Studies on Employee Satisfaction: Important to the Company's Success
With the increased competition, fast-paced environment and globalization efforts, companies are finding that they need the support of their employees more than ever. However, the new breed of personnel wants more than pay as a benefit. They are increasingly being motivated by other factors such as greater involvement with business decisions. Recent studies are researching ways that successful organizations are encouraging positive employee morale despite ongoing business changes. Full employee participation is required for any organizational change to succeed. Joint development of programs gives people 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). Some of the ways that Beecham and Strauss are instituting change include: 1) An emphasis on values as well as goals, since employees want to know how the organization expects to meet the desired results; 2) Along with #1, encourage joint goal setting that leads to greater involvement and dialogue. Joint goal setting can be a powerful motivator (Reid, 2004, p. 40). 3) Support anonymous real-time feedback
What these above 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 always 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 company's success. The results showed that job satisfaction and pride have the desired goal of promoting positive employee behavior. Three factors seem especially critical to building job satisfaction among employees--role clarity, the work environment, and employees' evaluations of managers' performance. Employees who believed they had a clear understanding of what it took to do their job were more likely to be satisfied. Therefore, employers should try to ensure that employees have a clear understanding of their responsibilities and expectations. Arnett (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 less 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. he traditional suggestion boxes. 4) In tandem with #3, respond to feedback to let employees know their ideas have been heard. 5) Test and reward new ideas and response to challenges; 6) See employee involvement as an ongoing process that builds over time, rather than a one-shot deal; and 7) Continually review the goals established to see what headway is being made and changes needed. Survey employees regularly to measure wh
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Approximate Word count = 1214
Approximate Pages = 5 (250 words per page double spaced)
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