Rewrite this with different peer reviewed sources for a doctoral level with in text ciations and reference list in apa format.

"Employee satisfaction and performance are foundational to organizational success, particularly in service-intensive roles such as claims adjusting in the insurance industry. Claims adjusters manage insurance claims and balance customer expectations, legal regulations, and organizational standards. However, the demanding nature of this job, characterized by high workloads, emotional challenges, and time-sensitive decision-making, often leads to employee dissatisfaction. When claims adjusters experience dissatisfaction, it affects their performance and has downstream effects on customer satisfaction and organizational efficiency.

The pressures that claim adjusters face can create a range of challenges. These professionals often work under tight deadlines, handle complex cases, and must make decisions that can significantly impact the company and customers. Research consistently highlights that high job demands, inadequate resources, or unclear role expectations can create an environment where job satisfaction suffers. In such a context, dissatisfaction can lead to high turnover rates, absenteeism, and diminished quality of work, all of which undermine organizational performance (Abuhashesh et al., 2019).

Job satisfaction is closely tied to the broader workplace environment. The Job Demands-Resources (JD-R) model provides a valuable framework for understanding how work stressors and available resources influence job outcomes. This model suggests that when employees perceive that job demands exceed their available resources, burnout and dissatisfaction are likely to occur, resulting in lower performance (Inegbedion et al., 2020). For claims adjusters, these imbalances can lead to significant issues such as reduced decision-making capacity, burnout, and a failure to meet organizational objectives. Addressing these problems is crucial not only for the well-being of the employees but also for the organization's long-term success.

Extensive research indicates that job satisfaction is a critical determinant of employee performance. Several studies have examined the relationship between job satisfaction and various organizational outcomes, showing that dissatisfaction leads to negative consequences such as high turnover, absenteeism, and low morale (Abuhashesh et al., 2019). One study conducted by Inegbedion et al. (2020) highlights that job satisfaction is significantly influenced by workload, role clarity, and available resources. In the context of claims adjusters, high job demands, and unclear expectations often lead to dissatisfaction and lower performance. This supports the assertion that dissatisfaction among claims adjusters is directly tied to their ability to perform effectively.

The Job Demands-Resources (JD-R) model is particularly relevant in understanding the dynamics of job satisfaction. According to this model, job demands (workload, emotional strain, role ambiguity) can overwhelm employees when not balanced with sufficient resources (training, support, clear job roles). When employees perceive that their resources are insufficient to meet job demands, they are more likely to experience burnout and dissatisfaction, which leads to lower job performance (Inegbedion et al., 2020). Claims adjusters often face these challenges, where the stress of managing multiple claims, combined with a lack of adequate resources or support, creates an environment ripe for dissatisfaction.

Job satisfaction is intricately linked to the concept of work-life balance. Research indicates that employees who struggle to balance work and personal life are more likely to experience dissatisfaction and lower performance (Inegbedion et al., 2020). In the case of claims adjusters, the high emotional and mental demands of their roles often result in work-life imbalance, contributing further to job dissatisfaction. The negative impacts of such imbalance can be compounded when claims adjusters feel they do not have sufficient time or support to manage their personal and professional responsibilities effectively.

Several other studies support these findings. According to Abuhashesh et al. (2019), work stress significantly shapes job satisfaction, particularly in roles that demand high cognitive and emotional engagement. For claims adjusters, stressors such as high workloads, complex decision-making, and emotional interactions with customers can undermine job satisfaction, making it harder for them to meet performance expectations. Additionally, organizations that need to provide more resources, including training and managerial support, are likely to experience lower employee satisfaction and performance levels.

Another critical factor influencing job satisfaction is organizational culture and leadership. A supportive work environment that encourages open communication, provides clear expectations, and invests in employee well-being is essential for enhancing job satisfaction (Abuhashesh et al., 2019). For claims adjusters, this means that organizations must focus on providing adequate training, improving role clarity, and reducing job demands that exceed their management capacity. These improvements can positively impact job performance and organizational outcomes.

The factors contributing to dissatisfaction among claims adjusters could yield significant benefits for both employees and organizations. First, improving job satisfaction can enhance employee retention, reducing the costs associated with high turnover rates. Claims adjusters who are satisfied with their work are more likely to remain with the organization, reducing recruitment and training expenses. Satisfied employees tend to be more engaged, productive, and committed to delivering high-quality customer service, all contributing to improved organizational performance.

Addressing dissatisfaction among claims adjusters can improve customer service outcomes. As the frontline employees who interact directly with clients, claims adjusters play a crucial role in shaping the customer experience. When claims adjusters are satisfied with their roles, they are more likely to provide practical, empathetic, and timely service, boosting customer satisfaction and loyalty. Conversely, dissatisfied employees may be more prone to errors, miscommunication, and delays, negatively impacting the customer experience.

Fostering a positive work environment for claims adjusters can bring broader organizational benefits. Organizations prioritizing employee satisfaction and well-being tend to attract top talent, enhance their employers' reputations, and experience lower absenteeism rates. As claims adjusters become more engaged and satisfied with their roles, they are better equipped to perform at a high level, contributing to the organization's long-term success.

Addressing the underlying causes of dissatisfaction among claims adjusters is crucial for improving employee well-being, enhancing performance, and achieving organizational goals. By focusing on workload management, role clarity, training, and work-life balance, organizations can create a more supportive environment for claims adjusters, leading to better employee and organizational outcomes.