Thursday, December 13, 2018

'Studies on Employee Satisfaction\r'

'With the increased competition, fast-paced environment and globalization efforts, companies argon finding that they necessitate the assume of their employees more than ever. However, the new breed of power wants more than pay as a benefit. They ar increasingly being motivated by a nonher(prenominal) factors such as greater involvement with product line decisions. Recent studies argon look foring ways that successful organizations are encouraging prescribed employee morale despite ongoing transaction swops.\r\nFull employee participation is required for whatever organizational change to succeed. Joint development of programs gives populate ownership and the motivation to ensure the support of the change process. At SmithKline Beecham and Levi Strauss, for example, the strategy is view employees as business partners (Reid, 2004, p. 40).\r\nSome of the ways that Beecham and Strauss are instituting change hold:\r\n1) An emphasis on values as hale as marks, since employe es want to agnise how the organization expects to trifle the desired results; 2) Along with #1, incite joint address setting that leads to greater involvement and dialogue. Joint goal setting can be a almighty motivator (Reid, 2004, p. 40). 3) Support anonymous real-time feedback\r\n by the Internet or the traditional put forwardion boxes. 4) In tandem with #3, respond to feedback to let employees know their ideas hire been heard. 5) Test and pay new ideas and response to challenges; 6) look employee involvement as an ongoing process that builds everywhere time, rather than a one-shot deal; and 7) Continually reexamination the goals established to see what headway is being coiffe and changes needed. Survey employees regularly to measure whether needs are being met and the degree of interest in the conjunctions success.\r\nEmployee specializer Joel Schettler also notes the importance of updating train that in many cases still treats personnel as â€Å"grist for the pulverisation” (2003, p. 56). Training programs should be cast as enhancing a right rather than negating a wrong. Employee motivation and incentives and training programs must go hand-in-hand to become an answerive fauna in todays environment. Training should also develop teamwork and treasure superbiafulness in ones work. Pay-for- bring to passance approaches bring only short-term, skin-deep results. When an employees emotional involved, unexpected prescribed results occur.\r\nArnett (2002, p. 87) stresses that companies are everlastingly putting an emphasis on external selling programs when they should be marketing their internal nodes, â€Å"the employees,” as well. He argues that a successful internal-marketing strategy can evoke both melodic phrase delight, organizational pride and positive employee behavior that is characterized by a commitment to customer service, cooperation with early(a)(a) employees, and to the company.\r\nLooking at the research that has hence far been conducted on employee motivation, Arnett (2002, p. 88) says that the effects of employee satisfaction ready been researched extensively, further not the effect of pride. In a study, he hypothesized that both air satisfaction and pride are important variables that managers can use to encourage employees to engage in desired behavior. Further, developing a good relationship with employees is a precursor to make a good relationship with customers.\r\nSpecifically, the study looked at work satisfaction, or an employees general affective evaluation of his or her prank; pride, an emotion that is crucial to intelligence human behavior that is derived from both self-appraisals and others opinions and represents a sentiment that one is competent and viewed positively by others; character reference clarity, where employees are defecate about the scope and responsibilities of their put-on; a reward system where employees know they leave behind be measure on how well they perform their duties and that positive performance brings rewards; work environment that is lovely and offers rewarding experiences; managers that provide the proper training, listen to employees and are fair; an organization that promotes its performance to employees so they know they are a part of that performance; and activities that cling to positive employee behavior and the well-being of the organization.\r\nArnett (2004) developed a questionnaire that was responded to by 860. The majority of the respondents had been with the organization for between 1 and 5 years, 26 percent had been with the corporation little than one year, and the remaining 3 percent had been with the company for over five years. Most respondents were hourly employees, 9 percent were supervisors, 4 percent were salaried non-management employees, and 4 percent were managers.\r\nThe results showed that job satisfaction and pride welcome the desired goal of promoting positive employee beh avior. Three factors seem especially critical to building job satisfaction among employeesâ€role clarity, the work environment, and employees evaluations of managers performance. Employees who believed they had a clear perceptiveness of what it took to do their job were more likely to be squelched. Therefore, employers should try to ensure that employees occupy a clear understanding of their responsibilities and expectations.\r\nInterestingly, the employees evaluation of the reward system did not entrance their job satisfaction. However, the researchers feel this is not an index number that employees do not care about the reward systems in their organizations. Instead, it may be an indication that other factors are more important for changing employee behavior.\r\nThe results do support the proposition that the work environment affects job satisfaction. Therefore, organizations should not focus solely on the guests environment, but should also examine that used by their empl oyees as well. Employee evaluations of managers is related positively to job satisfaction, so managers should monitor the perceptions that employees have of the management team and make changes as inevitable. In fact, the\r\nworkers evaluation of managers is just about important to job satisfaction; role clarity is the next most important, followed by work environment.\r\nThe study also showed that job satisfaction effected pride positively. Employees who were the most satisfied with their jobs exhibited the most pride in their organizations. Therefore, we suggest that job satisfaction influences employee behavior. Second, it affects positive employee behavior indirectly by encouraging, pride in the organization, which then leads to positive employee behavior. The results support the fact that employees evaluation of managers has a positive effect on pride in the organization, as well.\r\nThe Arnett research concluded that both job satisfaction and pride in the organization are i mportant factors that influence employee behavior. Therefore, organizations that wish to promote positive behavior in their employees should focus on both of these factors. Although many organizations have specific programs and procedures designed to improve employee satisfaction, fewer organizations make a concerted effort to increase employee pride. Our results suggest that more organizations should focus on improving employee pride.\r\nWhat these supra studies demonstrate is that if a company wants to encourage positive change and employee behavior, they need to look at other factors than pay and other material incentives. Although these will incessantly continue to part of an employee incentive package, it is also necessary to reward personnel with the knowledge that their feedback and involvement are important to the companys success.\r\n'

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