Worker Job Satisfaction, Research Paper Example

MIT Worker Job Satisfaction, Relationship With Management and Peers: Recommendations for the Director

Executive Summary

This proposal seek to used data from the JT/MIT organization to determine the levels of motivation and job satisfaction present in the company, and provide a guide for the leadership to make more informed decision regarding this aspect of its employees, so that profitability, productivity, reduced absenteeism greater morale, decrease in the attrition rates, improvement in employees quality of life can be achieved consistently

Job satisfaction attributes like good working relationships, greater flexibility in the workplace, mentoring, salary, the impact of good managers, use of motivational models, and providing greater opportunities for skill development will be used as a means of measuring how satisfied employees are in the company.

SPSS analytical tool will be used on theses secondary data to ensure the best possible answers are obtained form the exercise at the lowest cost to the company. There will also be very little involvement of the company’s managers and supervisors throughout the process.

The recommendations and conclusions after the application of a unique methodology should at the end enable the company to embrace the strategy required to advance its position, as well as that of its employees.

Chapter 1

Introduction

J6\Management Information Technology Department (J6\MIT) functions with self directing teams of knowledge worker. The director has been given  special assignment to redesign the way Information Technology (IT)  organization perform it main role of supporting main customer recruitment of it workers. This will increase the work load of all It workers and the retraining of some since their job will be eliminated. People management is an important aspect of an organisation’s success.  A well managed organisation normally considers employees as the primary source of productivity gains. These organisations consider employees rather than capital as the core foundation of the business and contributors to future development. To ensure the achievement of future goals, the organisation strives to create an atmosphere of commitment and cooperation for its employees through policies that facilitate employee satisfaction.

Job Satisfaction of employees finds close links to highly motivated employees. Motivated employees then develop loyalty or commitment to the organization resulting in greater productivity and lower turnover rates. The J6\MIT Director is interested in accessing if work pressure, long hour and high stressful situation have affected the human relation factor in the organization. The intent is to identify human relations factors, positive and negative, that may affect mission readiness such as morale, equal opportunity and treatment, interpersonal relationships and leadership.

Chapter 2

Definition of the Problem and a Strategic Approach

Definition of the problem

J6\MIT Organization has been operation for several years, and has conducted several surveys in the process of trying to improve the job satisfaction and motivation of its employees, but to date has not met much success. The management committee however, has recently heard of a reputable organization that has helped to effect significant turnaround in other companies in the industry, and has decided to employ their services with immediate effect.

Problem Statement

The researcher will be to examine the effects of job satisfaction and motivation, on the relationship between management and workers and it how they affect overall job satisfaction within the organization, as well as the positive and negative human relations factors that may affect mission readiness such as morale, equal opportunity and treatment, interpersonal relationships and leadership. Therefore, it is critical to investigate whether organisational commitment is achievable by focusing on job satisfaction and motivation.

Research Objective

The goal of the research is to examine all aspects work environment and how they affect job satisfaction, motivation, organization leadership and peer relations, as senior management strive develop understanding of the drivers of organizational commitment among J6\MIT employees. The findings of this project will help senior management to develop an understanding of the drivers of Job Satisfaction among employees in J6\MIT, and provide them with new information regarding employees’ psychological behaviour and attitudes to work. Furthermore, these findings will be helpful for J6\MIT in establishing long-term Human Resource Strategies that will impact on productivity, competitiveness, the percentage of retention, and profitability.

Assumptions

The following assumptions were made for the purpose of this study:

1. It is assumed that all respondents who answered the survey understood the questions.
2. It is assumed that all respondents gave honest unbiased responses.
3. The company is a going concern
4. The information generated will in the future be used in the best interest of the company
5. Not all employees will have the same levels of job satisfaction or will be motivated similarly.
6. Employees will not be ostracized for giving honest responses
7. Employees will not feel threatened regarding their future within the company
8. Job attendance and productivity will remain consistent throughout the process

Definition of Terms

Statistical Package for the Social Sciences(SPSS) – widely available and powerful statistical software packages that covers a broad range of statistical procedures, which allows a researcher to summarize data.

Limitations

1. The appropriateness of the sample sizes that were chosen for the working environment,  can be used to develop the analysis that will help determine the job satisfaction requirements of J6 /MIT employees
2. The ability of the SPSS to reduce the disparity between genders
3. The accuracy choice of dependent and independent variables
4. The experience level of the research in terms of analyzing the data obtained from the company
5. Reference materials required for comparison may be lacking
6. SPSS may not be able to successfully measure the impact of the cumulative experience of the diverse employees within the company and job satisfaction attributes that are vital to them
7. The command mode used by the researcher (syntax editor or windows point and click method) may limit or maximize the control necessary of the process (Harvard-MIT Data Center , 2011)
8. How the number of runs will impact on the accuracy of the project analysis.
9. The level of spuriousness that may develop between the independent and dependent variables chosen e.g. Does the relationship of past managers and supervisors still impact older employees, and reduce the motivational efforts of the present team?

Chapter 3

Literature Review

Good Working Relationship

Good working relationships are not achieved by ordering or commanding it from any group of employees working in specific environments to achieve common goals.  Time and efforts are required for such achievement, especially in situations involving change and conflict resolutions, according to Queensland Health (2006).

The requirements for achieving good working relationships are, excellent communications and listening skills, negotiation and problem-solving skills, conflict resolution ability, team building and striving for common goals and respect according to Queensland Health (2010).

Effective Listening skills in a working environment can be achieved by being silent and maintaining focus on the employee speaking, showing interest in what is being said, asking questions and paraphrasing to ensure proper understanding, allowing the speaker to conclude, refusing to control the discussion, paying attention to non-verbal cues, responding to problems and not persons, and ensuring the points are understood before addressing and making judgments (Queensland Health, 2010).

Excellent Communication skills are achievable by demonstrating an understanding of, and not succumbing to the barriers associated with the process. These barriers are, (a) using jargons which can have different meanings, (b) misreading body languages, (c) being conscious of noises and distractions, (e) not being able to avoid being selective in terms of who is speaking, (f) not ignoring body cues, (g) not detecting the presence of power struggle, (h) rigidity of mindset, (i) unreliable source of information, (j) perception not supported by facts, (k) the impact of cultural differences and (l) use of the physical position at meeting  tables (Queensland Health, 2010).

Negotiation is a key tool that can be used to ensure good working relationship, especially in environments where differences of opinions exists in deciding the best way forward. The main purpose of negotiation according to Queensland Health (2010) is to achieve agreements as well as win/win situations for all parties. This scenario also equate to problem-solving methodologies, with each party being prepared to move and make concessions or trade-offs to ensure mutually agreeable positions are achieved (Queensland Health, 2010).

In negotiations, leaders who are hard on the problems and soft on the persons, focused not on positions but needs, places emphasis on what is common to both sides, are innovative in terms of finding solutions, and are clear with respect to what is are to be agreed upon, will be expertly able to resolved major issues among their workforces (Queensland Health, 2010).

During the negotiation process, according to Queensland Health (2010), leaders should be equipped to reframe questions concerning the main issues, avoid reacting instead of responding, maintain focus on the main issue or issues, and be vigilant against unfair actions that may railroad desired goals and objectives.

The presence of conflicts should also not be regarded as necessary undesirable  during the drive to achieve good working relationship, but as opportunities to encourage maximum participation in terms of airing all the views, and then coming to the best approach to the problems. Problem Solving is the process whereby members of an organization or individuals seek solutions or alternatives to conflicts, and make recommendations for implementations, so that the best results can be achieved, according to Queensland Health (2010)

These steps entails identifying and defining the problem, analyzing of the problem by viewing it from several perspectives, developing alternatives, evaluating these alternatives in terms of the pros and cons, choosing the best three options with regards to the consequences, testing the options to define the required steps, and selecting the most favorable options and following it up to evaluate the results (Queensland Health, 2010)

Team Building in establishing good working relationships to ensure job satisfaction, can becomes a reality, if there is a common goal, a code of behavior, trust and mutual support. The Queensland Health (2010) recommend clear expectations, a proper context, commitment, competence, development of a charter, control, collaboration, opportunity for innovations, actions and consequence understandings, effective coordination, and cultural appreciations with respect to the changes it brings, as vital requirements for achieving team building (Queensland Health, 2010).

Mutual Trust, recognition, and respect are also cornerstone elements on which good working relationship depends. In an atmosphere where workers regard each other as friends and colleagues, the probability of helping each other in pursuit of vital departmental goals, are always extremely high, and will contribute to increase in the overall productivity of the company, according to Queensland Health (2010).

Additionally, trust in this kind of environment is often built by effectively communicating, paying attention to the self esteem, skills, and differences, as well as offering praise and support.

Flexibility in the Workplace

The Society for Human Resource Management believes that the United States must have a 21^st Century Workplace Flexibility policy, that meets the needs of employees and employers, rather than a one size fit all government mandates. Workplace Flexibility to them then means a policy in place for providing support to employees in balancing their work and family obligations, provision of paid leave, certainty, stability, as well as predictability, according to The Society for Human Resource Management (2011).

Ken Giglio (2010), in a case study of Workplace Flexibility at AFLAC, which had operated 8.00am to 5.00 pm work schedule for years and then expanded it to include a 6.30 am to 2.30 pm and a 3.00 pm to 11.30 pm shifts, reports that the company now have happier, effective, and more productive employees, as result of the changes (Giglio, K. 2011).

In addition, Giglio (2011) pointed out that the company had experience reductions in turnovers, which can be very costly, increase in employee retention form 87% to 94 %, and learn the important lesson that when employees are given opportunities to better manage their lives at work, they will become better workers and put more pride in their efforts at work (Giglio, K. 2011).

In the final analysis, the company management concludes that the result not only provided positives for the employees, but also for the business, in that it will be able to maximize employee outputs, according to Giglio (2011).

Another case study of Workplace Flexibility was provided by Cisco Systems, which is the world’s largest provider of networking systems for the internet and revenue accumulation of $ 22b in 2004. The company envisioned a new way for its 39,000 employees to work, live, play and team, according to Giglio (2011),

This was done through a formalized teleworking program for managers and employees that allowed workers greater unity and flexibility in the scheduling of their working hours. The approach also resulted in reductions commuting, increase in the use of broad band technology in remote locations, and cost savings, in terms of workers operating at full speed in reduced time (Giglio, K. 2011).

Cisco Systems, according to Giglio (2011) were able to see its staff achieve significant improvement in quality of life, greater telecommuting, 90% increase in broad band use, $195m savings in productivity, and reduced turnover down to 3% annually four years later.

Opportunities for Skill Development

Employee training and development, according to Oakland County Human Resources Training and Development Unit (2011), can assist organizations with finding new and innovative ways to get work done, while maintaining or improving the current levels of service. One of the key ways for doing this is mentoring.

• Mentoring

The competition for talents is creating challenges within organizations not only in recruitments, but also in retaining talented employees.  Mentoring however, is one of the approaches recommended by the US Office of Personnel Management for providing opportunities for skill development in working environments (US Office of Personnel Management, 2011).

The tool according to US Office of Personnel Management (2011), provides means of influence in professional developments in both the public and private organizations, and is beneficial in terms of increasing employees’ performance, retention, commitment to the workplace, and knowledge sharing.

Organizations that are focused on using mentoring as a tool for enhancing opportunities for skill development, should constantly embrace the formal aspects instead of the informal approach, as the former is well structured, organized and will ensure job satisfactions and other company goals and objectives are targeted for achievement, and the results measured and compared to previous periods on a constant basis.

Salary

Gender differences in job satisfaction, according to Okpara, have been extensively researched with no conclusive evidence substantiating levels of satisfactions between males and females, but according to Bilgic (1998), Goh, Koh et al (1991), and Hulin and Smith (1996), relationship exist between gender and job satisfactions.

Hulin and Smith (1996), surveyed 295 males and 163 females from diverse manufacturing environments to measure gender differences and job satisfactions, and the results showed that relationships confirmed relationship existed between job satisfactions and male and females. The females were found to be less satisfied than the males under the same operating conditions.

Bilgic (1998), in his research found that  gender was a significant predictor among the 249 Turkish workers, while Goh and Koh (1991), found the Singaporean male counterparts among the 609 employees more satisfied than the females.

Achieving Job satisfactions in terms of salary must therefore embrace the attributes that relate to males and females separately, to effect accurate measurements in any working environment.

However, attention should also be given to the research work done by Oswald of University of Warwick in The United Kingdom, who according to Psychology Today (2008), surveyed 16, 226 workers in 800 different locations, and found that salary had minimal effects of job satisfactions, in comparison to ranks which were highly valued by the employees.

According to Psychology Today (2008), Oswald found that ranks increased happiness 50-60 % when compared to the employee feelings regarding earning bigger paychecks.

Herzberg and Maslow’s Motivational Theories  

Herzberg and Maslow’s Theories Motivators and Hygiene Factors have implications on the salary attributes of job satisfaction pursuits in working environments.

Frederick Herzberg according to Gawel (1997), had constructed a two dimensional paradigm of factors that affects employees attitude towards work, in the he proposed a theory about job factors that motivates employees. These factors were company policy, supervisions, interpersonal relations, working conditions, and salary.

These factors according to Gawel (1997) were classified by Herzberg as hygiene factors rather than motivators, because their absence can create dissatisfactions but their presence do not motivate or create satisfactions.

Herzberg then used the data he collected, according to Gawel (1997), to identify five factors, namely achievement, recognition, the work itself, responsibility, and advancement that were strong determinants of job satisfactions.

These motivators Herzberg exudes have long term effects on job satisfaction, while the hygiene factors only impact in short term measures before the resurgence of the previous scenario (Gawel, 1997).

Abraham Maslow in 1956 conceptualized five basic levels of needs that employees’ faces in the working environment seek to satisfy and in the process achieve job satisfaction in the process. Maslow stipulated that the lower order needs like physiological, safety, and love and belonging must be satisfied, before higher order needs  like self respect, respect for others, and self actualization which is the fulfilling of one potentials are addressed. Maslow according to Gawel (1997) was careful to point out that a need once met is no longer a motivator (Gawel, 1997).

A knowledge of these two management theories therefore, may prove vital in any working environment where salary, which Herzberg argues is a hygiene factor and not a motivator, Oswald postulated that it has minimal effect on job happiness, and in the case of Maslow, has to be important in acquiring the materials needed to meet significant amount of the lower order needs; has a part to part to play in achieving job satisfaction among employees.

Good Managers

A Good Manager, according to Wrapp (1967), is one who under competitive industry conditions will be able to move the organization significantly towards the goals that have been set, whether measured by higher returns on investment, product improvement, development of management talents, faster growth in sales and earnings, or whatever other targets that were set (Wrapp, 1967).

These Managers according to Wrapp (1967) have to possess 5 skills or characteristics that will separate them from the mediocre performers, and they are;

• They keeping informed
• Choosing the issues
• Are sensitive to power structures
• Avoid being forced to make commitments to specific sets of objectives
• Communicate by consistency, and
• Always indulge in formulating evolving policies (Wrapp, 1967).

In the process of time within organizations, these managers while moving up through the ranks will develop networks of information sources in different department, but will cultivate and keep them no matter how high they rise, so that they will be kept informed and be able to make correct decisions, according to Wrapp (1967).

This will prevent them from falling victim to Kenneth Bowling definition of hierarchy, which states, “The purpose of hierarchy is to prevent information from reaching higher layers. It operates as an information filter, and there are little waste baskets all along the way” (Wrapp, 1967). Good Managers will know that they can bring their unique talents to bear on a limited number of issues each time, so as a result will choose those that will have the greatest long term impact after and during the period of applications, according to Wrapp (1967)

These managers according to Wrapp (1967), are also sensitive to power structures within their organizations, and will use that knowledge to develop and fine tune proposals that will capture the support of the major share of the audience, so that successful implementations can be achieved.

Establishing objectives that are in the short, medium and long term are ideal for these managers, but they will strive to avoid be boxed in corners in terms of fixed commitments to goals, because they are ever mindful that that the competitive market conditions are subjected to changes, and they have to be positioned so adjust to these dynamic conditions (Wrapp, 1967).

The ability to satisfy the organization that they have a sense of direction, although they refused to be forced into a corner, is a critical skill for these managers, who have to show excellence in their communications processes.

Objectives that may not be stated clearly so that everyone in the organization completely understand, and as such good managers will circumvent this by communicating in similar patterns consistently regarding the same issue, so that the level of comprehension will gradually increase, and positively impact on the employees’ conformability to the goals and objectives initially established. Wrapp, 10967)

Wrapp (1967), in concluding, remarked that in the testing of  key managers in organizations by analyst and other investors who are seeking to make investments acquisitions and advise others; it is these five skills that they use to determine the caliber of the management group they are investigating. In terms of adaptability of the concepts, eminent professor went further to emphasize that both managers who are in the process of building their own companies, and those who are moving through the hierarchy of other organizations, will essentially require the same sets of capabilities for success (Wrapp, 1967).

Chapter 4: Methodology

The planned methodology is secondary data. The researcher will make use of organization data collected in a survey by the organization. The researcher will make use of published materials such as books, magazines and newspapers to collect data and information regarding the topic. The researcher will also make use of positions at the organization to obtain information about the organization such as its background and other related information

For the research, the researcher will mainly rely on secondary data in obtaining the information, due to inaccessibility of the subject, or the case study and other research methods not being applicable. Secondary data are data that have been collected for some other purpose. Secondary data can provide a useful source from which to answer the research question(s). Punch (1998) mentions several advantages of using existing data.

Expenditure on obtaining data can be significantly reduced and data analysis can begin immediately, so saving time. Also, the quality of some data may be superior to anything the researcher could have created alone (Thomas, 2004, p. 191). On the other hand, the chosen research method also has several disadvantages. Data that have been gathered by others for their own purposes can be difficult to interpret when they are taken out of their original context. It is also much more difficult to appreciate the weak points in data that have been obtained by others.    The data may be only partially relevant to the current research question (Thomas, 2004, p. 191).

The process of achieving job satisfaction among the IT employees can be achieved by following the approach outline in this section of the paper. In order to achieve the research objectives and test the research hypotheses, the integration of both qualitative and quantitative method was applied to the research.

Qualitative research constitute a method of deriving detailed oral and written accounts of descriptions of persons, objects, systems, processes and situations (Creswell 2003). Quantitative approach on the other hand, applies in the testing of the hypotheses or theories to achieve generalised results as well as the derivation of measurable data (Blaxter, Hughes & Tight 1998).

These approaches were integrated in the research through the derivation of both descriptions of the human resource strategies of CICS, especially in terms of utilising job satisfaction and motivation; to develop organisational commitment among the line workers as well as measurable data, particularly on the comparative effects of motivation and job satisfaction in ushering organisational commitment, by testing the hypotheses previously mentioned.

Research

Traditionally, J6\MIT recognise the importance of human resources in securing its competitiveness and seek to develop organisational commitment to enhance the productivity and commitment of its employees, job satisfaction and motivation are regarded as factors positively influencing the firm’s achievement of organisational commitment. The positive relationship rests upon the fact that motivation and job satisfaction are commonly recognised as factors enhancing the relationship between business firms and its vital human resources.

Comparatively speaking, motivation is expected to have a greater impact on organisational commitment than job satisfaction, due to the higher level on concentration on the working relationship of the employees with the organisation.

Reliability and Validity

The accuracy of and objectivity in the data collected from the company, and the purpose it was originally intended, will impact on the outcome of this analyses. However, repeated use of the SPSS tool, especially in the testing of the hypothesis, will be enable the deficiencies present in the data to be significantly reduced

Data Collection

This research is limited to the information technology section of J6/MIT, and managers and supervisory personal will not be included in the period of data collection, storage, verification, and processing, but individuals not employed with the company will be utilized to ensure objectivity and consistency throughout.

Chapter 5

Results and Discussion

The results and analysis will be presented at the next Board meeting that follows the completion of the project.

Data Analysis and Synthesis

Data that will be used was collected from a December 2010 Climate Assessment survey requested by the Director of J6\MIT. The survey measured 4 components of job satisfaction, work environment, recognition, peer relationships and organization leadership. An average of individual scores will be used to determine the J6\MIT score on these components. Comparisons were drawn between the overall responses to the questions and the differing responses (Creswell, 1994) the following statistical formulae will be also used:

The researcher will utilize the Statistical Package for the Social Sciences (SPSS) to develop the ideal statistical analytical approach for this study… SPSS is  currently one of the most widely available and powerful statistical software packages that covers a broad range of statistical procedures, which allows a researcher to summarize data (e.g., compute means and standard deviations), determine whether there are significant differences between components, examine relationships among variables (e.g., correlation, multiple regression), and graph results (e.g., bar charts, line graphs).

Scope and Limitations

The methodology is unique to J6/MIT in the final analysis, despite the fact that ideas and technique have have been borrowed from other work and modified to achieve the desired purpose and scope.

Interpretation of the data will base on correlation and extrapolation of the data by the SPSS tool, and will embrace favorable or unfavorable employee responses to the parameters covered in the Literature Review.

These results achieved however, should not be replicated in other organizations without considering their unique cultural and industrial characteristics, because no two enterprises are identical in terms of the motivation and job satisfaction, and good manager’s requirements.

Chapters 6

Conclusions and Recommendations

The economics of using the secondary data to aid in the determination of the job satisfaction and motivation levels should be justified by the outcome of the exercise, and the company should more effectively implement and reinforce the concepts of job satisfaction that has emerged, so that it can grow and develop in the broadest possible manner.

Greater significance should also be attached to the quality of life all employees, for therein lies the key for any company desiring to reduce operational cost and increase profitability at the same time. Statistics and the evidence presented in the Literature Review has shown that companies that practice workplace flexibility, have always achieve this goal, as well as cost savings that amounts to millions of dollars annually.

Quality and timely training of managers and supervisors on how to motivate employees, and ensure they are able to realize high levels of job satisfactions regardless of where and what kinds of task they are performing, should also be a regular feature of J6/MIT, as this will ensure that the cumulative experience levels of employees rises exponentially, and impact positively on the organizational competence and capabilities.

Finally, J6/MIT should realize that it has consciously or subconsciously developed a workable model for sustaining its future growth and development, and should use it as far up in the organizational chain as possible, particularly at the recruitment stage, where it can directly bring in employees who will make immediate impact on the company’s performance, and facilitate the achievement of greater levels of synergies than were expected.

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