Business Problem Proposal Mba 510

In order to compare employee satisfaction by division (independent variable) and examine employee attitudes, we compared the mean differences between the following dependent variables: the Minnesota Satisfaction Questionnaire (MSQ), the pay satisfaction questionnaire (PSQ), Job Descriptive Index (JDI), the work itself (JDIW), supervisors (JDIS), Job Descriptive Index of Co-Workers (JDIC) and promotions (JDIPRO). Additional dependent variables regarding employees sentiments towards performance appraisal

Fiman that took a sample of female clerical and secreterial workers and their office managers within a corporate headquarters of a lage retail organization (Fiman, 1973, pg. 99). My findings support Mackey's arugument of how positive behavior reinforcement by leadership can influence the attitude and outcome of employee performance. Researcher G. Fiman found that there were strong assoications between supervisory characteristics and the level of subordinate satisfaction. Subordinates that perceive their supervisor to possess a Theory Y attitude tend to have a higher level of satisfaction (Fiman, 1973, pg.

Based on your Week 3 collaborative learning team discussion, submit, individually, a 350- to 700-word summary of the work completed by your team.

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Organizations that are serious about making improvements are going to have to deal with the issue of job satisfaction. Job satisfaction can be best described as the positive feeling that an individual has about their job resulting from an evaluation of the job’s characteristics (Robbins & Judge, 2009, p.31). It would seem natural to think that job satisfaction would have a positive correlation with successful organizations. What impact does job satisfaction have on an organization? Research will show that there are not only internal effects from performance related issues, but also external effects that impact customer satisfaction.

My top ten research topics that I find interesting to pursue are the following: (1) approach for extra ( increase in minimum wage) income and advertising, (2) concussions in football, (3) should transportation security (TSA) regulations be changed ?, (4) should regulations regarding the use of cellular phones while driving be standardized ?, (5) should driving under the influence (DUI) laws be changed ?, (6) concealed guns be permitted in stores, (7) computer forensics, (8) financial crimes, such as embezzlement, (9) cyber terrorism, (10) cyber criminology, internet child pornography.

ABC Inc. is a small Midwest company priding themselves on their timely service and high quality products. ABC Inc. is planning to expand in the summer. Boosting their production lines to output more merchandise can only be done with a larger workforce. For the company to expand ABC turns to their Operations Supervisor Monica Carrols to help with this change. Monica is a veteran with ABC and is the most qualified for the task at hand. With Monica heading the operations and Carl Robins under her management, they should achieve extraordinary things.

With regards to pay, GMFC Central City employees were satisfied with their level of pay at a rate comparable to that of employees from other companies (53rd percentile). Central City employees were more satisfied with their actual work (62nd percentile) and considerably more satisfied with their relationship with co-workers (86th percentile) than employees at other companies. However, Central City employees were much less satisfied with their opportunities for promotion (36th percentile) and their relationships with supervisors (27th percentile) than other employees who were surveyed. In terms of turnover rates, GMFC’s Central City employees were much less likely to leave their positions than were employees at other companies. Central City’s turnover ranking was at the 18th percentile when measuring turnover rate per 100 employees. In summary, survey

The Value Percept Theory argues that job satisfaction depends on whether a job supplies the things an individual value most. Overall satisfactions derive form combined levels of satisfaction from various elements of an individual’s job, whether it’s: pay, promotion, supervision, coworkers, or the work itself. Job satisfaction is based on cognitive and affective components, which is evaluated by what an individual thinks about the job, and how they feel. Cognition evaluation is based on experiences, weighing different aspects of a job; as affect is a reaction of the job, which can fluctuate based on moods and emotions. Level of dissatisfaction is measured by the difference between what one has and what one wants, and the level of importance of that facet to the individual. Statistics have proven, that supplying individuals with what they value, will increase the chance of better performance, which has a high correlation with an individual’s affective commitment with the organization.

The authors of this article give the misconceptions of employee turnover by systematically breaking down myths that organizations tend to believe cause employees to leave the workplace. The misconceptions are replaced with evidence based strategies that show the underlying factors beyond pay compensation that drive turnover in addition the employee morale. One of the meta-analytical relationships that

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.

For this study, Pearson correlation test was conducted to determine the direction, strength and significant of relationship between independent factors (skill required by the job, working environment, employee satisfaction, leadership and compensation and the dependent variable employee performance. Table 4.13 below presents the results of Pearson correlation.

Defining the need in the problem statement creates the structure for the rest of the grant. The first step is the assessing of the need to alleviate some of the symptoms of a systemic issue. To do this a literature review of the previous research must be completed. This shows that as an active participant of the program you’re well read on the subject. You’re providing an intellectual stewardship to prove you’re well embedded as someone possible of helping.

To understand the concept of job satisfaction the research has identified two aspects of it, they are, the facets satisfaction and overall satisfaction (Cherrington,1994; Fields, 2002). Individuals can be satisfied or dissatisfied with their overall job (Ironson, Smith, Brannick, Gibson, & Paul, 1989) and with specific job facets, such as the level of pay, promotion opportunities, co-workers, working conditions and supervision, contingent rewards, benefits, nature of work, or communication (Spector, 1997; Locke, 1976; Smith, Kendall & Hulin, 1969). The evidence shows that distinctive job facets such as pay satisfaction, opportunities for promotion, relationships with co-workers and supervisors have significant effects on job satisfaction (Ting, 1997; Ellickson & Logsdon, 2002; Pohlmann; 1999). The overall satisfaction is considered in terms of good salary, compassionate supervisors and co-operative co-workers. Conversely, the job dissatisfaction derives for instance form low pay or incompetent supervisors. Therefore, the feeling of overall satisfaction or dissatisfaction depends on the intensity and frequency of positive and negative experiences with job (Cherrington, 1994; Ironson, Smith, Brannick, Gibson, & Paul,

Puni, A., Agyemang, C., & Asamoah, E. (2016). Leadership Styles, Employee Turnover Intentions and Counterproductive Work Behaviours. International Journal of Innovative Research and Development, 5(1).