Employee Satisfaction

This section provides an overview of the existing literature on Needs and Needs hierarchy “job satisfaction”, “Employee Turnover” and “Employee retention”. It highlights various theoretical frameworks relevant to the investigation. It presents the definition of employee turnover, discusses the impact of employee turnover on organization, and identifies the antecedents of turnover, including job related factors. These literatures will assist in constructing frameworks for further research. Furthermore, author tried to explain the pertinence of the theories which going to be discussed. As author decided to focus on Employer turn over, factors influencing Job satisfaction, the theories are based on them. The chapter starts with exploring the literature on the Need hierarchy, different models of customer satisfaction, Jo satisfaction, Employee retention and Employee turnover intention and then it has been looked at the relationship between Employee satisfaction and Employee retention. Author looked in

1.2 Analyse the three principle dimensions of employee engagement (the emotional, the cognitive and the physical)

Comcast is known as the top cable TV provider in the nation with the fastest internet speeds along. Even though Comcast has many great achievement and awards there were still business issues that had existed in the organization. In the past Comcast did receive some bad publicity in regards to their customer service as it impacted the customer experience. Every great company has went through many obstacles but it is all about how the organization overcomes those obstacles. The key towards success was not built over night but over time for a successful future. "Good introductory paragraph

    A big part of this execution--or the last 100 feet--at Trader Joe’s is its employees, people who like what they do, go out of their way to help customers, and even engage in some suggestive selling. They are a major reason for the company’s success. After all, few employers--particularly in retailing--can boast of having such high levels of employee loyalty, not to mention extremely low turnover.

However, management of Arpico frequently observed high labor turnover, less performances, slowdowns and absenteeism among their employees over the years, which lead to elevated cost for new recruitment and training, less efficiency, more customer complaints, disciplinary issues and demotivation around the existing employees. Although Arpico Super has been doing several researches and developing new strategies and new techniques to maximize profit and increase customer base, there is a very less research done on employee satisfaction.

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

Satisfaction looks at exit surveys given to Veterans at the time of discharge.  They look at factors such as noise level or quiet, cleanliness of the facility, willingness to refer other Veterans to the VA, communication and decision making in their medical care.  We scored well in all of these.  Additionally, new this year we are being evaluated on the yearly anonymous employee survey.  For our section employees, we did not fare well on the questions related to opinions on our priorities in operating roof efficiency and briefing and debriefing processes to manage patient safety.

Job satisfaction can be defined as psychological state of how an individual feels towards work, in other words, it is people‟s feelings and attitudes about variety of intrinsic and extrinsic elements towards jobs and the organizations they perform their jobs in. The elements of job satisfaction are related to pay, promotion, benefits, work nature, supervision, and relationship with colleagues. Employees‟ satisfaction is considered as all-around module of an organization‟s human resource strategies. According to Simatwa (2011) Job satisfaction means a function which is positively related to the degree to which one‟s personal needs are fulfilled in the job situation. Kuria (2011) argues that employees are the most satisfied and highly productive when their job offers them security from economic strain, recognition of their effort clean policy of grievances, opportunity to contribute ideas and suggestions, participation in decision making and managing the

Job satisfaction has a direct correlation to employee engagement and perceived organizational support. Businesses, firms, and agencies would do well to hire on the basis of an applicant’s core self-evaluation. As such, recruits or applicants with positive core self-evaluation are more likely to be engaged and begin the cycle of job satisfaction. That is, engaged employees more readily complete the tasks and goals of the organization and are therefore supported by the organization. As the cycle moves, output / production increase and one’s satisfaction grows.

Job satisfaction is a highly complex mixture of individual perceptions and individual rewards. Job dissatisfaction often leads to employee turnover which is costly financially, frustrating to unit managers, and also detrimental in regard to patient care and outcomes. Maintaining registered nurse (RN) job satisfaction is directly related to staffing levels (Kalisch & Hee Lee, 2014). Teamwork and collaboration between all medical staff members can increase job satisfaction and provide better outcomes in patient care. Absence of teamwork and communication can result from cultural and rank barriers (McCulloch, Rathbone, & Catchpole, 2011). Several studies have been performed to measure job satisfaction in nursing staff, but the aim of this study examines the links between actual unit-level staffing and job satisfaction of RNs and nursing assistants (NAs) (Kalisch & Hee Lee, 2014) in order to identify factors that lead to employee turnover. The first question the researchers were interested in states, “What is the relationship between staffing and job satisfaction of RNs and NAs controlling for demographic variables and patient acuity?” The second research question states, “Are there any differences as to the significant predictors for job satisfaction between RNs and NAs?” The RNs and NAs were surveyed using a questionnaire to rate job satisfaction while also providing demographic data. The researchers used 131 patient care units in 11 different hospitals based in Michigan and

It is essential for employees to be satisfied in their job in order to have a happy workplace environment. Having a business where employees are happy boost company morale, and increases job performance because employees experience a sense of fulfillment, belonging and appreciation. This qualitative study was conducted to determine whether or not there is a relation between employee satisfaction and reward systems. Also, to what extent does the reward system influence behavior? This study clearly stated their hypotheses and tested it without bias (Galanou et al., 2010).

Job satisfaction can be known to some people as an important element in their lives. If an individual is unhappy with their occupation it may affect other parts of their life. Job satisfaction can be seen in what one wants in a job as to what one has in their current job.

Employee job satisfaction has a large impact on their organization. Employees being dissatisfied can lead to high turnover, higher absenteeism, affect their overall job performance, and impact customer satisfaction (Robbins & Judge, 2009 pp 87-89). This post will discuss the impact job satisfaction has in regards to organizational citizenship behavior and employee engagement.

Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of one’s job,an affective reaction to one’s job and an attitude towards one’s job.

Dissatisfied and satisfied employees in the workplace can affect their productive and job performance. The work place, promotions, advancements, and supervisors are things that can cause an employee to be satisfied or dissatisfied at work. In my workplace some of my supervisors have driven my attitude. Robbins (2007) states, “attitudes are evaluative statements-either favorable or unfavorable-about objects, people or events.” (Robbins and Judge, 2007, p. 75) When I was first promoted to Sergeant and transferred to supervisor the Criminal Investigations Unit, I was excited about the new opportunity and the knowledge I would learn and give. My attitude towards the workplace and towards my employees was high and willing to help or produce a positive work environment. As a Christian in a non-Christian workplace, a great attitude towards job satisfaction can be found in the Bible. In Ecclesiastes 5:18 (New Living Translation), it says, “I have noticed one thing, at least, that is good. It is good for people to eat, drink, and enjoy their work under the sun and during the short life God has given them.” The workplace can be stressful but when you have good leadership they can effectively change the attitude of the people they serve.