Institute for Social Research.

Inkson, K., Dries, N., & Arnold, J. (2015). Understanding Careers (2nd ed.). SAGE Publications Ltd.