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Research on Importance of Employee Motivation and Satisfaction

   

Added on  2020-06-06

66 Pages20657 Words69 Views
Leadership ManagementData Science and Big DataHealthcare and ResearchStatistics and ProbabilitySociology
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DISSERTATION
EDITING
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EXECUTIVE SUMMARY
Introduction
Employee satisfaction is of enormous importance for an organization that wishes to enjoy
long-term success. It is perhaps in recognition of the importance of employee motivation and
satisfaction that management scholars have put forward several theories. Job satisfaction is
considered along dispositional and behavioural dimensions alone. The happy employees are
satisfied employees and therefore they accept and believe in the organization’s goals, and give
their best towards the attainment of such goals. In this regard, the following research questions will
be investigated:
Does wages and salaries satisfaction lead to job satisfaction?
Is regular benefit and reward associated with job satisfaction?
Is perceived organizational support associated with job satisfaction?
Background
The present study attempts to investigate the relationship between pay and employees job
satisfaction. It is proved that satisfied employees perform more effectively and satisfied from
their jobs. Employees have different needs; salary and benefits are not the only important factors
for their satisfaction. The issue of employee motivation and satisfaction is one of the oldest
problems in management theory and practice which is need to be resolved so that satisfaction
level among employees can be increased.
Methods
The research has been conducted with the use of both qualitative and quantitative methods.
Explanatory design has been used in the study which investigate the relationship between pay
and employees job satisfaction. The research is of qualitative type as it utilizes qualitative
methods of data analysis. Data has been collected by using primary and secondary methods. Data
has been collected by using primary and secondary methods. In order to attain this and also
prepare for contingency, a sample size of 150 was chosen by selecting 44% of the total number
of staff in each department. Secondary data was collected from, journals, books, government reports
etc.
Findings and Recommendations
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From the finding it is identified that there are many employees who are disagreed that
local communities not satisying with those tasks which are done by them. Further, within the
organization employees are only provided less salary and there is no less benefits is provided to
them. The most obvious recommendation proceeding from this research is that organizations
and the managers who run them should pay employees good wages and salaries, good enough to
ensure that employees can meet their basic needs and even have money left over for
discretionary spending.
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CHAPTER ONE
BACKGROUND OF THE STUDY
1.1 INTRODUCTION
According to Pfeffer (1998), the key to an organization’s long-term success depends
upon by giving meaningful work to the employees, & keeping the employees happy, thus by
helping in boosting up the organisational effectiveness” (Moynihan & Pandy, 2007).
Consequently, employee satisfaction is of enormous importance for an organization that wishes
to enjoy long-term success. It is perhaps in recognition of the importance of employee
motivation and satisfaction that management scholars have put forward several theories. To
explain employee satisfaction and attempt to provide templates that practitioners can use to
foster employee satisfaction in the workplace (Hausknecht, Miller, & Vance, 2008). Hence, the
issue of employee motivation and satisfaction is one of the oldest problems in management
theory and practice, (Robbins & Judge, 2013). Along with this it is one of the mostly used
variables in management (Visser & Coetzee, 2005).
It has been argued that motivated employees give their best on the job if they have a
high need for achievement (McClelland, 1961), if they derive fulfillment from the job (Herzberg,
1968), if their needs are met (Maslow, 1954), and if they are given stretch goals (Locke, 1968).
And of course, researchers have suggested that the wages and other benefits employees derive
from their jobs play a significant part in their satisfaction as well. Why is employee job
satisfaction important? Firstly the happy employees are satisfied employees (Gregory, 2008),
and therefore they accept and believe in the organization’s goals, and give their best towards the
attainment of such goals (Simon 1997). Secondly, between job satisfaction and workplace a
strong correlations have been found (Buitendach & De Witte, 2005). Third, the significant
predictor of employee well being of job satisfaction. (Sousa-Poza, 2000). At last employee job
satisfaction is thought to affect the organization’s performance in the long-term, whether in terms
of customer satisfaction, revenues, or profits (Manalel & Joy, 2016). Of course, employees have
different needs; salary and benefits are not the only important factors for their satisfaction
(Zohouri, Rezaei, & Jorfi, 2007). However, increases wage levels have direct implications on
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employees well-being (Diener et al, 1992), and it can, be legitimately expected to affect
employee satisfaction.
The question then arises: how can organizations (and the managers who lead them) know
if they are satisfying their employees? There are no simple answers to this question because
employee satisfaction is a multidimensional construct that has many causes- both intrinsic and
extrinsic (Moynihan & Pandy, 2007).
Nevertheless, it may be possible to identify in what ways extrinsic factors such as pay and
benefits affect employee satisfaction (Moynihan & Pandy, 2007). It would also be valuable to
know that the effects are (both positive and negative) of employee satisfaction with pay, and
role which they plays in their overall job satisfaction. More importantly, it would be valuable to
know if, and to what extent, regular wage increase fosters employee satisfaction. Finally, it is
easy to understand the extent to which employee job satisfaction correlates to other
organizational variables such as both organizational support and commitment. All of these are
what this study will investigate and attempt to understand. It is expected that the results of the
study will be beneficial to the empirical understanding of the dynamics affecting and producing
employee satisfaction in the workplace. As such, it is expected that this study will help both the
researchers and practitioners alike.
1.2 STATEMENT OF THE PROBLEM
Management theorists and practitioners alike agree that one of the most useful factor is
job satisfaction which helps in determining the extent to which people give their best to the
organizations they work for (Ostroff, 1992). One of the central concerns of management theory, ,
is the ways managers can increase employee job satisfaction in their organizations. Along with
this the way- managers can help their people to attain a psychological state in which they are
committed to the organization , and voluntarily want to give their best for it (Tella, 2007). Like
every other thing that involves human beings, however, there are bound to be several factors that
could account for the state of job satisfaction of a group of employees (Arvey & Carter, 1991),
so it would be naïve to attribute it to one factor alone. Nevertheless, pay (including wages and
benefits) seems to play a very significant role (Judge et al, 2001). To that extent, satisfaction
with wages and benefits (called pay satisfaction) is a key component of overall job satisfaction
(Edwards, Bell & Decuir, 2008).
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However, to what extent does pay to affect employee job satisfaction? In the past, researchers
assumed that there is direct, linear and positive relationship between pay and employee
satisfaction. For example t, the higher an employee’s pay, the more satisfaction they have in their
job (Robbins & Judge, 2013). Over time, however, this point of view began to give way to a
more formal view between employee and their pay. Namely, that while employees are unlikely
to be satisfied with a job that pays them poorly, remuneration ceases to be an important predictor
of employee job satisfaction once pay gets past a certain threshold (Spector, 1997). This suggests
that the other employees who are highly paid may be dissatisfied with their jobs if there are
other things about the job (such as job profile, promotion, opportunities for advancement, time
off, etc.) that adversely impact the satisfaction they derive from it (Luthans, 2007). In light of
these, how does one untangle the effects of pay on employee satisfaction? At what point
specifically does pay cease to correlate positively with satisfaction of employees and of all the
factors that influence it, how important is pay relative to other factors?
Either for a lack of understanding of the consequences of their actions or just for the sake
of maximizing shareholder value, many managers create systems that seem designed to tear
down their employees’ self-esteem. Consequently, employee satisfaction plummets. Managers
then wonder why employees won’t give their best, why they aren’t ‘loyal’ to the organization,
and why they would jump ship (i.e. leave the organization) at even the slightest opportunity. But
it is highly unlikely that employees would give their best to their organizations if they don’t feel
valued by the organization, if they feel unappreciated, or even abused outright. To that extent,
perceived organizational support plays an important (howbeit intangible) role in employee
satisfaction.
But what specific aspects of POS are positively correlated to employee satisfaction? Do
managers have any control over employees’ POS? And if they do have control over POS, what
specific things should managers do (or restrain from doing) if they want to foster it? And to what
extent will these actions foster or improve employee satisfaction? It is against this backdrop that
this research will attempt to deconstruct the relation between wages and benefits and employee
satisfaction. The underlying idea being that job satisfaction, though intangible, is very real, and
can be felt and described by the members of an organization.
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