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Monday, June 17, 2013

Engaged and Satisfied Employees Raise Organizational Performance


Satisfied employees have developed strong social relationships with their leaders and the organization. They understand and communicate well with their supervisors and have a personal connection to them on an interpersonal level. Through these positive relationships employees will feel positive affectivity toward their employer which leads to higher levels of performance. When employees enjoy their work and their working relationships they have developed higher levels of organizational commitment, enhanced motivation, and are less likely to leave an organization.

Relationships between employee satisfaction and communication are often related to how employees feel toward their job and other employees. Job satisfaction is associated with higher levels of commitment and lower turnover intentions (Yucel, 2012). Employees who feel the organization provides significant meaning to their lives and are satisfied with their employment opportunities have more commitment than those who don’t.

Naturally, people want to enjoy the work they engage in and the people they talk to on a daily basis. When they do feel a positive association to the organization and its members they naturally will desire to put forward more effort based in the positive affectivity and a sense of loyalty to their social group members. It is often these social relationships that make all the difference in successful and unsuccessful companies.

Employment satisfaction doesn’t exist in a bottle. It often comes with other concepts that include leadership, engagement, and ethical standards (Munir, et. al., 2013). Engagement can be seen as moving above and beyond the requirements of one’s position to fulfill additional responsibilities. Ethical standards become a medium of activity, leadership prompts the behavior, and engagement determines the pathway for benefits.

It is hard to connect with the organization is there is not some level of ethical medium that applies to all members equally. When employees are unsure of how relationships within the organization impact their employment opportunities because ethical standards are lower they will be more cautious about who they talk to and what they talk about. When employees stop relating to each other or their management team the result will be lower satisfaction, lower motivation, and even lower performance.

Job satisfaction is also influenced by the relationships between leaders and followers. According to Han and Jakel job satisfaction had a mediating relationship between leader-member exchange and turnover (2011). The more leaders and managers talked with and engaged their employees the higher the job satisfaction and the lower the turnover rates. 

Great bosses are not only liked but also respected. They don’t need to be the employee’s best friend but they should have positive relationships that allow for openness of communication. They should also be seen as ethical, fair, and trustworthy. Employees will still engage with bosses that have high standards as long as they trust the judgment of that boss and have a personal connection to him or her. 

Developing employee satisfaction has multiple benefits for an organization that includes reduced costs, higher levels of performance, and a stronger commitment to organizational success. This satisfaction is influenced by the nature of employee’s relationships, perceptions of ethical and fair treatment, engagement with the leadership team and the way in which employees make meaning of their place within the group. 

Tips for Managers:

-Have a positive disposition when talking with employees.
-Develop strong ethical and moral norms within the organization.
-Encourage openness with employees.
-Raise expectations and performance ideals.
-Encourage and praise positive performance that goes beyond requirements.
-Help employees understand the importance of their job.
-Offer opportunities for growth.

Han, G. & Jekel, M. (2011). The mediating role of job satisfaction between leader-member exchange and turnover intentions. Journal of Nursing Management, 19 (1). 

Munir, et. al. (2013). Empirical investigation of ethical leadership, job turnover, job satisfaction, organizational commitment, and organizational citizenship behavior. Far East Journal of Psychology & Business, 10 (2).  

Yucel, I. (2012). Examining the relationships among job satisfaction, organizational commitment, and turnover intention: an empirical study. International Journal of Business & Management, 7 (2).

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