Effective Employee Job Satisfaction - Essay Example

 Effective Employee Job Satisfaction Table of Contents Introduction 2 Job Characteristics and Job Satisfaction 2 Salaries and Rewards 3 Career growth under prestigious organization 3 Business and Corporate Travel 4 Cultural Manifestations and Job Satisfaction 4 Role of Personality in Job Satisfaction 6 Job Satisfaction, employee performance and organizational support 9 Conclusion 10 (A) Value of personality, job design and culture to explain job satisfaction 11 (B)Responsibility of Managers for lower ranked jobs 12 References 13 Introduction Job satisfaction generally helps the employees to perform effectively. In an addition to this, effective employee job satisfaction helps the organizational leaders to meet the developed organizational goals and objectives quite effectively. Job satisfaction actually acts as a motivational tool for the employees. These aspects have advantages for both the employees as well as organization. Effective job satisfaction influence employees to enhance their professional growth. On the other hand, organisations can reduce external threats, such as work turnover and employee poaching through effective job satisfaction strategy for employees. Purpose of this assignment is to suggest organizational managers to focus on employee job satisfaction in order to enhance business performance. Job Characteristics and Job Satisfaction All the four example case studies are related to job satisfaction. It is true that global job market is highly competitive. On the other hand, organisations really want good workplace performances from their employees in return of given salary (Purdy, 2008, p.21). Investment banking and fund raising can be considered as difficult and stressful but adventurous job to do so. John Bishop generally works for more than 80 hours per week in his organization. In addition to this, he has to travel a lot during these times. Working for extra hours and constant travelling are the characteristics of these job roles. But, John Bishop and Tony Kurtz have accepted the level of work stress and constant engagement with clients quite significantly. Two aspects can contribute to high level of job satisfaction in these examples. Salaries and Rewards Lucrative salaries and incentives can be considered as the most primary and fundamental reasons behind the job satisfaction (Kusluvan, 2003, p.78). It is known to each and every corporate executive that fund raisers and investment bankers are recognized as money man within this industry. The employees with these job roles have a significant opportunity to earn lucrative incentives against one portfolio. Therefore, salaries, incentives and financial rewards can be considered as the major contributors to the high level of job satisfaction (Shribman, 2008, p.9). Career growth under prestigious organization Each and every employee needs professional growth in his or her corporate career. Therefore, everybody wants to work under prestigious organizations. David Clark works in MTV as vice-president of global marketing. On the other hand, Irene Tse works in Goldman Sachs as government bond-trading head. These two organizations can be considered as one of the leading organizations within the respective industries. However, working for a prestigious company can be considered as a motivation tool that enhances effective employee performances (Brown, 2002, p.121). According to these individuals, it is fair to deal with job stress and work pressures within such prestigious organizations. They have accepted these aspects quite naturally. They can see that they have a good prospect ion near future if they justify their job roles and job responsibilities in such renowned organizations (Jang, 2008, p.92). Therefore, it can be stated that leading organizational brands can act as job satisfaction tool for employees to deal with any kind of work stress (Kinicki, 2007, p.169). Business and Corporate Travel Travelling as job responsibilities also can be considered as a motivational tool that ensures effective job satisfaction for employees (Bush, 2005, p.77). Travelling around the globe for the job purpose can be considered as real dream come true for several employees, such as John Bishop, Irene Tse, Tony Kurtz and David Clark. However, this aspect motivates employees to keep themselves busy with clients and senior executives across the globe. This specific aspect can become advantage for both employees as well as organizations. In terms of employees, it actually enhances their job satisfaction (Grenway, 2008, p.21). On the other hand, organizations can extract the best possible skills and competencies through employees in the business tour. Cultural Manifestations and Job Satisfaction David Clark works for MTV as the global marketing vice president. MTV can be considered as one of the leading multinational video channels. The major cultural manifestation of the employees of this organization is to maintain a good relationship with business clients across the globe. This organizational cultural sign can be observed through the activities of David Clark. He had to travel a lot around the globe in order to maintain a good relationship with the clients. He is often busy in his personal life interacting with clients and office executives. It is clear from the case study that David Clark has tried significantly to maintain good relationship with the clients and business partners. He gives reply to more than 500 messages on daily basis. In addition to this, it is he used to travel a lot per year to promote the brand and to keep him busy with several global music scenes. It is the organizational culture of MTV to promote the channel globally. Therefore, the job responsibility allowed him to travel around the globe quite often. In addition to this, the global marketing vice president in company like MTV will get a lucrative amount of incentives and travel allowances. This factor also may have influenced David Clark to do his job aggressively (Scott, 2014, p.73). This aspect can highlight the organizational culture of employee motivation through rewards. There are three cultural elements in MTV that have been discussed in above paragraph. These are customer service management process, brand awareness through promotions and employee motivation. These cultural elements seem to be consistent with job satisfaction element. Global tour and employee rewards can boost job satisfaction and motivation level of an employee (Xiao, 2014, p.99). Following Schein’s level of culture model will help to analyze the discussed cultural elements. Schein’s Model of Organizational Culture Schein’s model of organizational culture identifies three discrete levels in the organizational culture. These levels are artifacts and behaviours, espoused values, and assumptions (Schein, 2010, p.17). These three levels will be discussed with respect to the cultural element that is present in MTV organization. In terms of artifacts and behaviours, employee engagement and reward distribution can be considered as a significant cultural element of MTV. Artifacts include verbal, tangible and overt identifiable elements in an organization (Miller, 2011, p.22). Reward distribution and performance appraisal can be considered as tangible and verbal identifiable elements that are practiced in MTV. Effective customer service management and great value to the customers can be considered as espoused values (Murray, 2006, p.12). Espoused values can be considered as the stated rules and values of organization regarding the behaviour of the employees (Schein, 2009, p.72). According to the culture of MTV, each and every employee is bound to give reply to the messages that are asked by customers, business partners and business clients. Assumptions can be considered as taken-for-granted and deeply embedded behaviour that are generally unconscious (Smart, 2011, p.8). Mr. David Clark wakes up at 6.30 a.m. on daily basis for the sake of effective customer relationship management. It can be considered as shared basic assumptions in MTV (Newberry, 2008, p.63). Role of Personality in Job Satisfaction Individual personality of employees can play an important role in the job satisfaction of employees. Big Five Model of personality has been implemented in this part of the essay in order to determine the behaviour of the individuals that are mentioned in the case study. Big Five Model of Personality In the field of psychology, the Big Five Model of personality consists of five different individual personality traits. These five traits are broad dimensions or domains of personality that are generally used to describe the personality of human beings (Landy, 2009, p.27). Openness and Job Satisfaction Openness personality trait has a significant impact on job satisfaction. Individuals with this specific personality trait give appreciation for emotion, adventure, curiosity, variety of experience, art and unusual ideas (John, 2010, p.79). People with these personality traits always try to be flexible in any kind of pressure situation. It enhances effective employee job satisfaction. All of the individuals mentioned in the case studies avail this specific personality trait as each and everybody is creative, loves to interact with other individuals and loves to travel across the globe to attain new experiences. Openness generally reflects the degree of creativity and intellectual curiosity that are available in the individuals (Engler, 2008, p.291). Conscientiousness and Job Satisfaction Conscientiousness has a positive impact on job satisfaction. People with this specific personality trait have the tendency to be dependable and organized. They have the greater sense of achievement and self-discipline. People with this personality trait try to be satisfied with job roles through the discipline and organizational values. In this case also, the individuals have greater degree of conscientiousness as all the individuals are self-disciplined (Robbins, 2013, p.9). This specific personality trait helps people to meet organizational goals through discipline and dependency. In addition to this, people with this specific personality trait generally prefer action according to the developed plan rather than just spontaneous behaviour (Harsen, 2004, p.103). Extraversion and Job Satisfaction Extraversion generally stands for positive emotions, energy and surgency. People with this specific personality trait have the particular assertiveness, tendency and sociability to seek the imitation in the support or company of other individuals. Extraversion is positively related with job satisfaction as positive energy, emotion and surgency in workplaces and job design make the employees satisfied with their job roles and responsibilities. These individuals generally try to mitigate the distance and cultural barrier among two individuals through the talkativeness aspect. It is clear from the case studies that each and every individual possess positive emotions and energy to meet the personal as well as professional goals (Raad, 2000, p.16). Moreover, they are always ready to clear by issues or distances through openness in communication approach. Agreeableness and Job Satisfaction Agreeableness is significantly related to job satisfaction. People with this personality trait have the tendency to be cooperative and compassionate. This personality trait enhances collaborative work performance in an organization, which enhances job satisfaction of the employees who are co-operative and supportive to other individuals. However, it is clear from the case study that all the individuals are helpful and cooperative to provide possible positive solutions to others’ problems (Lussier, 2009, p.33). Neuroticism and Job Satisfaction This personality trait has negative impact on job satisfaction. People with this personality trait have the tendency to experience anger, anxiety, depression and unpleasant emotions quality easily (Perugini, 2002, p.71). Therefore, people always remain dissatisfied with their job roles during work stress and pressure situations. This specific personality trait is not present in any of the individuals that are mentioned in the case study. All the individuals are quite flexible to face any kind of situation in workplace and job responsibility related context. Job Satisfaction, employee performance and organizational support It has been mentioned earlier that job satisfaction can be considered as an important aspect in the human resource management process of an organization. It is clear from the provided case study and above mentioned discussion that each and every individual is happy with his or her job role and job responsibility. Job satisfaction can be effectively related with the employee performance. Job satisfaction actually works as a significant motivational tool for the employees. Employees generally perform effectively and justify their assigned job role and job responsibility if they are satisfied with their job. Effective job satisfaction actually helps an employee to think about his personal as well as professional goal in an organization (Oss, 2001, p.61). These aspects can be observed in the provided case study in which all the employees are eager to perform effectively due to high level of job satisfaction. Job satisfaction has great impact on organizational support. Perceived organizational support can be considered as the degree to which organizational employees believe that organization gives values to their contribution and concerned about the personal as well as professional needs (Price, 2011, p.61). Employee job satisfaction generally enhances positive perceived organizational support. Job satisfaction motivates employees to perform effectively. It helps to improve the perception in the mind of employees. Lower level of job satisfaction can create a negative perception about the organizational support that directly impacts the performance level of employees. Therefore, it is highly important for organizational leaders to take care of the level of job satisfaction of employees in order to enhance positive perception about organizational support. It positively helps employees as well as organizations to meet developed goals and objectives (Mcshane, 2004, p.54). The possibility of employee’s leaving the organization significantly depends upon the job satisfaction of employees. If skilled and competent employees are not satisfied with their assigned job roles and responsibilities, then the employees will try to find better job opportunities in different organization. It has been mentioned earlier that job market is becoming highly competitive as several organizations are trying to hire skilled and competent employees in their workforce (Kapoor, 2012, p.18). The possibility of employee poaching significantly increases due to lower level of job satisfaction of employees. Each and every individual needs to grow in his or her professional career. Therefore, limited or lack of job satisfaction can force the employees to decide to leave the current organization (Loosemore, 2013, p.95). The general attitude and behaviour of employees are also related to job satisfaction. It is true that, each and every individual cannot handle pressure and huge job stress in an organization unless he or she is quite flexible to handle and control those. It is clear from the above mentioned cultural and personality trait model that an employee should be energetic and open to all in order to ensure flexibility in pressure situations (Lee, 2004, p.194). Therefore, it can be stated that all the individuals cannot be happy with each and every workplace situation and environment. Conclusion This part will conclude the essay by discussing two following questions. (A) Value of personality, job design and culture to explain job satisfaction Personality of employees, job design and organizational culture all together plays an important role in the job satisfaction. Behaviour and attitude of employees in workplace plays an important role in job satisfaction (Martin, 2007, p.134). Behaviour of employees depends upon the individual personality trait. Some employees are flexible in pressure situation. On the other hand, some employees do not love to interact with other individuals due to different personality traits. For example, David Clark, being the vice president of global marketing at MTV, loves to travel a lot in every year to promote the channel. In addition to this, he enjoys interacting with clients and communicating with them. Giving reply to 500 messages on daily basis can be considered as an example of openness personality trait, which enhances higher job satisfaction. Job design also plays an important role in job satisfaction. Job design includes job role, responsibility, and performance appraisal and wage distribution. Lucrative salary or incentive and glamorous job roles enhance higher level of job satisfaction. Example of John Bishop can be considered here (Lee, 2008, p.32). Being investment banker at Citigroup, he never complained about pressures and stress due to lucrative and glamorous job design. According to Bishop, these aspects enhance higher job satisfaction. Organizational culture also plays an important role in job satisfaction as employee friendly organizational culture and work place environment enhance higher job satisfaction, which motivates them to perform effectively (Stride, 2008, p.29). Therefore, it can be stated that all of these aspects are important to ensure higher level of job satisfaction. (B) Responsibility of Managers for lower ranked jobs In terms of less glamorous and lower ranked jobs, it is the major responsibility of the managers to take care of the motivational aspects of employees. Employee motivation is the most important reason behind effective employee performances as well as organizational performances. There are several motivational tools that can be considered by the managers to enhance higher job satisfaction for lower ranked employees. Effective performance appraisal and performance incentives can be considered as effective motivational tools (Cranny, 2002, p.19). It is true that, employees of all ranks and department expect rewards from employers for their hard-work and performances in organization. These strategies will satisfy the employees with job responsibilities in organizations. Implementation of bottom-up communication approach also can be considered as an effective motivational tool that can enhance higher job satisfaction for lower ranked employees. It is true that, employees may have some issues or problems with job role. If the employees find it difficult to share those with top-level management, then they can find for better job opportunities. Therefore, bottom-up communication approach will help employees to share their views with the management of the organization (Richardson, 2006, p.93). On the other hand, managers can take care of the needs of employees through this. As a whole, this specific approach will reduce the communication gap between lower ranked employees and top level management in an organization. References Brown, M., 2002. Business management: Issues and Ideas. Stamford: Cengage Learning. Bush, T., 2005. Leading and managing people in education. New York: Springer. Cranny, C., 2002. Job satisfaction. London: Kogan Page. Engler, B., 2008. Personality theories. London: Cambridge University Press. Grenway, B., 2008. The Relationship between employee motivation and job satisfaction. London: Routledge. Hersen, M., 2004. Comprehensive handbook of psychological assessment. New Jersey: Pearson. Jang, J., 2008. The Impact of career motivation on job performance. London: Kogan Page. John, O., 2010. Handbook of personality. London: Kogan Page. Kapoor, A., 2012. Service marketing. New Jersey: Pearson. Kinicki, L., 2007. Organizational behaviour. London: sage. Kusluvan, S., 2003. Managing employee attitudes and behaviours. New Jersey: Pearson. Landy, F., 2009. Work in the 21st Century. Stamford: Cengage Learning. Lee, A., 2004. Kellogg on China. London: Sage. Lee, S., 2008. Leadership improvement and job satisfaction. London: Prentice Hall. Loosemore, M., 2013. Strategic risk in construction. Munich: GRIN Verlag. Lussier, R., 2009. Leadership. London: Sage. Martin, P., 2007. An exploration of job satisfaction and workers. New York: Oxford University Press. Mcshane, K., 2004. Organizational Behaviour. London: Harvard University Press. Miller, K., 2011. Organizational communication. London: Cambridge University Press. Murray, P., 2006. Contemporary issues in management. London: Kogan Page. Newberry, D., 2008. Organizational learning. London: Routledge. Oss, M., 2001. A guide to human resource management. Stamford: Cengage Learning. Pereugini, M., 2002. Big five assessment. New York: Springer. Price, A., 2011. Human resource management. New York: McGraw-Hill. Purdy, J., 2008. Job satisfaction within a non-profit organization. London: Cambridge University Press. Raad, B., 2000. The Big Five Personality factors. London: Kogan Page. Richardson, R., 2006. Job satisfaction and retention of workers. New Jersey: Pearson. Robbins, S., 2013. Organizational behaviour. London: Routledge. Schein, E., 2009. The corporate culture survival guide. London: Sage. Schein, E., 2010. Organizational culture and leadership. New York: Springer. Scott, D., 2014. Contemporary leadership in organizations. London: Routledge. Shraibman, F., 2008. Ana examination of the job satisfaction. London: Sage. Smart, J., 2011. Higher education. New Jersey: Pearson. Stride, C., 2008. Measures of Job satisfaction. Munich: GRIN Verlag. Xiao, H., 2014. Contemporary global management perspectives. London: Sage. Read More