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EMPLOYEE SATISFACTION
- 1. The Impact of Satisfiedand Dissatisfied Employees on the Workplace Presented by: Khadijah nadeem
- 2. What causes JobSatisfaction? Interesting jobs that provide – Training – Variety – Independence – Control
- 3. Cont.. And for somepeople it’s – Social feedback – Social support – Interaction with co-workers outside the work place – Characteristics of work itself
- 4. Most of thepeople think it’s pay Yes. It is pay/money which motivates us but it doesn’t make us happy every time
- 5. Personality What type ofpersonality do we possess, plays an important role in measuring our satisfaction – Positive Core Self Evaluation – Negative Core Self Evaluation
- 6. When employees like& dislike their jobs
- 7. FAVOURABLE JOB ATTITUDES MAKEORGANIZATIONS MORE PROFITABLE – T his statement appears to be true, because in a recent study of 2,178 business units suggested that job attitudes measured. – financial performance should be measured in terms of revenue and profit margin. – There is a question arises that Why does employee job satisfaction appear to pay off? 1. satisfied employees are less likely to quit 2. they engender stronger customer loyalty
- 8. CONT. – Low turnoverand high customer loyalty make organizations more profitable. – cycle: having satisfied employees tends to improve subsequent financial performance. – No organization can be all things to all employees, but this study does suggest that attention to improving employee attitudes is well rewarded. – The author of this study conclude, “Improving employee work perceptions can improve business competitiveness.
- 9. Specific outcomes ofjob satisfaction and dissatisfaction in the workplace.
- 10. Job Satisfaction andJob Performance – Research examining the relationship between job satisfaction and job performance has been conducted since at least as early as 1945. – Some researchers used established scales to measure job satisfaction, while some developed their own. – Vroom's work is based on the notion that performance is natural product of satisfying the needs of employees. – The study of their relationship has now become a research tradition in industrial-organizational psychology (OB)
- 11. Job Satisfaction andOCB – Satisfied employees would seem more likely to talk positively about the organization, help others, and go beyond the normal expectations in their job. – Improve the performance of that group as well as increase group member interactions – Aids in the dissemination of information, a critical factor related to effective team performance. – OCBs may also enhance team spirit, morale, and cohesiveness.
- 12. Job Satisfaction andCustomer Satisfaction – Satisfied employees transfer happiness onto the customer in ways that improve their experience. – Regular customers create relationships with staff members, it is a part of branding. – A satisfied employee is less likely to leave, which create relationships with your customers that helps attract them back to your store.
- 13. Job Satisfaction andAbsenteeism – When individuals become dissatisfied with their jobs, this reduces their motivation to attend work. – It effects the normal work-flow and puts extra pressure who are present for work. – It can be controlled by better: working conditions incentive bonus for regular employees effective supervision employee counselling
- 14. Job Satisfaction andTurnover
- 15. Job Satisfaction andworkplace deviance – Workplace deviance is voluntary behaviour that violates significant organisational norms, and in doing so, threatens the wellbeing of the organisation, and/or its members.
- 16. Managers Often “Don’tGet It” – In one study of 262 large employers, 86 percent of senior managers believed their organization treated its employees well, but only 55 percent of employees agreed. – Another study found 55 percent of managers thought morale was good in their organization, compared to only 38 percent of employees. – Regular surveys can reduce gaps between what managers think employees feel and what they really feel. – Jonathan McDaniel, manager of a KFC restaurant in Houston, surveys his employees every 3 months. – However, McDaniel believes the process itself is valuable. “They really love giving their opinions,” he says. “That’s the most important part of it—that they have a voice and that they’re heard.” – If job attitudes are as important as we believe, organizations need to find out where they can be improved.
- 17. EMPLOYEE-EMPLOYEER LOYALTY IS ANOUTDATED CONCEPT – The word loyalty is so outdated it is practically laughable. (provoking laughter or mirth). – If we take an example of Renault. The company ended the 31-year career of employee Michel Balthazar (and two others) on charges of espionage. The charges were proved false. When the falseness of the charges became public, Renault halfheartedly offered the employees their jobs back and a lame apology: “Renault thanks them for the quality of their work at the group and wishes them every success in the future.”
- 18. Cont… – As foremployee’s loyalty to their employers, that too is worth little nowadays. – Employers tend to cut commitments to an employee, and reduce his or her benefits, the minute they perceive they can do so. Employees tend to jump at the best available job offer as soon as they see it. – There are employers and employees who show little regard for each other.
- 19. Cont. – management guruTom Peters says , “Bottom line: loyalty matters. A lot. Yesterday. Today. Tomorrow.” University of Michigan’s Dave Ulrich says, “Leaders who encourage loyalty want employees to be committed to their work. – Moreover, it’s not that loyalty is dead, but rather that employers are loyal to a different kind of employee. – Companies are loyal to employees who do their jobs well. – workplace psychologist Binna Kandola, “Workplaces may have changed but loyalty is not dead—the bonds between people are too strong.”