Study attempts to evaluate job satisfaction of employees in different companies. it investigates the impact of type, work experience, age and sex differences on attitude towards job satisfaction. the objective is to assess the satisfaction level of employees in industry and to identify the factors influencing job satisfaction. Study is conducted to analyse the factors that are needed to improve the job satisfaction level. The result shows that salary, efficiency in work, supervision and co-worker relation are the most important factors.
Likewise, employees’ feeling of job satisfaction has been reviewed in comparatively with a specific dimension of organizational culture and leadership. In organizations that are flexible and adopt the participative management type, the latter are more possible to be satisfied, resulting in the organization’s success. Although the leader creates the culture predominantly, but he or she is the one who progresses through this process and so are the leadership tactics that he or she applies. In accordance to the leadership, there are two major types of leadership in organizations that influence the employee’s job satisfaction, which are: the transactional and the transformational leaderships. The transactional leaderships are the ones who act within the frame of the dominant culture; the transformational leaderships work towards change and adaptation of the culture to their own
A number of studies done by different scholars have identified manager’s attitude, organizational culture, personal problems, job content, financial rewards, communication, norms & standards used at work as some of the factors affecting employee performance ((Saeed, et. al. 2013), (Amari, 2014) and (Nassazi, 2013)). The study of Campbell et al. (1993) has identified that employees’ performance is the key element for organizations competitiveness and superior productivity.
Therefore, the leader needs to arouse this interest in the employees and make them work to the best of their capabilities. Motivation is a psychological phenomenon which means that the needs and wants of an employee has to be fulfilled by making an incentive plan. Businesses which are not able to motivate their employees face low productivity and high turnover rates. There are multiple theories which help in explaining how employees can be motivated in the workplace. It is important to understand that which of the motivational theories best fits your organisation which would increase employee retention rates and improve worker productivity.
That manager can inspire and encourage their teams. Managing at Tesco begins with targets set out to be achieved. The manager at Tesco decides on the appropriate way to achieve these targets and then the Tesco manager must delegate tasks appropriately to their team members. Task assigning and delegating is a major part of the job for a manager in Tesco, but there are other task that need to be done such as, determining the skills level of their employees and their leadership
For every organization, the most important element is the employee’s performance because the success or failure of an organization is depends on the performance of an employee. Many business personnel directors assess the employee performance of each staff member on an annual or quarterly basis in order to help them identify suggested areas for improvement. Employee Performance is the successful completion of tasks by a selected individual or individuals, as set and measured by a supervisor or organization, to pre-defined acceptable standards while efficiently and effectively utilizing available resource within a changing environment. Employee once attained the title of high performer, he/her is spirited with intrinsic motivation and encouragement. Such highly spirited employees enhance organizational performance.
In simpler words, job satisfaction is linked to the job; organizational commitment emphasizes links to the organization (Lim, 2007). Higher organizational commitment will lead to lower turnover intention; the studies was identify on how organization wish to motivated the employee to attracted with the job and the organization. According to Meyer (1991) when commitment is valued by organization and employees receive positive response and encouragement then it works as motivation and to remain in the organization and to work for organization. Thus, it shows people are more committed and engaged when there is a process for them to contribute. In other hand, it can help employee show up for work at the same time gives them sense of pride in their
Employee’s job performance According to Sharma and Metha (2007) primarily, a working person has two roles to play: professional and personal roles. This had a significant role in shaped the performance on an individual. Campbell (2007) stated that organizing need highly performing individuals in order to meet their goals, to deliver the services they specialized in and finally to achieve competitive advantage, define employee’s job performance as the branch of psychology that deals with the workplace. It most commonly referred to whether a person performed their job well. Meanwhile in study made by Jamal (2007) as cited by Springer (2010) stated that he saw employee’s job performance as an action that employees can successfully implement
An organization comprises of employers and employees. To meet the organizational goals and achieve success, everyone in the organization should work together upto the mark. Obviously, employers will work hard as it is their dream to hold the organization high. However, all the employees may not feel the same and may not work properly. In other cases, employees may face difficulties in reaching some goals.
Engagement is in the level of responsibility and contribution of a worker has towards their association and correspondence between in organization and its individuals. It is all about the business connections and works associated with occupation, profitability and performance of the organization. Employee Engagement This concept is supported by Harter et al. (2002), Cathcart et al. (2004).