Interpersonal Relationships And Get Along With People Much Better

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

The insecurity associated with neuroticism can lead to quitting and dissatisfaction with one’s job. Analysis suggests a correlation between neuroticism and academic achievement, particularly for the anxiety and impulsiveness facets. This relationship may be due to the correlation that neuroticism has with study attitudes. Agreeable people may often be high-performing individuals due to their willingness to adapt to and understand their environment. Although the temperamental precursors of agreeableness, such as prosocial orientation, relate to better social adjustment, relations between these temperamental precursors and academic attainment are consistently insignificant. Extraversion has been positively correlated with occupations that require social interactions, training proficiency, and leadership abilities. Extraversion has also been positively correlated with job satisfaction and leadership abilities in general, there does not seem to be a relationship between extraversion and college performance, although some studies have found evidence for a small, negative

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.

It has been shown that employees who have a high satisfaction rate on the job or with the company that they work for, are less likely to leave the company that they work for compared to those who have a less satisfaction rate (Hellawell, 2012). As mentioned earlier, this would result not only in cost savings, but it would improve the overall relationship between the employee and the company. Employees that are committed and satisfied are not only not going to leave, they would also be able to contribute more and be more effective and efficient.

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.

Thirty-one percent of employees are at least marginally dissatisfied with their current employee benefits while twenty-six percent are completely unsatisfied (Fronstin, 2013). It is the hope of the company to offset these feelings of dissatisfaction by uncovering what are the most desirable benefits available to employees. It has been found that there is a blatant correlation between employees that are happy working for a company and the success of said company (Stanger, 2013). Figure 1.1 displays benefits that employees find to be the most successful.

There are five major components of job satisfaction, one being monetary benefits (Ghillyer 2010). According to Ghillyer (2012) an employee’s behavior towards their pay may affect their work performance. The issue that arises with employee motivation is that management is unable to satisfy all (Ghillyer 2010). This becomes an even larger problem when employees being joining unions, resigning and being frequently absent (Ghillyer 2010).

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.

People high in agreeableness tend to be trusting, friendly and cooperative. (27) Is about average. Factor III conscientiousness, this trait reflects how organized and persistent we are in pursuing our goals. High scorers are methodical, well organized and dutiful. (45) Is relatively high. Factor IV neuroticism, this trait reflects the tendency to experience negative thoughts and feelings. High scorers are prone to insecurity and emotional distress. Low scorers tend to be more relaxed, less emotional and less prone to distress. (14) Is relatively low. Factor V openness, this trait reflects 'open-mindedness' and interest in culture. Low scorers are more down-to-earth, less interested in art and more practical in nature. (16) Is relatively low.

In the discipline of personality psychology, it is crucial for researchers to conduct studies using universal terms and scales, so that they may effectively compare results and further their line of research. However, when it concerns personality traits, such a comprehensive catalogue has not always been available – in fact, it has taken until up until the late 20th century to develop a list of essential personality traits and create scales that measure these dimensions reliably (John, Naumann, & Soto, 2008). The current set of these widely used traits is called the “Big Five” personality traits, and encompasses five broad dimensions - Extraversion, Agreeableness, Conscientiousness, Neuroticism, and Openness. Of the five, this paper will focus on Conscientiousness, a trait that describes individuals with impulse control who are highly organized, thorough, planful, efficient, responsible, reliable, and dependable, to name just a handful of characteristics associated with the trait (John, Naumann, & Soto, 2008). Those low in the trait, on the other hand, are more frequently careless and irresponsible (McShane & Steen, 2012). Although studies have shown Conscientiousness to be a predictor of various life outcomes such as health and longevity, this paper will focus on the findings that support Conscientiousness as a predictor of job performance and, when one is high in the trait, success in

Contentment and satisfaction of employees is extremely important as jobs are becoming more specified, selecting and training another set of workers is a long, expensive process. Motivation is the strongest, most efficient way to keep employees happy and at peak performance and things such as just saying “thank you” go a long way. In a study completed by Forbes, who polled over 2,000 professionals found that 53% of workers are more likely to stay with a company for a longer period of time solely based off of them receiving more appreciation from their boss/manager. That same study also found that 81% of workers are more motivated at work when their boss shows appreciation or thanks. Human resources has a huge part to play in this because of their role in the development, maintenance, and retention of employees. The HR management must make sure that bosses and managers with workers under their supervision feel appreciated and heard. This will lead to the employees working harder and/or better, making them more proud and happy, while benefiting the business by having a more efficient worker.

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.

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.

Lapiere's (1934) study shows a weak link at best between attitudes and behaviour. This would suggest that people who are satisfied with their work are not necessarily more productive than those workers who are unsatisfied with their work. A reason for this may be an employee’s limited ability. No matter how much an employee enjoys his job and wants to work hard, he may be limited to how much he can improve his performance as his ability restricts him. If this is the case, then this employee’s performance will not

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