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员工工作满意度的重要性The importance of job satisfaction

时间:2016-04-01 10:09来源:www.ukthesis.org 作者:英国论文网 点击联系客服: 客服:Damien
在现代人力资源管理,多一直讲到工作满意度及其在一个组织的管理的重要性。工作满意度是指到员工个人的内容,并乐意与他或她的工作的程度。在快乐的人他们的工作范围内,他们说是更满意。工作满意度显然与工作绩效和公司的发展潜力有关。管理风格和文化,员工的参与,增强能力和自主工作位置都对工作满意度和工作绩效有很大影响。工作满意度应组织内经常测量。测量的最常用的方法是采用评定量表,其中员工报告他们的反应和响应他们的工作。在现代化的管理,组织应更注重员工的饭碗,因为工作满意度的影响的工作态度和员工绩效的满意度。
In modern human resources management, much has been talked about job satisfaction and its importance in the management of an organization. Job satisfaction means the extent to which an individual employee is content and happy with his or her job. The happier people are within their job, the more satisfied they are said to be. Job satisfaction is clearly associated with job performance and the potential development of a company. The management style and culture, employee involvement, empowerment and autonomous work position all have great influence on job satisfaction and job performance. Job satisfaction should be frequently measured within organizations. The most common method of measurement is to employ rating scales in which employees report their reactions and responses to their jobs. In modern management, organizations should pay more attention to the employees’ satisfaction of their jobs because job satisfaction impact job attitudes and employee performance.
 
Managing employee performance is a compensable part of what all managers and rating officials perform all through the year. It is as important as financial resources and program outcomes management because employee performance has a profound influence on the financial and program components of any organization. (Bills, 2009) The annual performance program involves all staff members and managers and covers the evaluation of work-related behaviors and potential of employees and determining how well employees are doing their job, communicating that information to employees, agreeing on new objectives and establishing a plan for performance improvement. Performance management is aimed to improve organisational, functional, unit and individual performance by linking the objectives of each. Every organization has its own employee performance appraisal system and there always exist some problems with the performance appraisal system. These appraisal systems have positive and negative impact on the extent to which employees are satisfied with their jobs and career performance. For example, there is a five-level performance appraisal system in which the staff members are forced to be distributed a level rating at Red Square Industries. At the same time, a lot of issues come with the five-level performance appraisal system. Therefore, organizations should design effective employee performance appraisal systems in order to get employees to get more satisfaction from their jobs. Here is an example to illustrate it.
 
At Red Square Industries, the top 10 per cent are Superior performers with a 1 rating; the next 25 per cent rated 2 good performers; the next 45 per cent rated 3 acceptable performers; the next 15% marginal performers rated 4 and the bottom 5% unsatisfactory performers with a rating 5. Employees with a 5 rating are given three to six months to enhance their performance before they are considered for employment relationship termination. Those rated from 1 to 3 have salary increases and those with 1 or 2 rating bonus payments; only legally required increases are given employees rated 4 and 5. (Stone, R 2010)
 
Performance appraisals play a very essential role in the effective management and evaluation of staff members in an organization. In annual performance appraisal programs, employers and workers mutually review the employee’s responsibilities, performance and short-term and long-term goals and together figure out what can be done to make sure there will be some improvement in employment performance. And in general there are four major objectives of performance appraisal:
 
First, every worker makes different contributions to an organization because their knowledge, skills and competencies differ. Some employees have good performances and some do not. These staff members need to be discriminated on the basis of their performance which is conducive to stimulating the staff who did well in their jobs to work harder and perform better later and brings those who did bad jobs to the realization that they must work harder and devote more to their own jobs in order to keep up with the good performers. The employment performance appraisal system stated above at Red Square Industries stimulates the workers to take more efforts to do their work well by ranking the staff members and giving them different titles such as “stars” and “dogs”.
 
Second, according to Maslow’s Hierarchy of Needs, every one has physical and social needs. Every one desires to be rewarded for their good deeds. The managers can build into jobs the opportunity to fulfil the needs of the employees. The workers will be motivated and the managers will harvest the benefits together with the employees. (Hillman, 1996) In business fields, the employees’ needs must be satisfied and the workers must be rewarded for their good performances in completing their jobs. Of course, the staff must be rewarded in a manner that good performers get more benefits and rewards both financial and non-financial. In order to obtain more benefits, the workers will delicate more time and energy to what they are engaged in doing. At Red Square Industries, Salary increases are awarded to those rated 1, 2 and bonus payments awarded only to those rated 1 or 2. Employees rated 4 and 5 are only given legally required increases. The performance appraisal system motivate and encourage the staff members to do better in their job responsibilities while trying to gain a higher salary or other benefits and have better spiritual enjoyment with more money.
 
There are a lot of error sources. For example, according to Edward L. Thorndike, the first person to support the halo effect through empirical researches, (Edward L. Thorndike, 1920) a person tends to get a general judgement of a person from one trait or aspect of the person especially when there is not enough information on the person. Thus, the bias can’t be avoided. A rater is also no exception in the judgement of a person’s job.
 (责任编辑:anne)


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