Essays on Increasing Job Satisfaction at the Workplace Coursework

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The paper 'Increasing Job Satisfaction at the Workplace" is a great example of management coursework.   Most organizations are faced with increasing challenges related to gaining competitive advantage by optimizing the performance of its human resource. Consumers in the modern world are more demanding and discriminatory in terms of products and services selection. The increased information access as a result of advancement in communication technology allows these consumers access to information critical to their decisions making process. The way in which these customers are handled by the employees’ significantly determines if they will be loyal to the company or not. This paper seeks to explain fundamental factors that contribute to improved job satisfaction level and thus increased the performance of the organization.

Factors discussed in this paper include; providing a conducive environment, motivating employees, rewarding and recognition, increasing employee engagement development of skills and evaluating job satisfaction levels. Providing a conducive working environment There are several ways of making a workplace more positive in order to increase job satisfaction. The most foundational way of achieving this is through the provision of a positive environment that creates more convenience to the employees.

Walt Disney World Company has achieved this through the provision of an excellent job environment. The company has employee assistant centres which are strategically located within the premises of the company; it also has a number of essential services such as childcare information centres, bus passes, check cashing, money orders and discount services for employees among other services. Walt Disney World Company discovered that by addressing employees’ needs it encouraged them to be loyal to the company and also increase their potentials (Judg 2001). The other most essential consideration that a company ought to do in order to increase job performance is institute job security policies that will help in mitigating fears that employees have regarding their job security.

A relaxed employee is more efficient and productive as compared to an employee with job security fears. This will, therefore, lead to increased job satisfaction and hence increased job performance. In some cases, a company can allow employees to manage their timetable while executing their projects in order to allow for flexibility and a sense of trust from the company.

Such an employee is highly likely to perform better than an employee whose entire timetable is managed by the company. Some companies may also opt to involve employees in the decision-making process; such a step makes the employees feel a sense of belonging to the company (Motowidlo 1994). The other imperative consideration that is normally ignored by many companies is keeping the company’ s surroundings as free from hazards as possible. This is fundamental because it demonstrates the company’ s duty of care towards its employees. All these factors will be of the essence in achieving employees’ performance at a soaring level as a result of increased job satisfaction. Motivation and empowerment of employees Motivation is one of the basic factors that contribute to increased performance levels.

An organization with less motivated workers cannot perform better than employees of a company with motivated workers. The attitudes, potentials and even work performance are impaired if the employee is not motivated to work. On the contrary, an organization that ensures that its employees are constantly motivated achieves a soaring level of performance. Dell Company had been criticised over its attitudes towards employees and thus giving its competitor HP a competitive advantage (Spector 2006).

References

Callaway, PL 2007, The Relationship of Organizational Trust and Job Satisfaction, Universal-Publishers, Michigan.

Colquitt, JA, LePine, & Wesson, MJ 2011, Organizational behaviour: improving performance and commitment in the workplace, (2nd Ed.) {Chapter 2&4}. McGraw-Hill/Irwin, London.

Judg, TA Thoresen, CJ, Bono, JE, & Patton, G. K 2001, The job satisfaction-job performance relationship: A qualitative review, Psychological Bulletin, Vol. 127. no. 3. 376-40.

Laffaldano, MT, & Muchinsky, PM 1985, Job satisfaction and job performance: A meta-analysis, Psychological Bulletin, vol. 97, no. 2,251-273.

Lapierre, LM & Hackett, RD 2007, Trait conscientiousness Leader-member exchange, job satisfaction and organization citizenship behaviour: A test of an integrative model, Journal of Occupational and Organization Psychology, vol. 8 no.3, 539-554.

Motowidlo, SJ & van scotter, JR 1994, Evidence that task performance should be distinguished from contextual, Journal of Applied Psychology, vol. 79, no.4, 475-480.

Spector, PE 2006, Industrial and organizational psychology: research and practice (4th d) {chapter (9&10}, McGraw-Hill/Irwin, London.

Van scotter, JR 2000, Relationships of task performance and contextual performance with turnover job satisfaction, and effective commitment, Human Resource Management Review, vol.17 no. 3, 601-617.

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