As we know, employees want more flexibility because they want to spend more time with their families. The opportunity to better balance work and home life is valued to most workers today. Our second finding is about the worldwide pharmaceutical Eli Lilly and Company. This company offers work-life program suitable to meet employee’s satisfaction. Some of the benefits offered by this program are: employee wellness and needs outside of work such as on-site day care, a cafeteria to prepare take home meals, services such as dry cleaning and shoe repair (Gordon, 2003). Some satisfactory advantages were that it helps Eli Lilly’s employees balance work. For example, many workers struggle with demands from work and home, especially if employees are parents. For full time patents, who are also working full time, many services provided to the employees, on the site, help to take a lot of the burden off their hands. The working environment at Eli Lilly is friendly and family-friendly oriented. This work life programs bust employees’ productivity and satisfaction making them more focus and productive. We believe that many people would like to work for this company. On the other hand the employer reduces turnover rate and the company to cut employee turnover costs and trim health care claims. In situations where extra role conflict happens, the probabilities of absenteeism and turnover can result greater for the company (impact on the company’s image). Thus, some standard benefits were created to meet the needs of the employees at Eli Lilly and Company leading the company list one of the top ten family and friendly oriented companies.
A company's long-term success or failure is essentially dependent on the job security and the job satisfaction felt by the company's employees. An employer should have many loyal, hard working and intelligent employees in order to build up a successful and profitable business. However, this success or failure has to be balanced by management practices, behavior and environment conditions to enhance morale and commitment. In many companies it is found that employees work there for a year or less and they could not be satisfied. According to our textbook job satisfaction is primarily dependent on how workers feel about their jobs. In other words, job satisfaction is the key element for employee’s fulfillment within an organization. What happens when a company does not have culture and does not offer the benefits required by an employee? Or what about an employee perceived unfairness?
In the First USA Bank in Wilmington, we have found that employee retention and turnover are the most objective measures of employee satisfaction/dissatisfaction in organizations. Despite many companies offering great organizational integrity and fair work environment, such as AT & T and Eli Lilly, others are having difficulties in understanding and meeting organizational commitment and morale. For example, this was the case of Jonathan Bender, a particular employee who initially worked at the bank as a debt collector. He was very irritated with his job. Even though debt collector could earn a thousand of dollars in bonuses in supplement to his salary, he was quite sick of contacting at least 16 accounts in an hour and listening to every day complaints. He was disappointed because he had trouble to focus on the job and advancing his career and his company fails to value him as a worker. In regards to job satisfaction, pay and promotions were the company’s only way to satisfied its employees. But they’re not the only way to job enrichment-improving their skills and satisfaction. (The salary does not sometimes serve as motivators).
After First USA conducted an employee job satisfaction survey, they have realized and conclude that there was a problem which has a negative impact for the future prospects within the organization. They attempted to create a remedial strategy to improve their employees –“CSI provided First USA with CareerPower, a seminar format built around what CSI founder Beverly Kaye calls the “Five Ps”’. The new culture values assessed were thru a new program called Opportunity Knocks Program. This new program involves the following characteristics:
- Person
- Perspective
- Place
- Possibility
- Plan
The first “P” tries to understand and uncover particular KSAOS of employees so that a career fit was possible within the company. The second “P” attempts to improve communication with peers by soliciting feedback and self-assessment. Originally the company lacks of this second element. The third “P” Managers must understand the nature and characteristics of the job itself, industry and profession. The four “P” attempts aspects of enrichment and career advancement –motivation. As we mentioned earlier those are the essential keys that leads to job satisfaction and motivation. Lastly, the fifth “P”, which tries to develop a plan (goal) to know if each individual possesses the right KSOS for competency within the company. At the same time, the team creates an atmosphere in which it was evident that employees’ career advancement was not only supported by the bank but also strongly aligned with the organization’s own goals and culture. As Jonathan Bender entered into the program offered by his company his life changed dramatically. Now, he works as a production flow coordinator which is making sure the computer is running properly. Although it was challenging, he was very happy with it.
The key element for Opportunity Knocks Program to succeed is because there has a good managerial system now than before. The program not only uncovered elements or characteristics from employee but endeavor to work with them. The managers and Human Resources actually make plans to cope with the weaknesses that employees have previous encountered. The effectiveness of this program is that develops a greater breadth of experience and positive reinforcement for employees to consider. It prevents turnover rate and job quitting. It makes the employees realize the true aspects of their value and talent. In other words, they have to be sure about their KSOS and capabilities to catch up with unknown knowledge. The most important element they have to consider as the program mentions is to have a great plan for themselves.
Some of the causes of job satisfaction and determining ways to improve it are one of the major tasks of human resources management (HRM) and organization do. First, HRM and organizations attempt to search about the need fulfillment of employees. As mentioned earlier employees at AT & T and Eli Lilly were satisfied by the flexibility and other incentives to their needs to work closed home and family. Compared as to First USA Bank, need fulfillment was never met at the beginning, as the case of Jonathan Bender. Second cause, discrepancies which attempt to satisfy the employee to do work and provide services in exchange for the things they need and want. For example, in the case of First USA Bank, employees and managers fail to communication, as compared to AT & T and Eli Lilly. The considerable pressure to meet goal from bank employees and the need for career development were important issues to the company’s efficiency and effectiveness. The third cause is value attainment. For example, employees at First Bank, no matter how much collection they could have made, they would make no difference for the employer. This can lead to low productivity and high turnover. This can happen if manager fails to communicate value/appreciation of the employee. The Manager needs to reassure the workers that their KSAOS are valued. The fourth cause is equity. AT & T and Eli Lilly employees were treated fairly because their needs were satisfactory met such as providing flexible schedule, meals for employees and balance in work and family. The KSOS’s were valued and that eventually led to the companies’ productivity. Lastly, the last cause of job satisfaction research by HRM and organization are trait/genetic components. Satisfaction is a function of personal traits and genetic factors.
Throughout all the companies mentioned, each has its weaknesses and strengths for other companies to learn and plan better strategies to cope with employees. Everyone wants flexible schedules and convenient work locations. This can prevent conflict between work and family. This is not the only way to satisfy employees, communication is another key element. Unlike First USA Bank, the managers should have sufficient communication with employees. So that it can reach to high productivity. Someday, we may have our own company and it will inspire us how to plan well to cope with the employees. So instead of low turnover, the performance and productivities will be very high. Hence, we are looking forward this day to come.
References
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Allenby, Dr Braden. Atkyns, Dr. Robert. Nanvati, Binny. Roitz. (2002/2003)
Organizing Around Networks, Not Buildings: 2002/2003 AT&T Employee
Telework Research Results. May 5, 2004
Gordon, Joanne. (2003). My Job, Myself, My Problem? Forbes.com.
April 28, 2004.
Kiger, Patrick J. (2001). At First USA Bank, Promotions and Job Satisfaction
Are Up. May 7, 2004.
Business Work- Life Programs Helping Employees Balance Home, Careers Are on
Rise and Good for Bottom Line, Say Experts. (2000) AScribe Inc. AScribe
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Bates, Tom. Increasing Employee Satisfaction. May 13, 2004.
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Article: Organizing Around Networks, Not Building -2002/2003 AT & T Employee Telework Research Results. http:/www.att.com/telework/article_library/survey_results_2003.html
I need the article which you retrieve this information
Listed among the top 10 family –friendly companies by Working Mother magazine in 1996 and 1998”. As found in Lexis NexisTM Academic, article titled: “Business Work –Life Programs Helping Employees Balance Home, Career Are on Rise and Good for Bottom Line, Say Experts”, dated, January 24, 2000. Copyright 2000 Ascribe Inc. Ascribe Newswire
Article: Patrick J. Kiger (2001). First USA Bank, Promotions and Job Satisfaction Are Up
, pg.2