Decentralised Energy System Case Study

The way people act relects the way they feel about their jobs and it has a lot to do with their values and attudide about their workplace. Their job satisfaction and organizational commitment has to do with values in the workplace specifically with expectations, outcomes, acceptable behaviors those values are what an employee holds in regards to work.

Employees are the most important asset of an organization and organization has the responsibility to keep happy, motivated and satisfied so that their interest does not diminish in work. Moreover, when employees are kept happy and satisfied then their productivity rises as they feel that the company has given them the importance.

After analyzing this organization, it is apparent to that job satisfaction should be a priority for management. Job satisfaction can be best understood as a positive emotional state resulting from a perceived satisfaction from one’s job (Locke & Lathan, 2007). Employee satisfaction is an important retention strategy based on the knowledge that a satisfied employee is more effective in completing their duties, more productive, and seldom contemplates alternative employment. Achieving a goal of a high employee satisfaction rate consist of implementing compensation and reward strategies mentioned prior. It should be emphasized that employees, regardless of industry respond in a positive manner to positive recognition. Positive recognition can be achieved with more than compensation and rewards. Creating an atmosphere where employees feel like their ideas and opinions matter can be just as effective as monetary and non-monetary rewards. A routinely exchange of ideas

Energy deregulation has been adopted by many states over the past several years as a way to allow for multiple energy providers to compete for customers based on price and a higher level of customer service, break the utility monopoly into separate companies or business unit that separate the "monopoly

This paper examines Ambit Energy and the effects of the environment of the energy industry. The paper covers how Ambit can continue to be a fore-runner and to compete on a global scale. An overview of Ambit is discussed in the paper.

Landis, E. A., Vick, C. L., & Novo, B. N. (2015). Employee attitudes and job satisfaction. Journal of Leadership, Accountability and Ethics, 12(5), 37-42. Retrieved from http://ezproxy.liberty.edu/login?url=http://search.proquest.com.ezproxy.liberty.edu/docview/1764139256?accountid=12085

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.

Unfortunately, unlike the previous reading we did where the reader could take what they learned and incorporate it into their daily lives, I do not feel that this article can be followed immediately nor can it be applied on an individual basis due to the scale that is needed to go through. The concept of decentralized generation of electricity, also known as distributed generation, is something that only power plants and other large industrial corporations can fully put to use because they are in control of how our energy is disbursed between households and businesses. The only thing that we as the reader can get from this article is the idea that recycling energy will eventually be what saves the economy. The way that we use power and energy now is expensive and waste more money than it really needs to. By reading this article, I have understood that if we were to start using recycled energy instead of allowing it to go to waste like we do on a daily basis, we could save millions of dollars which could be used in other ways to further advance our lifestyles. If there was anything that we, as the readers, could do to have this method implemented to recycle energy, it would probably have to be sending letters in order to try and convince the government to consider implementing

“Compare the difference between job satisfaction and organizational commitment.” Job satisfaction is how happy an individual is with his or her job, their supervisors, coworkers, and the job itself. According to our textbook, organizational commitment is “the strength of an individual’s identification with an organization.” (Nelson and Quick, p.61) In some cases, the individual may not enjoy or like certain areas of their job, which can affect job satisfaction also. “There are five dimensions which can lead to satisfaction on the job, they are challenging work, valued rewards, opportunities for advancement, competent supervision, and supportive coworkers.” (Nelson and Quick, p.58)

Many may argue that job satisfaction and organizational commitment are the same, but they are actually different.

At times employees go to work each day knowing they have to complete the daily task of doing so. Some individuals may not like their current job or what occupation they currently hold for one reason or another. At times, it may not be the fact they may not like their job, but the working conditions, policies or even the people they make work with. Job satisfaction and organizational commitment are two of the most important roles people live with each and every day.

Governments would rather build on and improve on the infrastructures already in place than deal with the hassle of building brand new ones. Disagreements often cause energy problems. Conflicts that arise between governments and transnational organisations (TNCs) can cause delays in energy solutions and causes separation in tasks that require both parts working together for full efficiency in the task. Energy prices are never guaranteed due to factors such as scarcity of fossil fuel resources and the lack of education on how to cause as least harm to the environment as possible. This makes the job of those in power of energy much tougher. On the other hand, use of energy deriving from renewable sources is on the rise. This shows that advantages of renewables are noticed and that it is recognised that they are a possible solution to the energy problem.

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.

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

Finally, the company can make a profit (Zeithaml et al., 2009). Therefore, satisfied employees make satisfied customers. Service personnel satisfaction significantly influences organizational commitment and job performance on customer satisfaction and corporate operational performance (Ladkin, 2002; Dunlap et al., 1988; Tansuhaj et al., 1988; Chowdhary, 2003; Yang and Chen, 2010). How to enhance service personnel satisfaction, organizational commitment and job performance is a critical issue in service industry management. In past research on employee satisfaction, organizational commitment and job performance, many scholars (Babin and Boles, 1998; Bernhardt et al., 2000; Van Scotter, 2000; Koys, 2003; Testa, 2001) have validated that employees’ job satisfaction positively influences job performance and organizational commitment. In studies on factors of employees’ job satisfaction, job performance and organizational commitment, the service profit chain proposed by Heskett et al.(1994) and service marketing management model indicated by Tansuhaj et al.(1988) on overall service industry both demonstrated that management's internal marketing activities produce job satisfaction and commitment to the organization. In addition, many studies have found close relationships between leadership, employee satisfaction, organizational commitment and job performance (Billingsley and Cross, 1992; Yammarino and Dubinsky, 1994; Burton et al., 2002; Avolio et al., 2004; Chen and