Abstract |
“job satisfaction” refers to favorable feelings about the employment that emerge from an assessment of its qualities. A person who is highly satisfied at work has positive feelings about their work, whereas a person who is not content has negative feelings. A person’s profession involves more than simply the straightforward duties like sorting through paperwork, writing computer code, serving customers, or driving a truck. Working in usually unfavorable situations, following organizational rules, and policies, meeting performance criteria, and other such requirements are all part of the job. Any business must have satisfied employees to succeed. Salary, promotions, working conditions, and other essential elements should all be taken into account when evaluating an employee’s job satisfaction. The investigation was conducted as a part of descriptive research. The sample was chosen using a convenience sampling strategy. A questionnaire was used to gather the main data. The websites and company records were used to gather the secondary data. 35 employees were given a standardized questionnaire, and data was gathered based on it. The SPSS Method was used to analyse the data. From the start of the questionnaire preparation process until the analysis, findings, and suggestions, the utmost attention was taken. The analysis supports the finding that the majority of employees are content. There was also a mention of unhappiness with some of the contributing variables. According to research, employee unhappiness will have an impact on the organization’s productivity and work performance. Additionally, the organization receives helpful advice and ideas for improved prospects. Many businesses will conduct mandated employee surveys or in-person interviews to collect data on employee satisfaction. Since surveys are frequently anonymous, employees have more freedom to be sincere without worrying about consequences. The corporate management interviews can be scary, especially if done effectively, it might demonstrate to the employee that people in charge have heard their concerns and are taking them seriously. Meetings and surveys are excellent methods to uncover trends in the data relating to employee happiness.
|
Referenceses |
Chiu KR, Luk VW, Tang TL (2002). Retaining and motivating employees, Compensation preferences in Hong Kong and China. Personnel Rev., 31(4): 402-431.
Chakrabarty S, Oubre DT, Brown G (2008). The impact of supervisory adaptive selling and supervisory feedback on salesperson performance. Ind. Mark. Manage., 37: 447- 454.
E. A Locke (1980)The Nature and Causes of Job Satisfaction. M.D Dunnette (Ed.), Handbook of Industrial and Organizational Psychology, Chicago, Rand McNally. pp.1297-1349
Ellickson. M.C., & Logsdon, K. (2002). Determinants of job satisfaction of municipal government employees [Electronic version]. Public Personnel Management, 31(3), 343-358.
P. Green, “-e perceived influence on organizational productivity: a perspective of a public entity,” Problems and Perspectives in Management, vol. 14, no. 2, pp. 339–347, 2016.
A. B. Shmailan(2016), “-e relationship between job satisfaction, job performance and employee engagement: an explorative study,” Business Management and Economics, vol. 4, no. 1, pp. 1–8
A. Hira and I. Waqas(2012), “A study of job satisfaction and its impact on the performance in banking industry of Pakistan,” International Journal of Business and Social Science, vol. 3, no. 19, pp. 174–179
J. K. Singh and M. Jain(2013), “A study of employees’ job satisfaction and its impact on their performance,” Journal of Indian Research, vol. 1, no. 4, pp. 105–111.
R. Shahu and S. V. Gole(2008), “Effect of job stress and job satisfaction on performance: an empirical study,” AIMS International Journal of Management, vol. 2, pp. 237–246, 2008.
P. E. Spector(1976), Job Satisfaction: Application, Assessment, Causes, and Consequences, SAGE, -ousand Oaks, CA, USA.
R. Jalagat(2016), “Job Performance, job satisfaction and motivation: a critical review of their relationship,” International Journal of Management and Economics, vol. 5, no. 6, pp. 36–43.
|