Employee Satisfaction, Customer Retention, And Corporate Profitability

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

Considering the information that has already been presented, one should know that employee satisfaction rates cause raised customer satisfaction. This is the main reason companies would feel the necessity to keep their own employee satisfaction at an above-average standard. In addition, there is a book by Dr. Noelle Nelson, an internationally respected psychologist, that refers to a specific example of employee satisfaction and company profit’s direct relationship. Nelson associates her overall claim (that companies can make more money by making their employees happy) with an Alcoa example. Alcoa is the world’s leading producer of aluminum. The company’s CEO, Paul O’Neil, decided his main focus for his employees was their safety. He did this because he had become aware that his employees’ main concern was work-related accidents. Before he had even attempted to improve the safety within the workplace, there had been one accident a week, per plant. After he had improved the working conditions, several of the plants went years with no accidents. However, this was not Nelson’s main point of her example. Her main point was that after O’Neil left the company just over ten years later, Alcoa’s annual income had increased by 500%. This real-world example illustrates the direct, proportional relationship between employee satisfaction and high

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.

As factors of job satisfaction are dynamic in nature managers do need to be vigilant about this. Some of the key factors of job satisfaction are the key drivers and should be always handled on priority basis.

Yet, OM and human resources seem to have a long history of separateness (Boudreau et al. 2003). Although human resources and operations are intimately tied to each other in virtually all business scenarios, the impact of employee attributes on operations systems has remained largely unexplored. The studies of the impact of employee attributes on operations are particularly essential in the service industry where activities of service employees connect organizations to their customers, and operations managers rely heavily on service employees’ personal interactions to impress customers (Chase 1981, Heskett et al. 1994, Oliva and Sterman 2001). In this research we attempt to address a fundamental question in OM: Does employee satisfaction have an impact on the operational performance in high-contact service industries where there are direct and close contacts between employees and customers? If so, what are the likely relationships among employee satisfaction, service quality, customer satisfaction and firm profitability? We empirically examined the consequences of employee satisfaction in service operations through a survey of 206 service shops in Hong Kong and the development of theory-based structural equations models.

In this study, job satisfaction will be operationalized using selected items from the 18-item Index of Job Satisfaction (IJS) developed by Brayfield & Rothe (1951). A 5-point Likert scale will be used to measure the outcomes ranging from the lowest indication of job satisfaction as 1 (strongly disagree) to the highest indication of job satisfaction 5 (strongly agree). This will

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

1. Although it is clear employees are not especially satisfied with their work, do you think this is a reason for concern? Does research suggest satisfied workers are actually better at their jobs? Are any other behavioral outcomes associated with job satisfaction?

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.

This chapter discusses the concept of job satisfaction, human resource management, human resource practices, human resource planning, recruitment and selection, training and development, performance appraisal, compensation, employee relation, safety and health issues relating job satisfaction. The literature review is conducted in a systematic manner to unfold the disciplines of human resource management and job satisfaction.

Job satisfaction can be defined as an attitude or feeling one can have toward ones job. Job satisfaction is "the extent to which people like (satisfaction) or dislike (dissatisfaction) in their jobs. (Spector 1997) One of the biggest studies in job satisfaction was the Hawthorne studies which were credited to Elton Mayo in the year's nineteen twenty-four to nineteen fifty-three. Elton

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

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,

Today’s business environment is highly competitive and rapidly changing. Many organizations are competing to survive in this environment. Motivation and the employee job satisfaction are essential for the long-term success of the organization team. Evaluation of the employees’ job satisfaction is a major problem of the Organization, until it affects the achieving of goals.