Employee Satisfaction in the Workplace

Topics: Employment, Job, At-will employment Pages: 8 (3065 words) Published: September 30, 2011
In the workplace today management is not only responsible for the bottom line, they are also directly responsible for the way they feel and their ultimate happiness. Employee satisfaction is the terminology used to describe whether employees are happy, content, and fulfilled concerning their desires and needs at work. Many measures purpose that employee satisfaction is a factor in employee motivation, employee goal achievement, and positive employee morale in the workplace. (Heathfield, 2011). Today employee satisfaction is also an important ingredient for financial success. "Nowadays companies are producing more high-quality products. They are focusing on innovation and looking for the value-added to come from workers rather than machines." Since key outputs, such as teamwork, building client relationships and idea generation, are difficult to measure, motivating workers by paying by the piece is less effective. This leads to the increasing importance of employee satisfaction as a motivational tool. Pleasant working conditions can lead to employees identifying with the firm, and thus exerting more effort than the minimum required by the employment contract. Moreover, it can be a powerful method of retaining key employees. (Knowledge@Wharton, 2008). This paper will discuss several causes of employee dissatisfaction and give recommendations for companies to increase satisfaction. In a recent study, it was noted that in most companies nationwide, 33% of employees were very satisfied with their jobs, 33% were satisfied, 10% were dissatisfied, 14% were very dissatisfied, and 10% were neither satisfied or dissatisfied. This study alone indicates that there

is much room to focus on employees. If a company is not careful, the satisfied or very satisfied employee could shift into one of the dissatisfied groups. This would lead to even more problems down the line. Employee satisfaction is essential to the success of any business. A high rate of employee contentedness is directly related to a lower turnover rate, therefore keeping employees’ satisfied with their careers should be a major priority for every employer. There are numerous reasons why employees can become discouraged and dissatisfied with their jobs. These include: Poor interviewing of candidates from the beginning; stress; poor or lack of effective communication; little or no work/life balance; salary; and lack of recognition and growth opportunities. The first issue lies with management, Poor interview of candidates from the very beginning. It all begins in the hiring process. Management sometimes just hires the wrong person. People today have been trained how to respond to questions for the job in which they are applying. That does not mean that they are a perfect fit for the job, it only means they know how to interview. An employee who has no interest in his or her field, or the position in which he or she begins in a job, may initially put forth his or her best effort. However, this employee will often become bored with the work because there is no intrinsic motivation to succeed. Finding the daily job mundane reduces the individual’s desire to show up to work and to do the job well. In this case, the employee may continue to come to work, but his or her efforts will be minimal. In contrast, an employee may be entirely too overwhelmed to handle the position; the responsibilities may prove to be too demanding. At the Art Institute of Atlanta, I have faced this many times. The problem lies in the fact that sometimes we are rushed to fill a position without

really knowing if the candidate is really a good fit. These mistakes could be mitigated by planning ahead. Interviewing potential candidates before you actually need to fill a position helps because one is not in such a hurry. Managers could also have potential employees take a personality profile that could help in seeing if that person would be a good fit in that particular...
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