Project Job Satisfaction

These were identified as factors that prevented job dissatisfaction. These did not make the employees happy (or have job satisfaction): it just removed the

As a result of the approach, there was high turnover of staff and there was very little initiative amongst the remaining staff. Individuals were initially reported as being highly competent but later were blamed for things going wrong, shortly before they left. The team was very tightly knit and generally appeared supportive of the team leader.

This paper will show the situational analysis of commonwealth bank, it also analysed the organisational structure and its strategies. Because every business needs to take some action that will help them keep a good position in the market, but before taken any action they have to do some research the find to cause of problem in order to identify the resolution. The results and useful information during this analysis will help the organisation to choose suitable strategies, develop that management strategies and improving the service operation, which is going to help them achieve their objectives. At the beginning it will be presented brief history of commonwealth bank and following by their operational service, problems

Financial Advisor (2007) reported that one of the major reasons employees left their jobs was because of job dissatisfaction. Kreitner and Kinicki (2010) defined job satisfaction as “an affective or emotional

Majority of staff are not satisfied with their career oppurtunities or work choices within the business.

Referring to the previous explanation, we might come to a conclusion that the good and successful management of job satisfaction within any

Everyone has been told from one time or another – don’t bring your personal life to work, and vice-versa. Easier said than done. In our current economy, families are having to work harder, and longer thus leaving less time for family and creating stress and anxiety. One thing that has statistically shown why people are stressed at work and home – the instability of work-life balance. This paper exemplifies the barriers and measures one can take to secure the balance.

Understanding this fact is critical in understanding how true work-life balance can benefit not just the employees but the company as well. When employees are in better control of their lives, are motivated and are able to manage stress better, the attendant productivity will ultimately, positively affect the organization within which these employees work. Achieving optimal work-life balance is critical to job satisfaction. Job satisfaction is the degree to which people enjoy their work. (Spector 1997). Singh 2013 identifies that job satisfaction reflects how well an individual is happy with various aspects of his job to which work-life balance is an aspect. The following factors make up a Work life Balance plan that should be implemented by the Jones Bank of Canada and caters to the varying needs of Baby boomers, Generation X and Millennials.

Financial institutions are key component to a functioning society in today’s day and age. The economic cycle depends on financial institutions to conduct transactions for its worldwide clients. These transactions can be as small as withdrawing money or applying for a loan to start up a new business. The employees of every financial institutions are the key to successfully providing these services to their customers.

We postulate that the first problem relates to the employees’ resentment towards the management team.

Job satisfaction is a very important variable in an organisation as it affects employees’ behaviour and outcomes. (book) There are many factors influencing a person’s job satisfaction such as working condition, motivation and job expectation. Giovanni is experiencing job dissatisfaction for many reasons. Firstly, his expectation of the job in Bathurst Bank is to be appointed to a higher position, in this case is the HR director. Given that the relationship between job expectation and satisfaction is positive (Saleem, Hussain, & Saleem 2012), his working expectation has not been met, so, his satisfaction with the job also decreases. Next, the fact that Giovanni is not chosen to be the new HR director makes him feel like Ingrid failed to notice his talent and contribution to the bank as Ingrid did not make a clear explanation about her decision to Giovanni. Ingrid only focused on how well Giovanni did in his job and compliment him on exceeding his goals but she did not give Giovanni any reasons why she did not let him take on the HR director position and it make Ingrid’s feedback irrelevant to Giovanni in the situation. Through her feedback, Giovanni only sees that he has done a great job but in the end, the outcome is not what he expected. As a consequence, Giovanni thinks that he was not given the position for not being in Bathurst long enough instead of not being skilful enough. Last

A conclusion can be referenced from Herzberg surveys. Factors contributing to job satisfaction were motivational and accounted for 81%. And, factors contributing to job dissatisfaction were hygiene and accounted for 69%.

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.

Other components of job satisfaction are promotion and supervisor satisfaction. From the case, it is obvious that the foremen were not satisfied with promotion opportunities. The foremen did not believe there were many opportunities to move to higher leadership roles. In addition, the foreman had low supervisor satisfaction. They felt disconnected from management and secluded from other departments. Furthermore, the foremen believed the supervisors supported the antiquated management practices of upper management. These practices included focusing more on numbers and not on people. Moreover, this style of management was very

The research data was collected over six months to June 2009. The researcher chose the survey as the appropriate research design for the study, and as such, questionnaires and interviews were used as research instruments. Some unclear or hanging issues in the questionnaires were clarified in interviews. A sample of 10 commercial banks randomly chosen was used in this analysis. Twenty questionnaires were used to gather data with two for each commercial bank chosen. A total of 10 interviews were held with the heads of credit or senior managers from those banks. The questionnaire had 12 short questions designed for the bankers and or senior managers from those banks so that they would not have a difficulty in answering questions. The first two questions constituted the respondent profile. The two questions that followed formed the administrative section where the research was obtaining information about the financial institution. Question five up to the end of the questionnaire formed the main body from which the crucial data for the research was