Analysis of Employee Satisfaction and Motivation in an Organization

Running head: MARKETING
Management
Name of the Student
Name of the University
Author note

1MARKETING
From the overall survey, it can be analysed that the maximum employees working in
the organisation are between the age group of 20-25 years. The female percentage is 60%
which is more in comparison to the male who is working in the organization from the last 6-
10 years.
It has been noticed that more than 80% of the employees inclusive of male and female
are not happy with the working environment of the organization as there is no such job
satisfaction in the tasks performed by them. There is a lack of motivation from the higher
officials, and it has affected the overall productivity of the organization negatively. From the
own perspective, Maslow’s Hierarchy Theory can be adopted which will be helpful in
analysing the basic needs of the individuals which play a vital role in managing the morale of
employees and improves the productivity (King, Newman & Luthans 2016).
It can be analysed that there is an equal percentage of the employees who felt that
their contributions are being valued, on the other hand, there is the group of employees who
are confused relating to the gifts which are being evaluated or not. The organization is
required to understand that all the employees are equally important and they are the assets of
the organization. There can be the inclusion of motivational rewards both monetary and
non-monetary rewards which can attract them to perform effectively in the activities
(Hutchinson & Jackson 2015).
More than 60% of the individuals are not able to fit with the organizational culture, as
they feel that there are no offerings of flexibility and encouragement to the team members. It
can be suggested to the top management officials that the managers need to handle the
conflict effectively by prioritizing the areas of conflict and development of the plan by
involving the team members to improve the scenario (Halvorsen & Sarangi, 2015). On the
other hand, few individuals feel that there is the scope of career growth; however, the other

2MARKETING
thinks that there is a lack of career growth opportunities. In such scenario, the management of
the organization needs to provide proper training and development of employees who will
improve the overall situation with the implementation of Tuckman’s Group Development
Model as it will help the team in performing efficiently (Ashkanasy & Dorris, 2017).
Due to turnover among the employees, it led to the overall downturn in the
performance of the organization. It can be suggested that there can be the inclusion of team
hurdles which can be one best way to improve the morale of employees and they should be
included in the different decision-making process as they will feel valued.
Mostly, the employees felt that the managers impose the transformational leadership
approach which is efficient in managing the organization. Only a few felt that there is an
autocratic style of leadership which can be improved by creating and maintaining the change
which will be beneficial for the success of the firm. In the present scenario, it can be seen that
there is a high level of the group which affects the morale of employees and it has led to
turnover among employees that has changed the overall working environment.
The performance of managers has been rated moderately high which is useful as this
will help in improving the management of the organization to a positive one in the future.
Most of the employees feel that the job responsibilities are defined clearly as there are
different specialists for performing specialised tasks which is efficient. However, the work is
not distributed evenly among the employees that have caused chaos among employees, and
their performance has been affected.

3MARKETING
References
Ashkanasy, N. M., & Dorris, A. D. (2017). Emotions in the workplace. Annual Review of
Organizational Psychology and Organizational Behavior, 4, 67-90.
Halvorsen, K., & Sarangi, S. (2015). Team decision-making in workplace meetings: The
interplay of activity roles and discourse roles. Journal of Pragmatics, 76, 1-14.
Hutchinson, M., & Jackson, D. (2015). The construction and legitimation of workplace
bullying in the public sector: insight into power dynamics and organisational failures
in health and social care. Nursing inquiry, 22(1), 13-26.
King, D. D., Newman, A., & Luthans, F. (2016). Not if, but when we need resilience in the
workplace. Journal of organizational behavior, 37(5), 782-786.