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Introduction

1. INTRODUCTION The various needs and expectations of work can be categorised in a number of ways - 'intrinsic' and 'extrinsic' motivation. Extrinsic motivation is related to tangible rewards, such as salary and benefits, security, promotion, working conditions and environment. Intrinsic motivation is related to 'psychological' rewards, such as opportunities to use own ability, challenges, and sense of achievement, positive recognition. A person's motivation, job satisfaction and work performance will be determined by these combined strengths. As a result of a job satisfaction survey undertaken on one of the largest supermarkets located in the south of England, key contractual areas were identified for improvement. The research involved a staff survey, random informal discussions, a formal interview, and a balance of gender, age groups, shift patterns and status levels. The information was collated and analysed in the context of five contract areas, which reflect the employee/employer relationship. The purpose of this report will concentrate on only three of these contractual areas, with a view to outlining the strategy, expected outcomes and implementation to improve these particular working conditions. The three contractual areas chosen are: 1.1 The Knowledge Contract 1.2 The Ethical Contract 1.3 The Task Structure Contract 2. CONTRACUTAL AREA - THE KNOWLEDGE CONTRACT 2.1 Definition of the problem The outcome of the survey in this contractual area expressed that "training should be individualised", as some employees felt they had not received correct or adequate training for their job, as well as "staff were inadequately informed about careers", while staff wanted to develop and advance within the company, many believed that they were not encouraged by their managers, nor were they advised or informed of the career options available. The overall consensus is that additional training and career development is required to meet individual employee's needs. 2.2 Outline of strategy/Expected outcomes The purpose of training and career development will lead to many benefits for both the individual and the organisation. ...read more.

Middle

Groups, departments are unorganised with low leadership skills resulting in poor performance. The circle is quicker than the wheel in solving complex problems, and is the most satisfying for all employees. The all channel network this is also a decentralised network which involves full discussion and participation. This network works best where there is a high level of interaction among all employees to solve complex problems, although may not stand well under pressure which may disintegrate and reform into a wheel. A 'Y' chain network is more centralised with information flows along a predetermined channel. This network is more appropriate for simple problem solving, requiring little interaction, with low to moderate satisfaction of employees. Effective group communication results in all of the above networks being used. 3.4 Implementation To achieve long-term success the following requirements must be stated and followed: - Communicate more relevant information - i.e. what the company is proposing to plan, and how it will affect an individuals environment and job. - That the principle of open, honest internal communication be supported by management with the assurance that such communication is an essential part of effective management. Create a culture where dishonesty is unacceptable. - That employees be informed of and encouraged to share in company goals, objectives and plans. For example, in company publications, departmental meetings and through staff appraisals. - That employees be informed and kept up to date about all on-going company activities. Remembering that nothing annoys employees more than learning from an outsider about some activity, problem or event in which his or her organisation is involved. - That employees be informed of contentious, delicate and negative issues. These may include recruitment problems, a decline in sales, staffing cutbacks, termination of cutbacks, etc. - That management actively support the Human Resource Management policies, in practice as well as in theory. They must also realise that this is not a matter of personal choice, it is an obligation they must adhere to daily. ...read more.

Conclusion

Given the link between customer satisfaction and employee satisfaction and the company's need to develop stronger sales and profit growth, the issue of job satisfaction is vital. Job satisfaction is an emotion, a feeling, an attitude and a matter of perception. It results from appraisals of employee's experiences at work, their dislikes and likes. Enid Mumford sees job satisfaction as "a fit between what the organisation requires what the employee is seeking and what the employee is receiving. The degree of fit will determine the extent to which the employee is satisfied". Whilst this survey, acknowledged strengths in downward communication, atmosphere and customer service, it also acknowledged shortcomings with respect and support, satisfaction and how valued the staff felt. In order to boost staff moral the suggested strategies for implementation will certainly aid this if carried out in an effective and efficient manner by supervisors/Managers. Positive participation of manager's and employees at all levels is required. Although considered time consuming the results of employee satisfaction will have a large impact on the company. It is important for management to recognise that financial support for all employment policies are required in order to transform policy into practice. Organisations which are committed to effective Human Resource Management and work to ensure that their employees' skills and well being are continuously maintained and improved, increases efficiency by means of motivating staff, encouraging high employment retention rates and low rates of absenteeism and increasing moral. All these factors will dramatically increase the company's chance of success in the ever-increasingly competitive world. To conclude, I quote Sir Brian Wolfson, Chairman of Investors in People UK "Boredom and frustration at work is often the result of an employee's lack of involvement with the company's goals and a feeling that their ideas are not wanted or listened to. For the employer, staff turnover increases as employees walk out of the door for more interesting jobs. There is also an impact on levels of customer service and quality - both key areas of success in today's competitive environment". 5. ...read more.

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