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19104889 Job Satisfaction


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19104889 Job Satisfaction

  2. 2. WHAT IS JOB SATISFACTION? <ul><li>Job satisfaction is in regard to one's feelings or state-of-mind regarding the nature of their work. Job satisfaction can be influenced by a variety of factors, </li></ul><ul><ul><li>The quality of one's relationship with their supervisor, </li></ul></ul><ul><ul><li>The quality of the physical environment in which they work, degree of fulfillment in their work, etc. </li></ul></ul>
  3. 3. Case study: Barry Niland <ul><li>Barry niland,supervisor of a small sales department noticed one of his sales representative,Hunter had problem </li></ul><ul><li>Hunter’s sale had declined in last six months </li></ul><ul><li>Other sales representtives reularly exceeded their quotas </li></ul><ul><li>Niland decides to boost his sales representative’s preformance </li></ul>
  4. 4. Approaches for increasing Hunter’ <ul><li>Job satisfaction </li></ul><ul><li>Job performance </li></ul><ul><li>Job involvement </li></ul><ul><li>Organisational commitment </li></ul>
  5. 5. Why study job satisfaction <ul><li>By taking collective feedback , organizations can address such issues . </li></ul><ul><li>Otherwise it has to go be perception of few who are near to the management . </li></ul><ul><li>Such feedback be motivated by personal likes and dislikes . </li></ul><ul><li>There is also a danger that employees would not like to give honest feedback due to some fears of repercussions . </li></ul>
  6. 6. Measuring Job Satisfaction <ul><li>Satisfaction with Pay : </li></ul><ul><ul><li>I feel I am being paid a fair amount for the work I do </li></ul></ul><ul><li>Satisfaction with Promotion : </li></ul><ul><ul><li>People get ahead as fast here as in other places </li></ul></ul><ul><li>Satisfaction with Supervisor : </li></ul><ul><ul><li>My supervisor is quite competent in doing his/her job </li></ul></ul><ul><li>Satisfaction with Co-Workers : </li></ul><ul><ul><li>I like the people I work with </li></ul></ul><ul><li>Satisfaction with Work: </li></ul><ul><ul><li>My job is enjoyable </li></ul></ul>
  7. 7. Job Satisfaction: Outcome and Predictor <ul><li>J ob Satisfaction as an Outcome : </li></ul><ul><li>Managers attempt to create an environment that fosters job satisfaction – challenging work, good benefits, considerate management, fair pay </li></ul><ul><li>Job Satisfaction as a Predictor: </li></ul><ul><li>Managers expect that satisfied employees will be productive, stay committed,perform well </li></ul>Job Conditions Job Satisfaction Job Satisfaction Productive Behavior
  8. 8. Employee attitude and cosequences <ul><li>When attitude of employees are positive about company , one finds various symptoms like </li></ul><ul><ul><ul><li>Low turnover </li></ul></ul></ul><ul><ul><ul><li>High productivity </li></ul></ul></ul><ul><ul><ul><li>Fast acceptance of new changes </li></ul></ul></ul><ul><ul><ul><li>More support among teams . </li></ul></ul></ul><ul><ul><ul><li>Willing to give extra when needed . </li></ul></ul></ul><ul><li>When it becomes negative attitudes , the reverse occurs </li></ul>
  9. 10. Attitude towards organization <ul><li>It is an issue of how mind feels /perceives the organization .That becomes the dominant attitude . </li></ul><ul><li>Hence it becomes necessary to capture the /perceptions of employees which can give us an idea of their attitude </li></ul><ul><li>Attitudes are the feelings and beliefs that determine how employee would work </li></ul><ul><li>Apart from organization policies ,the immediate manager controls many of the factors relating to employee satisfaction , it is also necessary to capture the satisfaction due to all factors . </li></ul><ul><li>There may be some people with who are pessimistic and some are pessimistic . The response would be different from them. </li></ul><ul><li>But still it gives some indications that can be captured , analyzed for actions . </li></ul>
  10. 11. Job Satisfaction & performance <ul><li>There is no strong acceptance among many researchers, etc., that increased job satisfaction produces improve job performance -- in fact, improved job satisfaction can sometimes decrease job performance if organization is not able to create ownership of long vision an d goals of the organization . </li></ul><ul><li>For example, you could let sometime sit around all day and do nothing. That may make them more satisfied with their &quot;work&quot; in the short run, but their performance certainly didn't improve. </li></ul>
  11. 12. Job satisfaction Vs turnover /absenteism Turnover & Absence Job satisfaction Absence Employee Turnover Low High High
  12. 13. Employee –Organization relationship - Ve +ve +ve -ve Organization attitude towards employee employees attitude towards orgn Employee leaves by mutual consent Employee voluntarily leaves Employee terminated Employee stays
  13. 14. Can Managers Create Satisfied Employees? <ul><li>Yes </li></ul><ul><li>Managers can shape the environment to encourage employee satisfaction: </li></ul><ul><li>Mentally challenging work </li></ul><ul><li>Equitable rewards </li></ul><ul><li>Supportive working conditions </li></ul><ul><li>Supportive colleagues </li></ul>No Research suggests that job satisfaction is largely determined by genetics: 80% of Happiness (or subjective well-being) is attributable to genes Job satisfaction tends to be consistent across time and across jobs
  15. 16. EVLN model <ul><li>EXIT: dissatisfaction expressed through behaviour directed towards leaving the organization. </li></ul><ul><li>VOICE: dissatisfaction expressed through active and constructive attempts to improveconditions. </li></ul><ul><li>LOYALTY: dissatisfaction expressed by passively waiting for conditions to improve. </li></ul><ul><li>NEGLECT: dissatisfaction expressed through allowing conditions to worsen. </li></ul>
  16. 18. What are other methods of capturing job satisfaction <ul><li>Daily Contacts </li></ul><ul><li>Participation in voluntary activities </li></ul><ul><li>Red Book complaints </li></ul><ul><li>Employee turnover </li></ul><ul><li>Exit Interviews </li></ul><ul><li>Training Records </li></ul><ul><li>Performance records </li></ul><ul><li>SURVEY METHOD </li></ul>
  17. 19. Sources of information
  18. 20. Benefits of Job Satisfaction surveys <ul><li>Monitoring attitudes </li></ul><ul><ul><li>Specific areas of services </li></ul></ul><ul><ul><li>How they feel about their job </li></ul></ul><ul><ul><li>Department </li></ul></ul><ul><ul><li>Organization </li></ul></ul><ul><ul><li>Policies </li></ul></ul><ul><ul><li>Feelings towards supervisors </li></ul></ul><ul><li>Two way communication </li></ul><ul><ul><li>Let their feelings out </li></ul></ul>
  19. 21. Ideal survey conditions <ul><li>Top Management involvement </li></ul><ul><li>Employees are communicated about the purpose and how it would be implemented </li></ul><ul><li>Ensuring that past surveys have been acted on. </li></ul><ul><li>It is conducted in way that it ensures confidentiality of respondents </li></ul><ul><li>The questionnaire is easy to understand </li></ul><ul><li>The questionnaire has a validity and reliability </li></ul><ul><li>Entire plan and time frame for implementation is committed </li></ul>
  20. 23. Issues in Survey <ul><li>Should it be voluntary or mandated ? </li></ul><ul><li>Should entire population or sample </li></ul><ul><li>Should it be mailer or call every one at one place </li></ul><ul><li>Should it be by internal HR department or external agencies </li></ul><ul><li>Should a standard instrument to be used or have a new designed internally </li></ul><ul><li>How to check validity and reliability of the internally developed instrument ? </li></ul><ul><li>Language </li></ul><ul><li>Demographic data </li></ul>
  21. 24. Process for conducting the satisfaction surveys Identify reason for survey Obtain management commitment analyze results Develop survey instrument Do a pilot Administer survey Tabulate and Analyze Share the results and way forward Implement action plan C heck /review Plan Do
  22. 25. ORGANISATIONAL COMMITMENT <ul><li>The emplyees emotional attachment to,identification with,and involvement in a particular organisation. </li></ul>
  23. 26. Building organisational commitment by: <ul><li>Justice & support </li></ul><ul><li>Job security </li></ul><ul><li>Organisational cmoprehension </li></ul><ul><li>Employee involvement </li></ul><ul><li>Trusting employees </li></ul>
  24. 27. CONCLUSION <ul><ul><li>Satisfied employees who feel fairly treated by and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectations of their job. </li></ul></ul>
  25. 28. Thank you