Running Head: JEDDAH SEAPORT .

Management

Name

Topic

Date
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Job Satisfaction of Cargo Employees at Jeddah Sea Port

Some of the factors that determine employee job satisfaction at the Jeddah Seaport include

employee empowerment and social support.

Employee Empowerment

Virant (2015), describes the work that cargo as representative thereby requires their

presence every time the job is to be done. The continuous availability at the same spot for the

same job creates monotony that can make the boring. The employers should, therefore, look for

ways of reducing the monotony that challenges the effective output of the employees for the

particular assigned duties. Monday & Martocchio (2016) suggests some of the ways the

employers should act to help reduce the monotony that has been confirmed to be the major cause

of boredom and reduced work output. According to them, the employers should sometimes

change the mode of supervision. In doing so, they should allow the workers breathing spaces and

allow them to be their own supervisors. A worker will always be happy and perform to the fullest

when they know that they have the trust of the superior. It gives them the independence to do the

best of what the job requires them to do. Additionally, the superiors should consider changing

the work environment. The port is big enough, and the workers can be turned to work at different

locations to motivate them relatively. A change of environment for an employee is always a

motivating factor that improves the work output.

Social Support

The chemistry between the workers themselves and their attitude towards one another is

very crucial for their job satisfaction at the port. It is more satisfying to the cargo workers to feel

that they are working alongside people who love them and feel good for them. The superiors
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should device ways of making the workers bond together as a family and work together as a

team. The step is one of the best ways to make them satisfied with their jobs (Harzing and

Pinningtone, 2015).

Factors for Performance and productivity of Cargo Employees

The primary factor that affects employees’ performance and productivity are the

empowerment of the employees and motivation. How so? The workers need to be motivated by

better payment schemes and promotions. The dream of the employee is always to get promotions

at work because it comes with more responsibilities, pay, and royalties (Dutta &Madalli, 2015).

Competence of the supervisors and superiors is a major determinant of worker’s performance

and the general productivity of the port. They must make the workers happy while in service by

offering some independence to them (Georgiades, 2015). Georgiades confirms that the Social

Security System (SSS) in Arabia is so strong calling for the employees and the superiors to work

on the happiness of the employees to lure the work to the potential. He states that system makes

the nationals not desperate for work.

Problems Faced in Satisfying Job Performance

Employee Relations. When workers cannot bond effectively at the workplace, their

attitude towards one another worsens. The same has been observed with concern at the Jeddah

Seaport. At the seaport, there are two types of employees, the local and the foreign employees. It

is confirmed that the local workers look down upon the foreign workers and even hate them for

intruding in their country to snatch them of their jobs making labor cheap. The discriminations

cause bad blood between the employees from both divides. Additionally, the locals despise the

fellow workers along religion lines causing uneasiness and dissatisfaction in them (Rangus et al.
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2015). The Jeddah seaport can be the greener grass, but the work environment can prove to be so

unwelcoming owing the discriminatory acts by fellow workers. A better pay cannot substitute the

feeling of dissatisfaction (Project Management Institute, 2015).

Problems Affecting Employee Performance and Productivity

Workers Discriminations. When a section of workers feel that they are not treated fairly

by fellow workers and their superiors, they sabotage and abscond duties. The move reduces their

work output and the productivity of the port. Discrimination is mainly caused by the differences

in religious ideologies mainly between Christians and Muslims. Some superiors are reportedly

mistreating the workers when they realize they are not privy to their religious outfits.

Reward and Empowerment. Remuneration and independence at work are reportedly the

main factors that affect productivity and performance of the cargo workers at the port. The two

must go hand-in-hand, in that when one is neglected, the workers feel demotivated and produce

less. Setnikar-Cankar & Petrovsek (2015) indicate that the Saudi superiors do not give the

foreign cargo workers the independence they give to the local counterparts. Additionally, it is

tough for them to promote the foreigners to key positions and improve their pay as they do the

nationals of Saudi Arabia. They doubt the skills and the abilities of the foreigners and hamper

them from maximizing their potential. The unfair treatments make the foreigners feel chickened

out, become desperate there do not produce to the threshold. The management of the Jeddah

Seaport should improve the social well-being of the foreign workers and assign them impartial

superiors who will motivate them by making them feel important and needed by the port.

Overview of Jeddah Seaport Cargo Workers

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Jeddah Seaport as an international seaport requires efficient management of employees to

get the best performance from them and facilitate cargo movement in and out of the port. The

cargo workers at the Seaport are both nationals and foreigners who need to be treated equally

with impartiality. The managers and the superiors must block all the platforms can cause

discomfort to the workers (Project Management Institute, 2015). They must make the workers

independent while carrying out their duties; they should motive the workers and pay them

satisfactorily. The management should train all the employees on the best ways to interact with

each other and the benefits that come from the interaction.
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References

Virant, G. (January 01, 2015). Role and organization of human resource management function in

team?. Pm Network, 29, 11.)

Setnikar-Cankar, S., & Petkovšek, V. (January 01, 2015). Introducing changes and measuring

risk when organizations hire a new team member. Pm Network,  29, 9.)

Rangus, K., Černe, M., & Maqbool, S. (January 01, 2015). The interplay of microfoundations of

Petit, P. (2015). To Reach the Clouds. Faber & Faber.

Mondy, R. W., & Martocchio, J. J. (2016). Human resource management..Boston: Pearson.

Mondy, R. W., & Martocchio, J. J. (2016). Human resource management.

modern public administration / civil service. Human Resource Management in the Civil Service

in Bosnia and Herzegovina, 11-26.

Lasrado, F., & Gomišček, B. (January 01, 2015). A tool to measure maturity of an employee

Lasrado, F., & Gomišček, B. (January 01, 2015). A tool to measure maturity of an employee

Harzing, A.-W., & Pinnington, A. H. (2015). International human resource management.

Georgiades, S. (2015). Employee engagement in media management: Creativeness and

organizational development.

Dutta, B., & Madalli, D. P. (2015). Journal of Knowledge Management: Volume 19,

Colomo-Palacios, R., & Information Resources Management Association. (2013). International

Journal of Human Capital and Information Technology Professionals (IJHCITP): Volume 4,

Issue 4.
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