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Showing posts with the label employee satisfaction

Using “Life Satisfaction” to Retain Skilled Military Officers and Employees

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Most of us want to feel fulfilled in our personal and work lives while contributing to society. Whether one is trying to retain people in the workplace or in the military keeping the best and brightest engaged is important for organizational success. Proyer, et. al. (2012) examined Swiss Career Officers work and life satisfaction along with their orientation to happiness, and its relation to career success. The results can be applied to both civilian and military organizations.  Most of us want to feel as though we have a solid purpose for making our way into the office every day. It is difficult to stay motivated or feel satisfied if work is something more akin to money alone versus the greater benefits it can provide. Thinking beyond one’s tasks to something more important can make a significant difference in how we feel about our jobs.  The same concept applies to both military officers and civilian workers. Most people don’t join the military for pay alone but may co

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

Equity Theory and Employee Perception

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Equity Theory is a concept developed by the Behavioral Scientist John Stacy Adams in 1963.His theory indicates that people will judge and analyze both the rewards and the outputs of effort to determine whether not they are being treated fairly within the workplace (Adams, 1965). These inputs and expenditures are subjective by nature as they are based upon the perceived rewards and efforts of others. When information is accurate employees are better able to accurately gauge the equity relationships with employers and produce more meaningful results. An example can help in solidifying this concept. Let us say for a moment that John and Sally work for the same company. John works very hard each and every day but doesn’t seem to be getting anywhere at work. When he looks at Sally he believes that she works less but has received two raises within the past few years. He also notices that Sally is very friendly with her bosses and he interprets such actions rightly or wrongly as flirtati

Hotel Management and Service Improvement Through Job Embeddedness

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Casa del Mar Hotels and resorts hire a higher percentage of service employees and are constantly seeking ways to improve on service delivery. To create seamless service it is necessary to have stronger performance the moment the bell person takes the customers bags to the server who delivers their order. Research in job embeddedness helps to highlight how training, empowerment, and rewards can lead to higher levels of performance by service workers. Yet this research also indicates that rewards and training may not be the most important consideration. Job embeddedness is a concept that refers to, “the combined forces that keep a person from leaving his or her job” (Yao et. al, 2004,pp. 159). This concept can include compensation, organizational fit, personal abilities, management style, etc… The concept is closely associated with employee satisfaction in terms of how and what employees feel about the organization. Turnover rates and poor performance can be expensive fo

Book Review: Work and Motivation by Victor Vroom

Work and Motivation by Victor Vroom is a paradigm shifting book that looks at the human motivation within the workplace through both an individual and group based lens. For managers who are seeking methods of improving on worker motivation the book is not one that should be passed up without a thorough read.   It provides keen insight on the potential, nature, and limitations of employee motivation.  The book attempts to summarize the findings of industrial psychologists and research related to human motivation within the workplace. The work focused on three areas: 1.        The choices made by persons among work roles. 2.        The extent of their satisfaction with their chosen work roles 3.        The level of their performance or effectiveness in their chosen work roles.  Vroom makes the assertion that there are two types of determinants of attitudes which include 1.) The cognized utility of the attitude toward attaining particular outcomes; and, 2.) The inten