Conclusions about Different Companies from Surveys of Employees - Report Example

FINAL REPORT OF FINDINGS FROM SURVEYS Introduction: This Report is generated to summarize the findings from three separate surveys that have been carried out among the employees of Ballard Integrated Managed Services, Inc. The problems that had to be addressed when the survey was commenced included the following (a) increased turnover of employees (b) increase in employee use of sick leave (c) dawdling at work and (d) employees putting out shoddy work. These surveys have attempted to discover some of the possible underlying reasons that could serve to explain why employee morale and performance appear to be on the decline, so that the high turnover of employees can be arrested. Significant aspects uncovered in this study: At the outset, the quantitative analyses have shown that the highest number of dissatisfied employees appear to be working in the housekeeping department. Female employees, especially long term ones, have stated that they were not allotted the shift they desired. There are also issues with pay that are prevalent among housekeeping employees, most of whom feel that they are not being paid adequately when compared to the level of work that they are doing. A majority of employees quitting appear to be from the housekeeping department, they are mostly male. The two most often cited reasons for quitting are (a) Employee does not like Supervisor (b) Employee is dissatisfied with pay Therefore, one of the major findings from these surveys is: Employees in the Housekeeping Department do not like their supervisors; they are dissatisfied with pay and may also be dissatisfied with management failure to accommodate their desired shifts. The dislike of supervisors is also evident in the remarks made by some of the employees who were interviewed, as well as in the quantitative results that indicate some dissatisfaction with supervisors in the other two departments as well. But for male employees in the housekeeping department, this has become a reason for them to leave their jobs and therefore is a serious issue that needs to be addressed. Yet another problem in the Housekeeping department uncovered in the surveys is that long term female employees appear to be disgruntled because their desired shift was not allotted to them. According to Fuller (2004), it is the way that an organization functions which can influence employee decisions on whether or not to remain with it. If employees feel like outsiders, or inferior and unworthy, then it is likely to have a negative impact upon the employees’ physical, psychological and spiritual well being and they are more likely to leave the organization. The dissatisfaction with supervisors thus appears to be functioning as a significant de-motivating factor. Dissatisfaction with pay is another reason that is propelling employees to leave. Employees from all the departments and some managers have also indicated that the pay they receive is not adequate for the work they do and this is a strong factor that is likely to contribute to low motivation in workers. Employers tend to offer good monetary rewards, such as high salaries, signing bonuses and attractive benefits to attract and motivate employees (Pfeffer, 1998). The findings from the surveys suggest that employees of Ballard may not be motivated because of this problem, which is pervasive throughout the organization, and must therefore be addressed. The surveys have also shown that almost 66% of the employees fear that they will lose their jobs, which may serve to explain why some employees are expressing their dissatisfaction by dawdling and putting out shoddy work, because they cannot afford to quit outright. 44% of employees also feel that they are not trained enough, which may be contributing further to dissatisfaction. The results of the qualitative survey through interviews with current employees as well as quitting employees have also identified some of the common complaints that many employees have voiced. One of the most frequently occurring ones is the location of parking far behind the hospital, which also appears to pose a security risk to female employees. Additionally, another commonly repeated complaint is that the cafeteria is gloomy and cheerless, while several employees feel that doctors are brusque and that their supervisors are not very helpful. According to Maslow’s Hierarchy of Needs Theory (1970), which is a five tier system, an individual has two kinds of needs – the lower order needs, extrinsic which are satisfied externally, such as physiological and safety needs, and the higher order intrinsic needs which are satisfied internally such as social needs, esteem and self actualization needs. If these intrinsic needs are not satisfied, employees will not feel motivated. In the case of Ballard’s employees, the lack of assistance from their supervisors and the brusque attitude of the doctors may be contributing to reduced feelings of self worth and satisfaction of the employees at the workplace. When the employees feel the atmosphere within which they are working is depressing and cheerless, this may also translate down into their work attitudes. Herzberg (1968) has also argued that employees are sometimes more likely to be motivated by factors such as achievement and the work itself rather than simply money. Hence, producing a conducive work environment is very important to enhance employee motivation on the job. For those employees who have been denied their desired shift, or for employers who face brusque treatment from doctors and supervisors, their intrinsic needs are perhaps not being satisfied, which may be contributing to low motivation and lackluster performance. The degree to which an employee experiences satisfaction at his/her job is determined by the extent to which he feels that he is at an advantage or a disadvantage as compared to a “referent other”, who is actually a person that is in a position comparable to the employee. [Anderson and Bedini 2002]. “Input” has been described as those assets a person brings to his job such as education and qualifications, while “outcome” refers to the results of the input that an employee puts into a job, i.e. salary and benefits. It is the perception of inequity as compared to a referent “other” at another firm that motivates people to behave in such a way that the input/outcome ratio is adjusted and if this ratio is to be compatible with what management desires, then the appropriate motivation needs to be provided to the employees to address the inequity [Beauvais, n.d.]. Such factors include bonuses or special considerations to redress the perception of inequity which creates dissatisfaction at the workplace among employees. Recommendations: Dissatisfaction with pay is not limited only to the Housekeeping Department, but ranges across all employees, including some of the managers. This is also coupled with 66% of the employees fearing that they will lose their jobs, thereby producing an outward expression of such dissatisfaction as shoddy work, increased sick leave time or dawdling at work. Thus the question of pay must be addressed by (a) raising pay levels, especially for housekeeping employees, and/or (b) reducing the work load of individual employees so they feel adequately compensated for the work they do. This is likely to enhance the motivation of employees and result in an improvement in their work performance, as well as reduce their desire to leave. Dissatisfaction with supervisors has been expressed in all the departments, although it is more in the Housekeeping department, where employees are also leaving because of such dissatisfaction. This can be addressed by: (a) Introducing training programs for supervisors, especially in the housekeeping department. Training needs to be provided especially in employee relations and sensitivity to employee concerns. (b) If necessary replacing Henry Dumas and other supervisors and replacing them with other managers, perhaps providing the opportunity for more females from among housekeeping employees to assume supervisory positions, since they will be sensitive to the concerns of housekeeping employees. This may be helpful in ensuring that supervisors are more responsive to employee concerns, and such measures would address the most important reason why employees are leaving. It is also necessary to address some of the factors that are contributing to depression and feelings of low self worth at the workplace. The following measures are suggested: (a) Refining parking arrangements and providing alternate locations for parking or common transportation arranged by Ballard (b) Improving the décor of the cafeteria so that it is cheerful and enhances the environment. This would provide a distraction from the oppressive environment and improve employee morale (c) Introduce more flexibility into employee shifts so that they feel less pressured (d) Introduce a “Best Employee Of The Week” scheme, or other kinds of employee reward and recognition programs in order to address the self actualization needs of the employees and provide them higher levels of motivation. The increased turnover of employees can be arrested if such measures as those outlined above are introduced. While addressing the important issues of pay and training for supervisors, it is also necessary to improve the working environment and ensure that the employee ennui that appears to have set in is mitigated. Employees need to be motivated and their extrinsic as well as intrinsic needs must be addressed. This will achieve the goal of reducing employee turnover and also addressing the problems of dawdling, shoddy work and frequent absences, since an enthusiastic, motivated employee is likely to be a good worker. Bibliography * Anderson, Denise M and Bedini, Leandra A, 2002: “Perceptions of workplace equity of therapeutic recreation professionals”, Therapeutic Recreation Journal, http://www.findarticles.com/p/articles/mi_qa3903/is_200207/ai_n9096508/pg_2 , * Fuller, R.W., 2004. “Somebodies and nobodies: Overcoming the abuse of rank”, Canada: New Society Publishers * Herzberg, F, 1968. “One More Time: How Do You Motivate Employees”, pp 85-95 IN Harvard Business Review: “Breakthrough Ideas: 15 Articles That Define Business Practice Today”, Harvard Business Review, Harvard Business School Publishing. * Maslow, A.H, 1970. “Motivation and Personality” 2nd Edition. New Jersey: Prentice Hall. * Pfeffer, J, 1998. “Six dangerous myths about pay,” Harvard Business Review, 76(3): 109-20 Read More