Employee satisfaction

Requirement for a process for measurement of employee satisfaction and understanding of appropriate quality objectives... 

Loveman, G. W. 1998. Employee satisfaction, customer loyalty, and financial performance an empirical examination of the service profit chain in retail banking. Journal of Service Research, 2(2) 138-144. 

Studies indicate financial rewards alone cannot provide employee satisfaction and retention. High employee turnover costs companies tremendous financial and competitive resources. Many employees faced with equal or higher pay but unsatisfying work will move onto another company or position. A poorly integrated QMS with complicated processes is often the foundation for that dissatisfaction. To repeat work, lose valuable time, or deliver substandard product does not satisfy today s highly educated and competitive worker in the pharmaceutical and biopharmaceuti-cal industry. The cost to recruit, replace, relocate, and retrain employees is significant. Avoidance of these costs can be used as a partial basis for support of the program. 

How should performance appraisals be linked to the allocation of organizational rewards What are some innovative reward strategies that can be used to optimize employee satisfaction and productivity ... 

Customer/employee satisfaction with change control process. 

Employee satisfaction How does the service organization measure and manage employee satisfaction ... 

Trade-offs may not be needed in aU situations, however. Jobs can often be improved on one approach while still maintaining their quality on other approaches. For example, in a recent redesign study, the motivational approach was applied to a group of clerical jobs to improve employee satisfaction and customer service (Campion and McQeUand 1991). The expected benefits occurred along with some expected costs (e.g., increased training and compensation requirements), but not all potential costs occurred (e.g., efficiency did not decrease). 

Effective teams are satisfying. This includes not only job satisfaction, but motivated and committed employees. Satisfaction also applies to the customers of the team s products or services. These outcomes were also explained in more detail in the first part of the chapter. 

Results indicated that all of the team-design characteristics had positive relationships with at least some of the outcomes. Relationships were strongest for process characteristics. Results also indicated that when teams were well designed according to the team-design approach, they were higher on both employee satisfaction and team-effectiveness ratings. 

Rousseau, D. M. (1977), Technological Differences in Job Characteristics, Employee Satisfaction, and Motivation A Synthesis of Job Design Research and Socio-technical Systems Theory, Organizational Behavior and Human Performance, Vol. 19, pp. 18-42. 

A GM assembly plant located in Fremont, CaMfomia was considered until 1982, the year it ended operations, the worst plant in the GM system and in the auto industry as whole. For years, the plant presented dismay levels of quality, low productivity, and prevrilent problems of absenteeism and turnover. The plant was reopened two years later under a new joint venture with Toyota. Changes focusing primarily on the relationship between workers and management, the oigemizationeil structure, and the widespread use of teamwork transformed the plant in one of the most productive ones of the GM system, with high levels of employee satisfaction and very low levels of absenteeism (Levine, 1995). 

All in all, however, if teamwork is propedy chosen as a form of work design and if teams are well designed and meuiaged, teeunwork can effectively improve productivity, quality, and employee satisfaction. 

It is unlikely that offices will produce excessive temperatures that could be physically harmfrrl to employees. However, thermal comfort is an important consideration in employee satisfaction that can influence performance. Satisfaction is based not on the ability to tolerate extremes but on what makes an individual happy. Many studies have shovm that most office employees are not satisfied with their thermal comfort. The definition of a comfortable temperature is usually a matter of personal preference. Opinions as to what is a comfortable temperature vary within an individual from time to time and certainly among individuals. Seasonal variations of ambient temperature influence perceptions of thermal comfort. Office employees sitting close to a window may experience the temperature as being too cold or hot, depending on the outside weather. It is virtually impossible to generate one room temperature in which all employees are equally well satisfied over a long period of time. 

Limitations imposed by the equipment on the flexibility and ease of expansion of the layout, building, or both Use of space Safety and housekeeping Working conditions and employee satisfaction... 

Business results examines the key results and trends related to the organization s performance in key business areas customer satisfaction, employee satisfaction, product and service performance, financial management, marketplace performance, mission accomplishment, human resource results, supplier and partner results, and operational performance. Also examined are performance levels relative to world-class organizations. 

There are several sources for individual and organizational assessment, including self-assessment and assessments from family and friends, colleagues, peers, bosses, subordinates in the workplace, customers, coaches, counselors, trainers, facilitators, and organizational consultants. Assessments can be formal or informal. They can be done informally through feedback by others or formally through performance appraisals, 360-degree feedback, employee satisfaction surveys, and evaluations. 

Establish Key Success Factors and Strategic Milestones. In partnership with organization leaders, establish metrics for improvement ROI, retention/turnover, workforce representation, leadership scorecard focus areas and targets, employee engagement, and employee satisfaction. 

Employee satisfaction and engagement levels among diverse employee populations, as well as workforce representation change, attrition, turnover, and related areas are monitored annually. If trends dip, we institute processes to uncover reasons for dissatisfaction and turnover and then develop strategies to close the gaps. 

An injury and illness prevention program is a proactive process to help employers find and fix workplace hazards before workers are hurt. We know these programs can be effective at reducing injuries, illnesses, and fatalities. Many workplaces have already adopted such approaches, for example as part of OSHA s cooperative programs. Not only do these employers experience dramatic decreases in workplace injuries, but they often report a transformed workplace culture that can lead to higher productivity and quality, reduced turnover, reduced costs, and greater employee satisfaction. 

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