When employees identify with organizational goals and culture they are less likely to leave their organization to work for another.

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When employees identify with organizational goals and culture they are less likely to leave their organization to work for another.  Many employers attempt to increase the benefits to satisfy these goals for employees and make them happy. However, they are some organizations that fail to enhance employees’ morale and commitment.  This paper explains that in order for firms to have long-term success, they need to design effective human resource management (HRM) practices that encourage the retention of their skilled employees.  It also focuses on job satisfaction and many factors that influenced such as work environment, interpersonal relations with managers and co-workers, employee perception, and motivation in three different companies, AT & T, USA Bank and Eli Lilly.

        Employee satisfaction always has been the most important issue for US corporations. Issues with productivity and turnover rate are of major concerns.  For example, it is difficult to find the right person to replace with a vacant position.  As well as, it is expensive to hire a person and spend time to train and select a new employee.  What about designing new programs to increase productivity within the company?  We believe that employer has the obligation to provide jobs, know fully what the jobs entail, select and train the proper workers for them, provide a working nurture environment conducive to job satisfaction, listen and communicate to their workers, and reward, compensate, advance, and evaluate them adequately. Employers know that strategic planning and employee productivity and retention are essential for profitability, but they often do not understand the relationship between these variables.  

        In our economy many corporations are seeking to make its employee satisfy with their job by increasing their benefits.  However, the constant struggle to design an effective program is a challenge to most of these companies.  It is important to keep in mind that value/appreciation and training are the keys to motivation and employee satisfaction to employees.  Although employee satisfaction can be very unique determinant to each worker, the proper training and career development are very essential to most people. For example, our information gathered for three distinctive companies varies in different facets and key determinant assessed by employees. AT & T has created network-base structure that its employee can balance their work and family.  The benefits of this program are that allows employees to work most of time at home.  It also arranges work around networks in lieu of buildings.  Some of the satisfactory advantages for the employees were: balance work and family life 74%, more personal time 63%, save money 63% and lower stress 47%s.  Others aspects such as promoting trust between employer and employee 64%, and finding out that the firm actually cares for the employees 69%, were strong indicators of organizational commitment (an acceptance of the organizational goals).   This program increases employee satisfaction within the company because it benefited both the company and its employee.  AT & T increases productivity “teleworkers reported gaining about one extra hour of job-based productive time each day when working at home”.  That means increasing profits of ($100M) by reducing overhead cost such as real estate, and enhancing retention and recruitment to the company.  Other advantages aspects include such as of organizational loyalty (company’s culture) have reported to increase and career and job satisfaction (67%). On the other hand its employees also save money by eluding daily commute.   “Over 150 million miles to work 2002, saving millions of gallons of gasoline and thousands of tons of pollutants from being exhausted into the air” (Allenby, Athyns, Nanvati, Roitz, 2003).  This program also provides a flexible work schedule for employee.   According to the survey that developed by Office Team, a leading staffing service specialization in highly skilled administrative professional shows, which the greatest factor give employee satisfaction in their current job is more flexibility in their schedule.  “The Vice President of Office Team, Liz Hughes says, but more work often means longer hours, which can lead to burnout.  A flexible schedule can alleviate some of the burden and allow for greater work-life balance for staff”.  However this might sound satisfactory to some AT & T employees, for some extent other employees were dissatisfied with the program.  Realistically, satisfaction will depend on the each individual needs/goals/interest and perception or any representative facets or determinant valued by the employee and company.  In addition, not every employee performs the best work between 9am to 5pm.  Network-base structure provides a flexible schedule to enable early risers and night owls to work when they are most productive.

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        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 ...

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