How to Improve the Satisfaction of the Staff at an ABC College - Research Paper Example

How to Improve the Satisfaction of the Staff at an ABC College Introduction In the spring of all the 200 employeesof ABC College were administered to an Administrative Personnel Assessment on how to enhance their levels of satisfaction. The analysis involved the institution’s program of promoting a working environment that is positive for its staff and faculty members. The assessment identified various problems in the assessment that deterred proper service delivery from the staff and the faculty. The evaluation drew various conclusions from which a series of recommendations were forwarded for implementation as a way of mitigating the challenge. Nevertheless, despite the implementation of the recommendations of the assessment, problems in the form of service delivery still loom in the college. The employees still complain of low levels of job satisfaction citing low morale and poor job experience as the chief causes of the job dissatisfaction. Problem Statement The assessment is based on the investigation and analysis on how to improve the level of job satisfaction within an organization such as ABC College. Based on the past survey conducted on the same issue, a review of the results was institutionalized. The result indicated that a problem existed in the form of low employee morale and low-quality work experiences that had resulted to low levels of productivity and poor service delivery. Research questions The fundamental query of the survey is the investigation and analysis of how to improve the level of satisfaction of the employees. Based on the underlying research question, the following research questions can be constructed in relation to the aims of the analysis 1. How does the morale of the workers enhance their level of job satisfaction? 2. How does the level of work experiences affect the degree of job satisfaction of workers? Research aims and objectives The basic aim of the analysis is to explore ways to enhance the level of job satisfaction at the workplace. In accordance with the basic aim of the study, specific objectives sought to determine the extent to which moral enhances job satisfaction and the degree to which work experience is related to job satisfaction. Findings of the study In the previous survey, the results of the assessment revealed various loopholes in the delivery of services on the part of the staff and the faculty. Of interest is the fact that the majority of the faults were related to the levels of job satisfaction. Based on the recommendations of the past assessment and the resultant failure of the recommendations to yield positive expected results, a review of the previous research findings and subsequent recommendations was recommended. The findings show that the previous study hedged on the assessment of job satisfaction in relation to work evaluation, awarding, work tools and resources, work content mastery, decision-making, prospects of changing employment and support from the management. Qualitative summary At the culmination of the survey, faculty and staff had the opportunity to provide open-ended opinions in response to: what do you like most about working with ABC college? An analysis of the comments to this prompt revealed the following themes Capacity to contribute: most of the employees stressed the fact that they prefer the ability to contribute to their department and the college. Advancement opportunities: the classification includes the comments that pinpoint the advancement opportunities in the institutions. Benefits: the staff specifically pinpoint the benefits , health cover, social security coupled with new initiatives. Compensation: a section of the workers opined that they preferred fair compensation. Another section claimed that being paid for work done at the intuition marks the best part of the job. Leadership: a selected part of the faculty and staff commented on their appreciation of the leadership. General environment: the category includes comments by faculty and the staff regarding the positive environment at the college inclusive of the culture, the available facilities and the people at the institution. Quantitative summary The findings indicate that at the end of the initial survey, a response of 40 percent and 45 percent of the faculty and staff respectively. The results correspond to the findings at the national level in which most institutions record a response rate of 35 percent on average (Middaugh, 2010). Both the faculty and the staff were to provide their overall levels of job satisfaction on a Likert scale that ranged from very satisfied to very dissatisfied at the other end. The analysis reveals that on average, most of the staff and faculty is dissatisfied with their work. Nevertheless, a comparative analysis between the staff and the faculty shows that discrepancies existed in the results presented in the previous survey. The level of job satisfaction was determined in terms support the management, rewards and recognition, availability of resources, mastery of duty. The assessment shows that on average low scores were established in the areas of support. It is from senior managers at 41 percent spread at 52 percent and 30 percent of the faculty and staff respectively at the national level of 49 percent. In relation to recognition and the rewarding of the employees, the score was established at an average of 46 percent against the national benchmark of 59 percent. Nevertheless, the college performed relatively well in relation to the provision of work resources scoring an average of 81.5 percent against the national benchmark of 72 percent. Discussion The findings show that the average state of the staff and the faculty is unsatisfied with their jobs at the moment. Despite having conducted a wholesome assessment of the situation of the college. In drafting the conclusions and the formulation of the recommendations, not much effort was taken to consider the importance of drawing recommendations based on the findings of the analysis. Since the strongest scores lied in the availability of resources for the execution of duties and the mastery of content, it is imperative that not much effort be expended in the two areas. Rather, among the recommendations of the assessment is that much effort be diverted to the areas of weaknesses. The weak areas were established to be: Senior management knowledge of workers’ duties and provision of necessary support to the personnel is identified as among the vulnerable areas. Despite failing averagely at 52 percent in the case of the Faculty, only 30 percent of the staff supported the senior management in regard to this issue. The results depict the need for more effort to be put by the senior management. The effort should be spent in ensuring that the necessary support be accorded to the workers though more effort should be diverted to the staff relative to the faculty members. Additionally, the senior management may also need to demonstrate more knowledge of the work description of the workers. With over 48 percent of the respondents claiming to be dissatisfied with the amount of recognition given during the making of critical decisions in the organization. The results are an indication of the dysfunctional nature of the organizational culture in the college. With only 41 percent of the staff claiming to be contented with their parts in the making of decision-making, it is obvious that the staff is relatively unsatisfied with their job. In addition, relative to the national score of 58 percent, the 48 percent is relatively low. With such a low level of job satisfaction, employee turnover is mostly high. Lowly satisfied workers tend to have thoughts of changing their jobs in pursuit of better work environments. It is in line with the low level of job satisfaction that the employees declare that on average over 51 percent of the employees had thought of resigning from their current positions in the last six months. With little support from the senior management and little inclusion in the formulation of key organizational decisions, it was expected that the employees could harbor such thoughts. The evaluation of the work done by the employees is among the ways in which the staff and faculty feel that their presence in the organization is considered. A management that conducts regular evaluations ensures that the workers perform as expected and hence, improve the performance. Nevertheless, from the findings against the national average of 62 percent, on average, only 50 percent of the employees confessed of having experienced job evaluations from their seniors. Another aspect considered in the analysis is employees rewards and recognition for outstanding workmanship. Theorists argue that among the most controversial yet effective means of employee motivation is rewarding them appropriately for the work they do in the form of extended paid leaves, paid vacations, promotions among others. Despite 58 percent of the faculty claiming to be recognized and appropriately rewarded by the management, only 47 percent of the workers were in support of the college’s reward and recognition scheme. The average 52.5 percent score of the colleges reward and recognition strategy ranks lower than the national average of 59 percent. Program initiative The low level of job satisfaction established by the analysis is a reliable indication of the need to formulate a program that would leverage the college against other colleges in the country making it the preferred employer. With the college lacking a proper initiative to enhance the work environment of the employees, the analysis seeks to propose a strategic program to improve the current situation in the college. The report recommends the initiation of career development and enhancement programs as a way of boosting employee morale and work experience in the college. Steps in the implementation of the career development and enhancement program Career development is the continuous process of acquisition of skills and knowledge that is inclusive of work mastery and professional development together with career planning activities (Wessel, Christian, & Hoff, 2013). Work mastery abilities are necessary for the successful execution of duties. Professional enhancement abilities extend beyond the scope of the workers’ jobs descriptions, despite being capable of indirectly enhancing work productivity. The ongoing and dynamic nature of career development and enhancement implies that, the workers need encouragement and support in reviewing their goals. The management is in a critical position of providing indispensable contribution and resources to the employees (Rashid, & Bakar, 2010). The management should annually conduct individual development in the form of job rotation, cross training and evaluation of job performance as a way of enhancing job satisfaction. Supporting requests for alternative work schedules from the members of both the staff and the faculty should also be given consideration. Program intent The objective of the initiative is to discern and reward both staff and faculty whose service to the college has resulted in service enhancement and efficiencies for the various segments of the institutions for which they offer their services. The program provides no restrictions on the number of staff and faculty eligible for the career advancement and enhancement program of the institution. Program Reward There are several compensation steps on various ranges in the initiative. All the employees can receive several rewards per year depending on their level of contribution to the organization. Employees with more efforts will be handsomely rewarded for their efforts. Nevertheless, in an attempt to bolster productivity across all spheres of the organization, lowly performing employees will be supported through mentorship, training, and dialog as a way of rekindling their contribution to the institution. Program eligibility All staff and faculty members of the organization on both permanent and contract basis are eligible for the career development and advancement program. Program retroactivity The program is expected to start immediately with the approval of the school’s authorities. It is anticipated that the HR sector that will be mandated with designing the appropriate reward and advancement scheme shall closely coordinate the program. Summary The program initiative is expected to enhance employee productivity by working taking into effect the conclusions and the recommendations of the assessment. With the recommendation pushing for more effort in employee rewards, inclusion in decision-making and job evaluation, the program initiative incorporates the recommendations fully. Key focus in the effort is the inclusion of employee reward scheme, job assessment and dialog to foster productivity. Summary of the assessment cycle The assessment sought to identify ways to improve employee job satisfaction through an analysis of a previous assessment conducted in the organization. The findings lead to the drawing of various conclusions and recommendations that were employed in the formulation of career development and advancement program as means of salvaging the situation. The career development/advancement program proposes a series of stages to be undertaken to assure the success of the program. The assessment took into consideration the drawbacks of the previous assessment and insights from literature and theory. In an effort to make the evaluation more comprehensive and efficient, a program to help the college enhance employee job satisfaction is recommended for implementation. The proposed program is expected to last in the long run as it introduces into the institution a series steps that are imperative to bolstering employee job satisfaction. References McDonnell, H. N. (2012). Examining job satisfaction, emotional intelligence, and servant leadership: A correlational research design (Order No. 3507047). Available from Melvin, J. (2011). Design and the creation of job satisfaction. Facilities, 11(4), 15. Retrieved from http://search.proquest.com/docview/219641521?accountid=45049 Middaugh, M. F. (2010). Planning and assessment in higher education: Demonstrating institutional effectiveness. San Francisco: Jossey-Bass. Rashid, A. M., PhD., & Bakar, A. R., PhD. (2010). Career development interventions implemented by secondary school counsellors in malaysia. Journal of Global Business Management, 6(2), 1-10. Retrieved from http://search.proquest.com/docview/867813372?accountid=45049 Suskie, L., & Banta, T. W. (2010). Assessing Student Learning: A Common Sense Guide. Hoboken: John Wiley & Sons, Inc. Wessel, R. D., Christian, N. T., & Hoff, A. K. (2013). Enhancing career development through the career success club. Journal of Career Development, 29(4), 265. 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