HRM Project On Employee Satisfaction
HRM Project On Employee Satisfaction
On
Employee Satisfaction and Morale Boosting.
Presented by:-
Jitesh Ahire (Roll No.4)
Aviral Dubey (Roll No.27)
Aishwarya Duggal (Roll No. )
Nikita Gholkar (Roll No.33)
Deepti Joshi (Roll No. 46)
Index
Topic Page no.
Introduction 3
1
History 3
Models on Job Satisfaction 4
Measuring job satisfaction 5
Myths relating to Job 5
Satisfaction
Best Practices 6
Role of Employee 7
Satisfaction and Morale
Boosting
Job satisfaction
Job satisfaction describes how content an individual is with his or her
job.
The happier people are within their job, the more satisfied they are said to be.
Job satisfaction is not the same as motivation, although it is clearly linked. Job
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design aims to enhance job satisfaction and performance, methods include job
rotation, job enlargement and job enrichment. Other influences on satisfaction
include the management style and culture, employee involvement,
empowerment and autonomous work groups. Job satisfaction is a very important
attribute which is frequently measured by organizations. The most common way
of measurement is the use of rating scales where employees report their
reactions to their jobs. Questions relate to rate of pay, work responsibilities,
variety of tasks, promotional opportunities the work itself and co-workers. Some
questioners ask yes or no questions while others ask to rate satisfaction on 1-5
scale (where 1 represents "not at all satisfied" and 5 represents "extremely
satisfied").
The concept of job satisfaction traditionally has been of great interest to social
scientists concerned with the problems of work in an industrial society. A number
of consequences have been shown to result from job satisfaction/dissatisfaction.
Despite the large number of studies that have dealt with these issues, however,
there has been little accumulation of knowledge.
Definitions
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.
History
One of the biggest preludes to the study of job satisfaction was the Hawthorne
studies. These studies (1924-1933), primarily credited to Elton Mayo of the
Harvard Business School, sought to find the effects of various conditions (most
notably illumination) on workers’ productivity. These studies ultimately showed
that novel changes in work conditions temporarily increase productivity (called
the Hawthorne Effect). It was later found that this increase resulted, not from the
new conditions, but from the knowledge of being observed. This finding provided
strong evidence that people work for purposes other than pay, which paved the
way for researchers to investigate other factors in job satisfaction.
Scientific management (aka Taylorism) also had a significant impact on the study
of job satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of Scientific
Management, argued that there was a single best way to perform any given
work task. This book contributed to a change in industrial production
philosophies, causing a shift from skilled labor and piecework towards the more
modern approach of assembly lines and hourly wages. The initial use of scientific
management by industries greatly increased productivity because workers were
forced to work at a faster pace. However, workers became exhausted and
dissatisfied, thus leaving researchers with new questions to answer regarding job
satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott,
and Hugo Munsterberg set the tone for Taylor’s work.
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Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid
the foundation for job satisfaction theory. This theory explains that people seek
to satisfy five specific needs in life – physiological needs, safety needs, social
needs, self-esteem needs, and self-actualization. This model served as a good
basis from which early researchers could develop job satisfaction theories.
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for nonprofessionals or those at lower job levels. Job satisfaction alone is not a
consistent predictor of individual work performance.
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1) Recruiting and Hiring…it all starts with this
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Seven social learning processes and strategies were identified that relate to Job
Satisfaction
and Morale. These are:
_ Conditions of Service,
_ Recognition & Reward,
_ Organizational Loyalty to Workers,
_ Workplace Design,
_ Job Significance,
_ Performance Management, and
_ Loyalty to the Organisation.
These seven elements of Job Satisfaction and Morale align with components of
the Job Characteristics Model (Hackman & Oldham, 1980) that are claimed to be
necessary for job satisfaction and the motivation to perform one’s job well. For
instance, Conditions of Service, Recognition & Reward, Organizational Loyalty to
Workers, and Workplace Design all relate to one’s satisfaction with the work
context, or to use Hackman and Oldham’s (1980) terms, “Job Context
Satisfaction”. Similarly, Job Significance Pascoe, Ali. & Warne (your own belief
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that your work is important and has value) and Performance Management relate
to Experienced Meaningfulness of Work” and “Knowledge of Results”,
respectively, both of which are posited as necessary psychological states for
high levels of motivation to work well. Whilst there appears to be no direct
relationship between Loyalty to the Organization and elements of the Job
Characteristics Model, one’s attitude to the organization for which they work
would influence their motivation to work well.
Conditions of Service
Generally, the data indicates that there is a perception that the conditions of
service and the implementation of certain associated policies and practices are
having some negative impacts on how people view their work environment. The
interviews highlighted how social changes with regard to individuals’ goals and
aspirations are impacting on work expectations. An example is the difference in
expectations between long serving personnel and new recruits (generation of
baby boomers and generation X). Long serving members, until very
recently, thought of their work in the Defence Forces as a long term career;
however, new personnel view it as an opportunity to enjoy the work and the
challenges the military offers, but not necessarily as a lifelong career. The
changing role of the military from war fighting to that of the peacekeeping and
humanitarian assistance has an impact on the conditions of service and
ultimately on job satisfaction. The data clearly indicates that younger personnel
now have much higher expectations of being able to balance their personal life
with work commitments. Thus, many comments occurred in the interviews that
related to
“I’d leave … if that’s what’s necessary because I have to put my family first
now.”
“I don’t think [this service] has found a method to address women who want to
have families…”
“My partner and I have not lived in the same state since’95…it’s just not a
sacrifice I’m prepared to keep making.”
The shrinking labour market available for recruiting new staff led to the
‘civilianisation‘ of some military billets, the billets which were often perceived to
be the ‘jewels in the crown’ as far as military postings are concerned. Although it
was recognised that the civilians formed an important part of the service, there
seemed to be some degree of resentment:
[There is] “the perception that civilians were taking over the organisation…a lot
of things we used to do is now being taken over by civilians…We had people
come in and weren’t trained to the same level as the [service] people. It meant
then the [uniformed] people had to take up the slack.”
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Two quality of work issues emerged from the interviews: having interesting and
challenging work (which is discussed under the heading of job significance), and
the change in the way things are manufactured and repaired. An example
relating to the latter is:
This change in the way things are replaced rather than repaired has a significant
impact on job design and it may be necessary to re-design other aspects of
maintenance-type jobs to sustain interest and variety.
“I have a letter from the Chief of Defence Force (CDF) telling me that I can
expect probably two jobs in rank and then it’s up or out.”…”I have no security of
tenure here, whereas before I was promoted to this rank I probably did.”
Many interviewees indicated they had planned to stay until they were 55 years
old, but that they now felt that this was not possible. Interestingly, this has been
compounded by the policy of the service whereby some talented young people
are being given fast track promotions, and by the perception that if you have not
reached a particular rank by a certain age then you are wasting your time
staying in the service.
With the downsizing policies that plague most government and private sector
organisations, the culture to work long hours seems to be heavily entrenched.
This occurs both at junior and senior ranks. The research data points to the
general perception that junior staff will be told to go home, but that no-one tells
the senior ranks to go home and not to work such long hours.
Sixty-two percent and 72%, respectively, of respondents were satisfied with the
level of resourcing and the workload, indicating that this factor is not adversely
affecting Job Satisfaction and Morale.
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also emphasised that not everyone who is capable is going to be promoted
because there are not enough positions available.
Interviewees also commented that the existing honours and awards system is
complex. The research team was told that due to a heavy workload
commendations are not written (only one or two people seem to be writing up
90% of the commendations), and as a consequence there are probably a large
number of exceptional people who are missing out. Quotes typical of those about
the honours and awards system are:
“The honours and awards system is quite a complex one but it’s one of the most
publicly and visibly recognised way of getting reward.”
"Conspicuous service medals and the Australia Day Medals …there’s a general
avoidance of
people [in this HQ] getting those sort of things because it’s then seen as being
nepotistic, if the head shed [HQ] gets all the kudos.”
“I’ve been here for three months and I don’t get any feedback on the work that
I’ve done…I presume it’s been OK because they haven’t come back to me and
said “You’re hopeless.”
“It’s been very rewarding personally, professionally, if not financially, but I’ve
done a lot of really interesting things.”
“…You get offered good opportunities because you’re good doing that stuff and
you’re working hard..”
Such comments indicate that some have specifically joined the military because
of intrinsic rewards such as a wide variety of jobs and opportunities.
“Well hang on, there ain’t no loyalty here, and I’m busting my buns and have for
the past 30
The other aspect of organisational loyalty raised during interviews related to the
contract of trust between leaders and staff being broken:
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“[There is the] expectation that there’s going to be more money put into people
and the only place they can get that money from, because they can’t go across
to the government say ’we need more money‘… The only way they can get it is
out of operating costs.”
“We keep saying that people are the backbone of [this service], but there is a
general feeling out there that that is a platitude and we don’t really live up to
that.”
“I’m…sort of very proud to be wearing the uniform and I knew it was something
that I wanted to do when I was in high school.”
“I’m probably actually quite loyal to the organisation, shared objectives you
know it would take a long period of not having a good time. It’s not just a case of
I didn’t enjoy the last six months.”
There were, however, some mixed messages from people who perceived
themselves as extremely loyal to the service and yet they were leaving it:
“I’m leaving but I’ve actually really enjoyed it. It’s the best place that I’ve worked
with Defence…
I’m really glad I worked here and I’ve got this loyalty to the service, which is
making me
sad to leave.”
In the quantitative survey only 15% of respondents indicated that they would not
consider a career outside Defence. This could lead to a serious problem should
those remaining 85% employees act upon it and leave the Department. Despite
the mixed messages concerning loyalty to the service, and despite the fact that
staff still indicated they are leaving, there is a clear sense of loyalty to the
service.
Workplace design
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The physical design of a workplace impacts on the behaviours that occur in that
space. Fifty-nine percent of respondents to the quantitative survey found the
work environment too noisy, and only 45% indicated they could work effectively
in the open plan environment. From the interview data it became apparent that
the preferred solution to this was to book a quiet conference room and work
there. Interestingly, some interviewees' comments indicated they favoured an
open plan environment, and that common identity, morale and communication
had been enhanced due to the collocation of staff:
“It really promotes a team, and what it does promote is the transfer of
knowledge.”
Job Significance
Job significance is the extent to which one feels his or her work is significant, or
is something that ‘counts’, and if one sees their job as trivial they are unlikely to
experience it as meaningful. In turn, they are unlikely to develop a high level of
job satisfaction or work motivation (Hackman & Oldham, 1980). Regardless of
industry or organisation, lack of tangible and significant outcomes from work can
lead to workers being less willing to engage in generative learning. Most of the
interviewees talked about the importance of feeling they are making a
contribution and that their work is having an effect. Some indicated that working
at the HQ has given them a clearer picture of what the service does and how
they contribute to that, for example:
“It’s the first job I’ve ever had where I can make a big difference, and I love it.”
“I’m very pleased to be going back to something where…I think I can make a
contribution because I struggled to find a way to really make a contribution.”
“Service to our nation is one of the greatest things you can ever do and the
simple satisfaction of something like Timor, of something like the Gulf, of actually
getting out there and doing what you are trained to do is remarkable.”
Others talked about a lack of challenge and job significance as a reason for
leaving:
“More administration, it’s a day-to-day task that doesn’t contribute to the bigger
goal… doesn’t have a big impact on any projects whatever.”
The research data clearly points to lack of job significance as a main reason for
those who leave the service.
Performance Management
Assessment, reporting and performance management form a significant part of
the overall management of military personnel throughout their careers. Issues
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raised in relation to performance management of individuals are indicated by the
following comments:
“…It doesn’t say anything about, you know, congratulations, well done, or how
valued you are to the organisation. What it says is that "Now that you're here,
perform or you’re out.”
Loyalty to the Organization and levels of Job Significance. Finally, Job Satisfaction
& Morale will impact on Motivation to Work Well, and this directly influence
employees’ Willingness To Share Corporate Knowledge and their Willingness to
Voice New Ideas.
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