The success of any organization is dependent upon the effectiveness of its management, coupled with the effectiveness of management styles utilized to motivate and enhance employee performance. Thus satisfaction of employees is imperative to the success of any business. A high rate of employee contentment is directly related to a lower turnover rate and higher productivity. Thus, keeping employees’ satisfied with their jobs should be a top priority of every employer. There are numerous reasons as to why employees can become discouraged with their jobs and perform poorly or resign. This can include limited opportunity for growth, lack of recognition, high levels of stress or lack of communication within the company. Therefore the management should actively seek to improve these factors if they hope to lower their turnover rate and improve productivity. The following report attempts to evaluate a real-life case of an individual employed in the apparel sector, whose level of job satisfaction has diminished drastically owing to various management issues at the work place and attempts to draw conclusions and suggest managerial implications in dealing with similar situations. 1.1 Background of the Issue
Roshan’s Predicament: A case of low job satisfaction: Roshan de Silva is 34 years old and is currently employed at a leading garment factory in Biyagama as an Assistant Production Supervisor. He joined the company in 2003 as a Junior Production Executive, following graduation from the University of Colombo with a Bachelors Degree in Physical Sciences. He worked his way through the years proving himself as a capable and responsible employee. His sheer dedication and commitment won him the ‘employee-of-the-year’ award in 2005 and was subsequently promoted to the positions of Senior Production Executive in 2006 and Assistant Production Supervisor in 2009. His job involves assisting the Supervisor in planning, directing and coordinating work activates on the factory floor. Roshan has been involved in the current job role for more than four years now. Within this period he also obtained a Postgraduate Diploma in Textile and Clothing Management from the University of Moratuwa. Since his position as Assistant Production Supervisor is merely a support role, the job does not allow him the freedom and independence to use his expertise and knowledge to the best of his ability. This is further intensified as his direct supervisor micro-manages him and Roshan finds working under his direction to be suppressive. He is yearning to receive a promotion as a Production Supervisor; a role which will give him the required autonomy, leadership, decision making capabilities and responsibility for meeting organizational goals. However, the opportunity for promotion is limited at the factory as he believes that over the years the company has increasingly become politicized (following the appointment of the new Managing Director in 2010) and social networking with the Supervisors is more important to obtaining a promotion, rather than work ethic or experience. Roshan chose not to engage in office politics and therefore has been in the same position since 2009 doing the same type of work. His salary increments and bonus payments too are not very attractive and opportunities for training and development are also limited within the organization. Following the change at the top and the political system at play, the overall attitude of employees in the factory has been low. There is also a lack of reward and recognition, with ‘recognition rewards’ being stopped after the new Managing Director was hired. Roshan is extremely dissatisfied with his workplace and no longer tries to go ‘above and beyond’ in order to complete his duties. He has been applying for other positions in hopes of finding his 'dream job.' There have not been any suitable substitutes for his present job so far, therefore he continues to work at the same place. 1.2...
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