Employee Engagement And Perceived Organizational Support

A key factor of an organization is its employees. Human resource professionals are facing problems in retaining employees for long period in attaining organization growth and success. HR professionals are in search of secrets on ‘what’ and ‘how’ to make employees commit themselves to their work and organization mentally, physically and emotionally in achieving long term goals. ‘Engaged” is the term, used when employees dedicate themselves mentally, physically and emotionally to their work and organization in achieving long term goals. Engaged employees are assets to an organization.

The New Jersey State Police does not experience much turnover. However, within a twenty-five year career, a trooper’s attitude, and how that attitude relates to job satisfaction and output can be measured. While a trooper with 10-15 years experience may be distrustful of command staff, junior troopers (those with 1-5 years) are viewed as zealots. Junior troopers are productive and engaged in their field. A trooper’s job satisfaction can be measured by his/her’s perceived organizational support. Job satisfaction has a direct correlation to employee engagement and perceived organizational support.

2000 studies have been published on job satisfaction since the 1950’s (Kahn, 1972). Job satisfaction refers to an employee’s feelings towards their job based on the comparison between actual versus desired outcomes (Locke, 1969). Each individual experiences various levels of job satisfaction due to their different expectations towards their job

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.

Several studies have been conducted in trying to find the answer to various causes and explanations for turnover on law enforcement officers. Job satisfaction is one of the major concepts in most studies, where some small police departments were examined with this regard and found that there seems to be a connection between stress and job satisfaction (Julseth, Ruiz, & Hummer, 2011). Moreover, that higher stress levels, the perception of the department morale, and faster rotating shifts, can have an impact on the levels of job satisfaction (Julseth et al., 2011).

As we learned in Organizational Behavior, people constantly search for job satisfaction and psychological happiness at work. People want to pursue a career the way that they want, and be happy every day at work. In chapter three, it describes five major job attitudes: satisfaction, involvement, psychological empowerment, organizational commitment, and employee engagement. It 's ideal to transition from just being satisfied to eventually becoming a fully engaged employee. Engaged employees demonstrate characteristics of loyalty, involvement, enthusiasm, and passion for their job. The book also describes major stages one ideally goes through as their career progresses. One should start as a satisfied employee where they perform all of their requirements but do not go above and beyond. As they progress, they will become more motivated employees where they start to strive for personal goals, then committed in which they are loyal to the organization and engage in collaboration. Lastly, the most ideal stage is to become an advocate in the organization which is someone who is proactive, challenges themselves, cares about the organization, and encourages innovation. As we learned, a proactive personality is an exemplary trait, as these employees will identify opportunities, take action, and persevere until change occurs. At Bloomberg, they strive to create an environment in which each individual can grow and pursue a career in which they

This paper will examine job dissatisfaction in law enforcement. It will focus on three organizational challenges or complaints about dissatisfaction on the job. These include supervisor fairness, peer support and comradery, and pride in their job or department. The article I will base this information on is titled; Patrol Officer Job Satisfaction Scale (POJSS) written by Can, S. Hakan; Holt, William; Hendy, Helen M. In this article the authors attempt to show factors that could identify specific dimensions of job satisfaction in the police.

In Julseth et al.’s (2011) article summarizes that the retention rate of patrol officers is in steady decline, and stated that different policing factors that include fatigue, stress, and workload, seems to be major reasons for high turnover rates. In this article, it was examined the perceptions and views of patrol officers on contemporary policing, and the issues that relate to job satisfaction (Julseth et al., 2011). Investigating job satisfaction in policing is important because some issues can affect the performance of officers, and on consequence, it will affect the entire department’s effectiveness. These studies can help police administrators to reduce stress, improve productivity, and decrease turnover by making them aware of internal

“Employees said that it is the personal relationship with their immediate supervisor that is the key. The attitude and actions of the immediate supervisor can enhance employee engagement or can create an atmosphere where an employee becomes disengaged” (“What Drives Employee Engagement and Why it Matters”). Jiffy’s employees are no longer engaged to go to work because their incentives have been shortened and even if they sought to find employment outside of the organization, they would have to look in a different industry. Employee engagement is easy to conquer. Some of the ways that Jiffy can attempt to rekindle the engagement and morale of its employees are through recognition, use of intrinsic rewards, and employer support. Employees value a sense of belonging to an organization, so it is imperative that they are recognized for their work. Recognition can incur costs; however, there are many inexpensive (and even free) techniques for recognizing employees. For instance, Jiffy can demonstrate their appreciation to the employees during a companywide meeting or cater a luncheon for the staff. The key to ensuring that the employees are recognized in order to feel engaged and with high organization morale is to ensure that this is done on a day-to-day basis, so that the employees would be convinced that they are a valuable asset to the organization. As previously stated, the main priority and assets to an organization are its employees. With that said, in order for employees

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.

An organization’s performance and success is closely related to that organization’s ability to effectively manage employee engagement, and several advantages of engaged employees include profitability, more motivated employees and higher levels of performance, and an increase in employees’ trust in the organization (Hough, Green & Plumlee, 2015). One important aspect to include when discussing benefits with employee engagement is overall workplace satisfaction. Engaged employees not only create value, but in turn also feel valued in the workplace. This value is accompanied by a meaningful job which provides the employees with a sense of satisfaction. The more a person’s work environment fulfills his or her needs, values or personal characteristics, the greater the degree of job satisfaction (Abraham, 2012).

Employee engagement is a method designed to ensure that employee are committed to their goals and value, motivated to contribute to business success. According to Schaufeli and Saklanova (2007), employee engagement is “important” for business organization given many challenges they face. Additionally, Sulliman (2000) claims employee engagement is essential concept for leadership and organization performance. However, it is probably difficult to get high employee engagement to organization goals. This essay will discuss whether business organization needs employee engagement to enhance business performance.

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.

Leaders also try to achieve the same quality for their own status, which allows them to pursue greater strength, achieve personal goals and future endeavours. According to a recent study conducted by Psychometrics Canada a pioneer in research assessment, has mentioned in one of its report that employee engagement in the organisation plays a major role in the success of any organisation. Accordingly it says that the best way to increase the relation is by working out a strategy that builds positive environment and culture relations between the workers and ensuring a good leader to fit for the purpose. Leaders in the organisation can try to achieve a better employee engagement by listening to followers opinions, communicating his vision with a clarity, providing and developing strategies and solution for the success, and finally recognising the ability of the followers and praising their contributions. Thisaspect of leadership is displayed by general feedback, generating ideas and possess enthusiastic in requesting for help (Bradley P. Owens, 2013). One example of this leadership quality is described by DAVID J. BOBB(David J B, 2013) in his book saying following servant leadership is very difficult as it is not a natural talent to anyone. He takes the example of George Washington, though considered to be a man of high temper and showing excess pride in his capabilities and qualities during his period as a freedom fighter. As he has foreseen the global position he is getting

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