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Employee ion Survey BHEL

Employee ion Survey BHEL

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Published by Sandeep Singh
Summer Internship project
Summer Internship project

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Published by: Sandeep Singh on Jul 28, 2010
Copyright:Attribution Non-commercial


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Chapter 1.Introduction to the topic
Employee satisfaction means different things to different people. While it is intuitively believed that employee satisfaction is necessary for high performance, studies in the pasthave not supported this belief.The dictionary defines satisfaction as “gratification of an appetite and pleasure.” In general, people most often associate satisfaction with happiness and comfort. It is likely that in mostof the previous studies, people responded to the question “Are you satisfied?” by interpretingthe question as “Are you comfortable in your work? Do you feel secure and content?” Whilethis may not have been the intent of the question, this understanding of the question doessuggest why organizational performance has not been linked statistically to employeesatisfaction. We don’t often associate high performance with contentment, security, andcomfort. However, we do tend to associate high performance with enjoyment of the work,fulfilment in accomplishment, and effective work relationships. Therefore, the researchersworldwide decided to explore a new definition of satisfaction, one that taps the elements of fulfilment, empowerment, and engagement.The principal elements of fulfilment, empowerment, and engagement are
Satisfaction with the job:
To be fulfilled, people need to value their day-to-day work activities. People need to have a sense of accomplishment or pleasure from the work itself.
Satisfaction with relationships:
People also need to value the relationships they have onthe job to be fulfilled. People want to like working with their co-workers. While people knowthat conflicts will arise, they want to be assured that the focus is not on the interpersonaldifferences, but the task differences.
Satisfaction with leadership:
If people do not think that they are being managed or ledeffectively, it is hard to have fulfilment in the work.
Knowing that others are satisfied in their work:
One of the key findings from our research is the importance of the open expression of fulfilment in the workplace. Knowingthat others gain fulfilment in their work is a powerful motivator.
Knowing that others are satisfied with the organization’s leadership:
It is difficult to befulfilled if there is not open trust and support for leadership. Equally, when that open trustand support is present, it helps create an environment where people feel empowered andwilling to give their full engagement.This combination of both personal satisfaction and communication of group satisfaction is acritical distinction between Fulfilment Satisfaction and traditional definitions of satisfaction.In today’s work environment, few objectives are met solely through one individual’s efforts.In addition, as people work together in group settings, they are likely to influence eachother’s attitudes and beliefs. Because of the roles that teamwork and joint effort play inorganizational success today, tapping into these elements seems critical. One might feel personally satisfied, but not perceive satisfaction inothers. As a result, the overall sense of fulfilment that one feels will be diminished.Organizations that encourage open communication, where employees discuss their level of satisfaction, promotes high performance.
Nine Steps to Improving Employee Satisfaction.
Whether the employee stays or goes, the employer is bound to suffer a
financial loss
of some type. This is because "Disgruntled" costs money. If he or she leaves, there is thecost of advertising, interviewing and training a new employee in addition to the trainingalready invested in "Disgruntled." If he or she stays, the costs, while just as high, can be moredifficult to measure. One of the costs can be lost productivity due to poor morale on the partof both the "Disgruntled Employee of the Month," and the employees who must work with"Disgruntled" on a daily basis. Also, statistically speaking, "Disgruntled" probably also has ahigher rate of absenteeism and on-the-job injuries than other employees. All of these factorsmake "Disgruntled" an under-performing asset compared to more satisfied employees.
1There is currently a wealth of information available outlining the results of research on positiveThere is currently a wealth of information available outlining the results of research on positive employee motivation and retention strategies. A quick surf on the Net pulls up amyriad of research on topics such as "Managing Human Capital." And new books, such asThe ROI of Human Capital and The HR Score Card, are selling even before they hit the bookstores. When I read this literature, however, I find several recurring themes on the typesof management programs that build corporate value. These commonalties are:1.
Shared Mission or Vision
: Organizations that have a mission or vision statement and useit as a guide for decision-making find employees spend less time and resources on non-income-producing activities when their people management strategies are aligned to themission. A team guided by a clearly stated and communicated mission is more cost-effectiveand competitive than one where the mission is fuzzy or nonexistent.2.
Regular Employee Input and Feedback Programs
: Building a corporate culture thatrequires employees to be an integral part of the organization can be an effective way of getting the most from the talents or competencies brought to the organization by eachemployee. Allowing employees at all levels of the organization to share their ideas andconcerns will also help the company develop and maintain a safer and more productive work environment. Knowing employees' feelings for, and levels of commitment to, theorganization can be essential to measuring whether people management programs are producing the desired results.3.
Clearly Defined and Communicated job Expectations
: When an organization makes thedecision to fill a new position, it has an idea of what will be expected of the new employee.However, unless these expectations are clearly communicated, the result can bedisappointing for both the employee and employer. Such situations cause conflict andinefficiencies in the workplace. Therefore, it is very important that the employer establish amechanism for making sure the needs of the organization are clearly communicated andunderstood.

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