Bims Survey Part 2

Based on our data, Division 1(manufacturing), reported significantly lower levels of job satisfaction in comparison to the other 4 divisions. Manufacturing employees reported lower comparative satisfaction levels in the following attitude measures: JDIPRO, UNDER, IMP1 and IMP4. This may be a result of limited job complexity. On the other hand, the research and development employees in division 3, reported significantly higher levels of satisfaction based on JDIW attitude measures. Higher satisfaction levels in R&D can be a result of higher skill variety and task identity in comparison to other divisions.

Within this email, I will cover different probabilities within your company. This information can help you to understand whether or not your employees are satisfied with their jobs or not. Also within the results of this survey, you will find that your employees are not distributed equally in terms of gender.

The below chart depicts how questions 1-10 were answered. Based on the color-coded responses, it is apparent that most employees have answered 2, which is closest to ‘very negative.’ This chart helps one to understand that the overall vibe of the employees is more negative than positive. Charts of this nature can be beneficial to the organization to analyze data visually. Based on our other research, the most common response from the employees is option 2, which is aligned with negative input.

I believe that it is important to understand that job satisfaction has an impact on job performance. In my personal experiences I have seen management completely oblivious to the concerns of their staff that had a negative impact on job satisfaction. The text cites 300 studies that found that organizations with

Slightly positive d. Neither positive nor negative e. Slightly negative f. Moderately negative g. Extremely negative 13) Were there any company policies you found difficult to understand? How can we make them clearer? 14) Do you feel your job description changed since you were hired, and if so, in what ways? 15) What actions can your employer take to build a better

When I surveyed the employees and asked them to rate on a scale of 1-5 how much they feel opportunity for advancement. The mean score shows 3.6, this shows more agreement than disagreement. When further assessing the data I was surprised to find that 40% of the employee’s rate to this was a 3. This leads me to believe that the employees do not care to advanced in the career of Jimmy Johns. “Kraimer, Seibert, Wayne, Liden, and Bravo (2011) discovered that employees who’ve been trained by their company will leave if they do not see any chance to advance” (Nguyen, August 9, 2012). This is becoming a more common problem in the business industry. Although 40% felt neutral about moving up in the company. 20% of people scored it a 5, and 30% of people rated a 4 feeling that there is opportunity for advancement. 50% of the employees feel that there is opportunity for advancement, which is significantly different from the 10% that scored a 2 stating that they did not see advancement in Jimmy Johns.

I feel this result reflects my learning from 8 years of work experience in diverse departments like Operations, Quality, Training and different domains of the HR, where I had to deal with distinct types of people. This experience with diverse people, locations and departments helped me learn varied styles to manage several types people or situations to some extent.

a handful of people on workday after lunch. I interviewed two females and one male. All three

This assignment discusses two common errors that may occur when conducting a Performance Appraisal – the halo effect and rater bias.

Information will be gathered by the distribution of two distinct surveys. One would be distributed through management at the Roanoke branch to a proper sampling of personnel at both management and non-management positions and the other would be distributed to points of contact with selected long-term clients. The following are samples of the types of questions that will appear on these respective surveys.

“Performance appraisals can enhance employee performance as well as advance the mission and goals of an organization. There are many advantages of performance appraisals if they are applied fairly, consistently and objectively. Performance appraisals not applied fairly can be counterproductive and even destructive to

Job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences. It has been treated both as a general attitude and satisfaction with five specific dimensions of the job: pay, the work itself, promotion opportunities, supervision, and coworkers. Challenging work, valued rewards, opportunities for advancement, competent supervision, and supportive coworkers are dimensions of the job that can lead to satisfaction (Nelson & Quick, 2013, pg.

Personal characteristics of workers also has an impact on job satisfaction. Job satisfaction increases age. Whites have greater job satisfaction than non-whites. The level of education is slightly negatively related to job satisfaction. If personal skills and abilities are not required by a job, job satisfaction decreases. When a person is more adjusted personally, they will be more satisfied with work. Most of all having a job with decent and fair wage may be the most important variable to job satisfaction. High job satisfaction is associated with low turnover and low absenteeism and with high commitment. Although the evidence is not conclusive, high job satisfaction is associated with high performance and prosocial behaviors.

In this essay, I will explore the relationship between the level of employee satisfaction and employee production. Firstly defining and explaining satisfaction and job performance as these variables are difficult to define, and a clear definition is critical for assessing the relationship between them. Secondly I will discuss some of the most significant studies in this area of research. I will then analyse various factors which determine the correlation between these two variables, focusing on the attitude-behaviour relationship as this gives an insight into how a higher level of satisfaction may link to greater production. Finally I will look into a set of different models which propose variations to the job satisfaction-performance

Job satisfaction is the very important factor in general quality of life because it is closely connected with working life (e.g. Argyle, 1989; Bang & Lee, 2006), with family life, everyday life, and mental health (Orpen, 1978; Schmitt and Bedeian, 1982; Faragher, Cass & Cooper, 2005). Level of job satisfaction is also highly related to turnover, absenteeism rate, work productivity or accomplishment (Muchinsky, 1977; Organ, 1977). Many researchers (e.g. Cherrington, 1994; Acorn, Ratner & Crawford, 1997; Ostroff, 1992; Spector, 1997) state that employees who experience high job satisfaction contribute to organisational commitment, job involvement, their physical, mental health and overall well-being are improved. Job dissatisfaction on the