15977534 Hrm Project on Employee Satisfaction

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Employee Satisfaction

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HRM Project On
Employee Satisfaction and Morale Boosting.

Presented by:Jitesh Ahire (Roll No.4) Aviral Dubey (Roll No.27) Aishwarya Du al (Roll No. ) Ni!ita "hol!ar (Roll No.##) Dee$ti Joshi (Roll No. 4%)

Index Topic
&ntrodu'tion

Page no.
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)istory *odels on Job +atis,a'tion *easurin -ob satis,a'tion *yths relatin to Job +atis,a'tion .est Pra'ti'es Role o, /0$loyee +atis,a'tion and *orale .oostin

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Job satisfaction
Job satisfaction des'ribes how 'ontent an individual is with his or her -ob.
1he ha$$ier $eo$le are within their -ob2 the 0ore satis,ied they are said to be. Job satis,a'tion is not the sa0e as 0otivation2 althou h it is 'learly lin!ed. Job 2

desi n ai0s to enhan'e -ob satis,a'tion and $er,or0an'e2 0ethods in'lude -ob rotation2 -ob enlar e0ent and -ob enri'h0ent. 3ther in,luen'es on satis,a'tion in'lude the 0ana e0ent style and 'ulture2 e0$loyee involve0ent2 e0$ower0ent and autono0ous wor! rou$s. Job satis,a'tion is a very i0$ortant attribute whi'h is ,re4uently 0easured by or ani5ations. 1he 0ost 'o00on way o, 0easure0ent is the use o, ratin s'ales where e0$loyees re$ort their rea'tions to their -obs. 6uestions relate to rate o, $ay2 wor! res$onsibilities2 variety o, tas!s2 $ro0otional o$$ortunities the wor! itsel, and 'o-wor!ers. +o0e 4uestioners as! yes or no 4uestions while others as! to rate satis,a'tion on (-7 s'ale (where ( re$resents 8not at all satis,ied8 and 7 re$resents 8e9tre0ely satis,ied8). 1he 'on'e$t o, -ob satis,a'tion traditionally has been o, reat interest to so'ial s'ientists 'on'erned with the $roble0s o, wor! in an industrial so'iety. A nu0ber o, 'onse4uen'es have been shown to result ,ro0 -ob satis,a'tion:dissatis,a'tion. Des$ite the lar e nu0ber o, studies that have dealt with these issues2 however2 there has been little a''u0ulation o, !nowled e.

Definitions
Job satis,a'tion has been de,ined as a $leasurable e0otional state resultin ,ro0 the a$$raisal o, one;s -ob<an a,,e'tive rea'tion to one;s -ob<and an attitude towards one;s -ob.

History
3ne o, the bi est $reludes to the study o, -ob satis,a'tion was the )awthorne studies. 1hese studies ((=24-(=##)2 $ri0arily 'redited to /lton *ayo o, the )arvard .usiness +'hool2 sou ht to ,ind the e,,e'ts o, various 'onditions (0ost notably illu0ination) on wor!ers; $rodu'tivity. 1hese studies ulti0ately showed that novel 'han es in wor! 'onditions te0$orarily in'rease $rodu'tivity ('alled the )awthorne /,,e't). &t was later ,ound that this in'rease resulted2 not ,ro0 the new 'onditions2 but ,ro0 the !nowled e o, bein observed. 1his ,indin $rovided stron eviden'e that $eo$le wor! ,or $ur$oses other than $ay2 whi'h $aved the way ,or resear'hers to investi ate other ,a'tors in -ob satis,a'tion. +'ienti,i' 0ana e0ent (a!a 1ayloris0) also had a si ni,i'ant i0$a't on the study o, -ob satis,a'tion. >rederi'! ?inslow 1aylor;s (=(( boo!2 Prin'i$les o, +'ienti,i' *ana e0ent2 ar ued that there was a sin le best way to $er,or0 any iven wor! tas!. 1his boo! 'ontributed to a 'han e in industrial $rodu'tion $hiloso$hies2 'ausin a shi,t ,ro0 s!illed labor and $ie'ewor! towards the 0ore 0odern a$$roa'h o, asse0bly lines and hourly wa es. 1he initial use o, s'ienti,i' 0ana e0ent by industries reatly in'reased $rodu'tivity be'ause wor!ers were ,or'ed to wor! at a ,aster $a'e. )owever2 wor!ers be'a0e e9hausted and dissatis,ied2 thus leavin resear'hers with new 4uestions to answer re ardin -ob satis,a'tion. &t should also be noted that the wor! o, ?.@. .ryan2 ?alter Dill +'ott2 and )u o *unsterber set the tone ,or 1aylor;s wor!. #

+o0e ar ue that *aslow;s hierar'hy o, needs theory2 a 0otivation theory2 laid the ,oundation ,or -ob satis,a'tion theory. 1his theory e9$lains that $eo$le see! to satis,y ,ive s$e'i,i' needs in li,e A $hysiolo i'al needs2 sa,ety needs2 so'ial needs2 sel,-estee0 needs2 and sel,-a'tuali5ation. 1his 0odel served as a ood basis ,ro0 whi'h early resear'hers 'ould develo$ -ob satis,a'tion theories.

Models of job satisfaction

Affect Theory
/dwin A. @o'!e;s Ran e o, A,,e't 1heory ((=7%) is ar uably the 0ost ,a0ous -ob satis,a'tion 0odel. 1he 0ain $re0ise o, this theory is that satis,a'tion is deter0ined by a dis're$an'y between what one wants in a -ob and what one has in a -ob. >urther2 the theory states that how 0u'h one values a iven ,a'et o, wor! (e. . the de ree o, autono0y in a $osition) 0oderates how satis,ied:dissatis,ied one be'o0es when e9$e'tations are:aren;t 0et. ?hen a $erson values a $arti'ular ,a'et o, a -ob2 his satis,a'tion is 0ore reatly i0$a'ted both $ositively (when e9$e'tations are 0et) and ne atively (when e9$e'tations are not 0et)2 'o0$ared to one who doesn;t value that ,a'et. 1o illustrate2 i, /0$loyee A values autono0y in the wor!$la'e and /0$loyee . is indi,,erent about autono0y2 then /0$loyee A would be 0ore satis,ied in a $osition that o,,ers a hi h de ree o, autono0y and less satis,ied in a $osition with little or no autono0y 'o0$ared to /0$loyee .. 1his theory also states that too 0u'h o, a $arti'ular ,a'et will $rodu'e stron er ,eelin s o, dissatis,a'tion the 0ore a wor!er values that ,a'et.

Dispositional Theory
Another well-!nown -ob satis,a'tion theory is the Dis$ositional 1heory. &t is a very eneral theory that su ests that $eo$le have innate dis$ositions that 'ause the0 to have tenden'ies toward a 'ertain level o, satis,a'tion2 re ardless o, one;s -ob. 1his a$$roa'h be'a0e a notable e9$lanation o, -ob satis,a'tion in li ht o, eviden'e that -ob satis,a'tion tends to be stable over ti0e and a'ross 'areers and -obs. Resear'h also indi'ates that identi'al twins have si0ilar levels o, -ob satis,a'tion. A si ni,i'ant 0odel that narrowed the s'o$e o, the Dis$ositional 1heory was the Bore +el,-evaluations *odel2 $ro$osed by 1i0othy A. Jud e in (==C. Jud e ar ued that there are ,our Bore +el,-evaluations that deter0ine one;s dis$osition towards -ob satis,a'tion: sel,-estee02 eneral sel,-e,,i'a'y2 lo'us o, 'ontrol2 and neuroti'is0. 1his 0odel states that hi her levels o, sel,-estee0 (the value one $la'es on his:her sel,) and eneral sel,-e,,i'a'y (the belie, in one;s own 'o0$eten'e) lead to hi her wor! satis,a'tion. )avin an internal lo'us o, 'ontrol (believin one has 'ontrol over herDhis own li,e2 as o$$osed to outside ,or'es havin 'ontrol) leads to hi her -ob satis,a'tion. >inally2 lower levels o, neuroti'is0 lead to hi her -ob satis,a'tion.

Job Characteristics Model
)a'!0an E 3ldha0 $ro$osed the Job Bhara'teristi's *odel2 whi'h is widely used as a ,ra0ewor! to study how $arti'ular -ob 'hara'teristi's i0$a't on -ob out'o0es2 in'ludin -ob satis,a'tion. 1he 0odel states that there are ,ive 'ore -ob 'hara'teristi's (s!ill variety2 tas! identity2 tas! si ni,i'an'e2 autono0y2 and ,eedba'!) whi'h i0$a't three 'riti'al $sy'holo i'al states (e9$erien'ed 0eanin ,ulness2 e9$erien'ed res$onsibility ,or out'o0es2 and !nowled e o, the 4

a'tual results)2 in turn in,luen'in wor! out'o0es (-ob satis,a'tion2 absenteeis02 wor! 0otivation2 et'.). 1he ,ive 'ore -ob 'hara'teristi's 'an be 'o0bined to ,or0 a 0otivatin $otential s'ore (*P+) ,or a -ob2 whi'h 'an be used as an inde9 o, how li!ely a -ob is to a,,e't an e0$loyeeFs attitudes and behaviours----. A 0etaanalysis o, studies that assess the ,ra0ewor! o, the 0odel $rovides so0e su$$ort ,or the validity o, the JB*.

Measuring job satisfaction
1here are 0any 0ethods ,or 0easurin -ob satis,a'tion. .y ,ar2 the 0ost 'o00on 0ethod ,or 'olle'tin data re ardin -ob satis,a'tion is the @i!ert s'ale (na0ed a,ter Rensis @i!ert). 3ther less 'o00on 0ethods o, ,or au in -ob satis,a'tion in'lude: Ges:No 4uestions2 1rue:>alse 4uestions2 $oint syste0s2 'he'!lists2 and ,or'ed 'hoi'e answers. 1his data is ty$i'ally 'olle'ted usin an /nter$rise >eedba'! *ana e0ent (/>*) syste0. 1he Job Des'ri$tive &nde9 (JD&)2 'reated by +0ith2 Hendall2 E )ulin ((=%=)2 is a s$e'i,i' 4uestionnaire o, -ob satis,a'tion that has been widely used. &t 0easures one;s satis,a'tion in ,ive ,a'ets: $ay2 $ro0otions and $ro0otion o$$ortunities2 'owor!ers2 su$ervision2 and the wor! itsel,. 1he s'ale is si0$le2 $arti'i$ants answer either yes2 no2 or 'an;t de'ide (indi'ated by IJ;) in res$onse to whether iven state0ents a''urately des'ribe one;s -ob.

• • • • •

The work itself—responsibility, interest, and growth. Quality of supervision—technical help and social support. Relationships with co-workers—social harmony and respect. Promotion opportunities—chances for further advancement. Pay—ade uacy of pay and perceived e uity vis-!-vis others.

1he Job in "eneral &nde9 is an overall 0easure0ent o, -ob satis,a'tion. &t is an i0$rove0ent to the Job Des'ri$tive &nde9 be'ause the JD& ,o'uses too 0u'h on individual ,a'ets and not enou h on wor! satis,a'tion in eneral. 3ther -ob satis,a'tion 4uestionnaires in'lude: the *innesota +atis,a'tion 6uestionnaire (*+6)2 the Job +atis,a'tion +urvey (J++)2 and the >a'es +'ale. 1he *+6 0easures -ob satis,a'tion in 2K ,a'ets and has a lon ,or0 with (KK 4uestions (,ive ite0s ,ro0 ea'h ,a'et) and a short ,or0 with 2K 4uestions (one ite0 ,ro0 ea'h ,a'et). 1he J++ is a #% ite0 4uestionnaire that 0easures nine ,a'ets o, -ob satis,a'tion. >inally2 the >a'es +'ale o, -ob satis,a'tion2 one o, the ,irst s'ales used widely2 0easured overall -ob satis,a'tion with -ust one ite0 whi'h $arti'i$ants res$ond to by 'hoosin a ,a'e. Some general myths relating to Job Satisfaction. Argument: Satisfaction Causes Performance - f job satisfaction causes high levels o, $er,or0an'e2 the 0essa e to 0ana ers is 4uite si0$le: 1o in'rease e0$loyees; wor! $er,or0an'e2 0a!e the0 ha$$y. Resear'h2 however2 indi'ates that no si0$le and dire't lin! e9ists between individual -ob satis,a'tion at one $oint in ti0e and wor! $er,or0an'e at a later $oint. 1his 'on'lusion is widely re'o ni5ed a0on 3. s'holars2 even thou h so0e eviden'e su ests that the relationshi$ holds better ,or $ro,essional or hi her level e0$loyees than 7

,or non$ro,essionals or those at lower -ob levels. Job satis,a'tion alone is not a 'onsistent $redi'tor o, individual wor! $er,or0an'e. Argument: Performance Causes Satisfaction : f high le!els of "erformance 'ause -ob satis,a'tion2 the 0essa e to 0ana ers is 4uite di,,erent. Rather than ,o'usin ,irst on $eo$les; -ob satis,a'tion2 attention should be iven to hel$in $eo$le a'hieve hi h $er,or0an'e< -ob satis,a'tion would be e9$e'ted to ,ollow. Resear'h indi'ates an e0$iri'al relationshi$ between individual $er,or0an'e 0easured at a 'ertain ti0e $eriod and later -ob satis,a'tion. A basi' 0odel o, this relationshi$2 based on the wor! o, /dward /. @awler and @y0an Porter2 0aintains that $er,or0an'e a''o0$lish0ent leads to rewards that2 in turn2 lead to satis,a'tion. &n this 0odel rewards are intervenin variables< that is2 they Llin!M $er,or0an'e with later satis,a'tion. &n addition2 a 0oderator variableN$er'eived e4uity o, rewardsN,urther a,,e'ts the relationshi$. 1he 0oderator indi'ates that $er,or0an'e will lead to satis,a'tion only i, rewards are $er'eived as e4uitable. &, an individual ,eels that his or her $er,or0an'e is un,airly rewarded2 the $er,or0an'eA'ausesAsatis,a'tion relationshi$ will not hold. Argument: #e$ards Cause %oth Satisfaction and Performance : 1his ,inal ar u0ent in the -ob satis,a'tionA$er,or0an'e 'ontroversy is the 0ost 'o0$ellin . &t su ests that a $ro$er allo'ation o, rewards 'an $ositively in,luen'e both $er,or0an'e and satis,a'tion. 1he !ey word in the $revious senten'e is proper. Research indicates that people who receive high rewards report higher -ob satis,a'tion. .ut resear'h also indi'ates that $er,or0an'e'ontin ent rewards in,luen'e a $erson;s wor! $er,or0an'e. &n this 'ase2 the si5e and value o, the reward vary in $ro$ortion to the level o, one;s $er,or0an'e a''o0$lish0ent. @ar e rewards are iven ,or hi h $er,or0an'e< s0all or no rewards are iven ,or low $er,or0an'e. And whereas ivin a low $er,or0er only s0all rewards initially 0ay lead to dissatis,a'tion2 the e9$e'tation is that the individual will 0a!e e,,orts to i0$rove $er,or0an'e in order to obtain reater rewards in the ,uture. 1he $oint is that 0ana ers should 'onsider satis,a'tion and $er,or0an'e as two se$arate but interrelated wor! results that are a,,e'ted by the allo'ation o, rewards. ?hereas -ob satis,a'tion alone is not a ood $redi'tor o, wor! $er,or0an'e2 well-0ana ed rewards 'an have a $ositive in,luen'e on both satis,a'tion and $er,or0an'e.

What kindles dissatisfaction?
• • • • • /arnin s or bene,its Job 4uality or wor!$la'e su$$ort @a'! o, a$$re'iation +ta nation or no rowth @a'! o, ,reedo0

%est Practices -&m"loyee Satisfaction . %

() Re'ruitin and )irin Oit all starts with this 2) Provide a Bareer : I+!ill; Path #) /0$loyee Develo$0ent and 1rainin 4) +tron +u$ervisors : "ood Boa'hin 7) ?or! /nviron0ent : Bo0$any Bulture %) Rewardin wor! : e0$owerin e0$loyees. 7) Re'o nition (,irst) and Reward (se'ond) )ow to !ee$ /0$loyees /n a ed and )a$$yJ  +tren then wor! environ0ent  *a!e i0$rove0ents to 0ould the 'o0$any as an e0$loyer o, 'hoi'e  1reat e0$loyees as an i0$ortant $art o, the or anisation  /n'oura e $arti'i$ation in various $lannin and de'ision-0a!in as$e'ts  3,,er 0eanin ,ul wor! and 'hallen in assi n0ents to e,,e'tively utilise sta,, s!ills  /0$ower e0$loyees and ensure the0 o, -ob se'urity.  Provide le iti0ate ,eedba'!2 enuinely listen to sta,, 'on'erns and 0a!e their interests a 0ana e0ent $riority

Role of Employee Satisfaction & Morale Boosting.

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+even so'ial learnin $ro'esses and strate ies were identi,ied that relate to Job +atis,a'tion and *orale. 1hese are: P Bonditions o, +ervi'e2 P Re'o nition E Reward2 P 3r ani5ational @oyalty to ?or!ers2 P ?or!$la'e Desi n2 P Job +i ni,i'an'e2 P Per,or0an'e *ana e0ent2 and P @oyalty to the 3r anisation. 1hese seven ele0ents o, Job +atis,a'tion and *orale ali n with 'o0$onents o, the Job Bhara'teristi's *odel ()a'!0an E 3ldha02 (=CK) that are 'lai0ed to be ne'essary ,or -ob satis,a'tion and the 0otivation to $er,or0 one;s -ob well. >or instan'e2 Bonditions o, +ervi'e2 Re'o nition E Reward2 3r ani5ational @oyalty to ?or!ers2 and ?or!$la'e Desi n all relate to one;s satis,a'tion with the wor! 'onte9t2 or to use )a'!0an and 3ldha0;s ((=CK) ter0s2 LJob Bonte9t +atis,a'tionM. +i0ilarly2 Job +i ni,i'an'e Pas'oe2 Ali. E ?arne (your own belie, C

that your wor! is i0$ortant and has value) and Per,or0an'e *ana e0ent relate to /9$erien'ed *eanin ,ulness o, ?or!M and LHnowled e o, ResultsM2 res$e'tively2 both o, whi'h are $osited as ne'essary $sy'holo i'al states ,or hi h levels o, 0otivation to wor! well. ?hilst there a$$ears to be no dire't relationshi$ between @oyalty to the 3r ani5ation and ele0ents o, the Job Bhara'teristi's *odel2 one;s attitude to the or ani5ation ,or whi'h they wor! would in,luen'e their 0otivation to wor! well.

Conditions of Service
"enerally2 the data indi'ates that there is a $er'e$tion that the 'onditions o, servi'e and the i0$le0entation o, 'ertain asso'iated $oli'ies and $ra'ti'es are havin so0e ne ative i0$a'ts on how $eo$le view their wor! environ0ent. 1he interviews hi hli hted how so'ial 'han es with re ard to individuals; oals and as$irations are i0$a'tin on wor! e9$e'tations. An e9a0$le is the di,,eren'e in e9$e'tations between lon servin $ersonnel and new re'ruits ( eneration o, baby boo0ers and eneration Q). @on servin 0e0bers2 until very re'ently2 thou ht o, their wor! in the De,en'e >or'es as a lon ter0 'areer< however2 new $ersonnel view it as an o$$ortunity to en-oy the wor! and the 'hallen es the 0ilitary o,,ers2 but not ne'essarily as a li,elon 'areer. 1he 'han in role o, the 0ilitary ,ro0 war ,i htin to that o, the $ea'e!ee$in and hu0anitarian assistan'e has an i0$a't on the 'onditions o, servi'e and ulti0ately on -ob satis,a'tion. 1he data 'learly indi'ates that youn er $ersonnel now have 0u'h hi her e9$e'tations o, bein able to balan'e their $ersonal li,e with wor! 'o00it0ents. 1hus2 0any 'o00ents o''urred in the interviews that related to ;,a0ily ,riendly $oli'ies; in the servi'e2 ,or e9a0$le: L&;d leave O i, that;s what;s ne'essary be'ause & have to $ut 0y ,a0ily ,irst now.M L& don;t thin! Rthis servi'eS has ,ound a 0ethod to address wo0en who want to have ,a0iliesOM L*y $artner and & have not lived in the sa0e state sin'e;=7Oit;s -ust not a sa'ri,i'e &;0 $re$ared to !ee$ 0a!in .M 1he shrin!in labour 0ar!et available ,or re'ruitin new sta,, led to the I'ivilianisationI o, so0e 0ilitary billets2 the billets whi'h were o,ten $er'eived to be the I-ewels in the 'rown; as ,ar as 0ilitary $ostin s are 'on'erned. Althou h it was re'o nised that the 'ivilians ,or0ed an i0$ortant $art o, the servi'e2 there see0ed to be so0e de ree o, resent0ent: R1here isS Lthe $er'e$tion that 'ivilians were ta!in over the or anisationOa lot o, thin s we used to do is now bein ta!en over by 'iviliansO?e had $eo$le 'o0e in and weren;t trained to the sa0e level as the Rservi'eS $eo$le. &t 0eant then the Runi,or0edS $eo$le had to ta!e u$ the sla'!.M =

1wo 4uality o, wor! issues e0er ed ,ro0 the interviews: havin interestin and 'hallen in wor! (whi'h is dis'ussed under the headin o, -ob si ni,i'an'e)2 and the 'han e in the way thin s are 0anu,a'tured and re$aired. An e9a0$le relatin to the latter is: L1he te'hni'iansOare very 0u'h 0on!ey see 0on!ey do these daysOhe;ll O learn to re$la'e bo9es. 1hat;s his 'areer.M 1his 'han e in the way thin s are re$la'ed rather than re$aired has a si ni,i'ant i0$a't on -ob desi n and it 0ay be ne'essary to re-desi n other as$e'ts o, 0aintenan'e-ty$e -obs to sustain interest and variety. Due to the 'han in e'ono0i' 'li0ate there were 'han es introdu'ed to $ro0otion and advan'e0ent $oli'ies. 1his has i0$a'ted heavily on o,,i'ersF $er'e$tions o, 'onditions o, servi'e: L& have a letter ,ro0 the Bhie, o, De,en'e >or'e (BD>) tellin 0e that & 'an e9$e't $robably two -obs in ran! and then it;s u$ or out.MOM& have no se'urity o, tenure here2 whereas be,ore & was $ro0oted to this ran! & $robably did.M *any interviewees indi'ated they had $lanned to stay until they were 77 years old2 but that they now ,elt that this was not $ossible. &nterestin ly2 this has been 'o0$ounded by the $oli'y o, the servi'e whereby so0e talented youn $eo$le are bein iven ,ast tra'! $ro0otions2 and by the $er'e$tion that i, you have not rea'hed a $arti'ular ran! by a 'ertain a e then you are wastin your ti0e stayin in the servi'e. ?ith the downsi5in $oli'ies that $la ue 0ost overn0ent and $rivate se'tor or anisations2 the 'ulture to wor! lon hours see0s to be heavily entren'hed. 1his o''urs both at -unior and senior ran!s. 1he resear'h data $oints to the eneral $er'e$tion that -unior sta,, will be told to o ho0e2 but that no-one tells the senior ran!s to o ho0e and not to wor! su'h lon hours. 1he 4uantitative survey 'anvassed o$inions on havin su,,i'ient resour'es to do your wor!2 and the wor!load. +i9ty-two $er'ent and 72T2 res$e'tively2 o, res$ondents were satis,ied with the level o, resour'in and the wor!load2 indi'atin that this ,a'tor is not adversely a,,e'tin Job +atis,a'tion and *orale.

Recognition and Reward
1he la'! o, $ro$er re'o nition ,or a -ob well done see0s to be an ende0i' $roble0 ,or 0any or anisations (*it'hell2 2KKK). 1he resear'h data indi'ates that the la'! o, re'o nition and e9trinsi' reward ,or one;s wor! is 0ainly due to the syste0 be'ause rules and re ulations lar ely $revent su$ervisors ,ro0 o,,erin Len'oura e0ent awardsM (su'h as i,t vou'hers) in re'o nition o, a -ob well done. *ost interviewees tal!ed about the use o, $ro0otion as a reward2 but

(K

also e0$hasised that not everyone who is 'a$able is oin to be $ro0oted be'ause there are not enou h $ositions available. &nterviewees also 'o00ented that the e9istin honours and awards syste0 is 'o0$le9. 1he resear'h tea0 was told that due to a heavy wor!load 'o00endations are not written (only one or two $eo$le see0 to be writin u$ =KT o, the 'o00endations)2 and as a 'onse4uen'e there are $robably a lar e nu0ber o, e9'e$tional $eo$le who are 0issin out. 6uotes ty$i'al o, those about the honours and awards syste0 are: L1he honours and awards syste0 is 4uite a 'o0$le9 one but it;s one o, the 0ost $ubli'ly and visibly re'o nised way o, ettin reward.M 8Bons$i'uous servi'e 0edals and the Australia Day *edals Othere;s a eneral avoidan'e o, $eo$le Rin this )6S ettin those sort o, thin s be'ause it;s then seen as bein ne$otisti'2 i, the head shed R)6S ets all the !udos.M 1here were also a nu0ber o, 'o00ents about inade4uate ,eedba'!: L&;ve been here ,or three 0onths and & don;t et any ,eedba'! on the wor! that &;ve doneO& $resu0e it;s been 3H be'ause they haven;t 'o0e ba'! to 0e and said LGou;re ho$eless.M 3n the 0atter o, intrinsi' reward2 ty$i'al 'o00ents were: L&t;s been very rewardin $ersonally2 $ro,essionally2 i, not ,inan'ially2 but &;ve done a lot o, really interestin thin s.M LOGou et o,,ered ood o$$ortunities be'ause you;re ood doin that stu,, and you;re wor!in hard..M +u'h 'o00ents indi'ate that so0e have s$e'i,i'ally -oined the 0ilitary be'ause o, intrinsi' rewards su'h as a wide variety o, -obs and o$$ortunities.

Organisational Loyalty to Workers
1he $revailin e'ono0i' 'li0ate has led 0any or anisations onto a $ath o, i0$le0entin e,,i'ien'y 0easures. Restru'turin 2 ,re4uent or anisational 'han es and downsi5in are the results o, that. &t is not Pas'oe2 Ali. E ?arne sur$risin 2 there,ore2 that there is the $er'e$tion that the or anisation is less loyal to wor!ers now than in the $ast as illustrated by the ,ollowin 'o00ent: L?ell han on2 there ain;t no loyalty here2 and &;0 bustin 0y buns and have ,or the $ast #K so0ethin year2 always been a wor!aholi' and always delivered (7KT.M 1he other as$e't o, or anisational loyalty raised durin interviews related to the 'ontra't o, trust between leaders and sta,, bein bro!en: ((

LR1here is theS e9$e'tation that there;s oin to be 0ore 0oney $ut into $eo$le and the only $la'e they 'an et that 0oney ,ro02 be'ause they 'an;t o a'ross to the overn0ent say ;we need 0ore 0oneyIO 1he only way they 'an et it is out o, o$eratin 'osts.M L?e !ee$ sayin that $eo$le are the ba'!bone o, Rthis servi'eS2 but there is a eneral ,eelin out there that that is a $latitude and we don;t really live u$ to that.M

Loyalty to the Organisation
A''ordin to Rei'hheld (2KK() unless leaders o, an or anisation have built relationshi$s on loyalty then nothin will !ee$ sta,, and other sta!eholders ,ro0 -u0$in shi$ the instant a better o$$ortunity 'o0es alon . 1his is li!ely to be re,le'ted in the level o, -ob satis,a'tion and sta,, retention rates2 and involves sta,, bein loyal to the or anisation and the or anisation bein loyal to sta,,. Rei'hheld (2KK() also states that true e0$loyee loyalty in'ludes res$onsibility and a''ountability ,or buildin su''ess,ul2 0utually valuable relationshi$s. *any o, the interviewees 'onsidered the0selves loyal to the servi'e2 were ha$$y2 and would stay with the servi'e ,orever2 i, they 'ould: L&;0Osort o, very $roud to be wearin the uni,or0 and & !new it was so0ethin that & wanted to do when & was in hi h s'hool.M L&;0 $robably a'tually 4uite loyal to the or anisation2 shared ob-e'tives you !now it would ta!e a lon $eriod o, not havin a ood ti0e. &t;s not -ust a 'ase o, & didn;t en-oy the last si9 0onths.M 1here were2 however2 so0e 0i9ed 0essa es ,ro0 $eo$le who $er'eived the0selves as e9tre0ely loyal to the servi'e and yet they were leavin it: L&;0 leavin but &;ve a'tually really en-oyed it. &t;s the best $la'e that &;ve wor!ed with De,en'eO &;0 really lad & wor!ed here and &;ve ot this loyalty to the servi'e2 whi'h is 0a!in 0e sad to leave.M Lthere is a si00erin air o, dis'ontent0ent and unha$$iness and there;s also this under$innin loyalty and love ,or the servi'e.M &n the 4uantitative survey only (7T o, res$ondents indi'ated that they would not 'onsider a 'areer outside De,en'e. 1his 'ould lead to a serious $roble0 should those re0ainin C7T e0$loyees a't u$on it and leave the De$art0ent. Des$ite the 0i9ed 0essa es 'on'ernin loyalty to the servi'e2 and des$ite the ,a't that sta,, still indi'ated they are leavin 2 there is a 'lear sense o, loyalty to the servi'e.

Workplace design
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1he $hysi'al desi n o, a wor!$la'e i0$a'ts on the behaviours that o''ur in that s$a'e. >i,ty-nine $er'ent o, res$ondents to the 4uantitative survey ,ound the wor! environ0ent too noisy2 and only 47T indi'ated they 'ould wor! e,,e'tively in the o$en $lan environ0ent. >ro0 the interview data it be'a0e a$$arent that the $re,erred solution to this was to boo! a 4uiet 'on,eren'e roo0 and wor! there. &nterestin ly2 so0e intervieweesF 'o00ents indi'ated they ,avoured an o$en $lan environ0ent2 and that 'o00on identity2 0orale and 'o00uni'ation had been enhan'ed due to the 'ollo'ation o, sta,,: LGou 'an -ust $ull u$ a 'hair and tal! about so0ethin M L&t really $ro0otes a tea02 and what it does $ro0ote is the trans,er o, !nowled e.M

Job Significance
Job si ni,i'an'e is the e9tent to whi'h one ,eels his or her wor! is si ni,i'ant2 or is so0ethin that I'ounts;2 and i, one sees their -ob as trivial they are unli!ely to e9$erien'e it as 0eanin ,ul. &n turn2 they are unli!ely to develo$ a hi h level o, -ob satis,a'tion or wor! 0otivation ()a'!0an E 3ldha02 (=CK). Re ardless o, industry or or anisation2 la'! o, tan ible and si ni,i'ant out'o0es ,ro0 wor! 'an lead to wor!ers bein less willin to en a e in enerative learnin . *ost o, the interviewees tal!ed about the i0$ortan'e o, ,eelin they are 0a!in a 'ontribution and that their wor! is havin an e,,e't. +o0e indi'ated that wor!in at the )6 has iven the0 a 'learer $i'ture o, what the servi'e does and how they 'ontribute to that2 ,or e9a0$le: L&t;s the ,irst -ob &;ve ever had where & 'an 0a!e a bi di,,eren'e2 and & love it.M L& really en-oyed it be'ause & ,elt & was a'tually 'ontributin so0ethin .M L&;0 very $leased to be oin ba'! to so0ethin whereO& thin! & 'an 0a!e a 'ontribution be'ause & stru led to ,ind a way to really 0a!e a 'ontribution.M L+ervi'e to our nation is one o, the reatest thin s you 'an ever do and the si0$le satis,a'tion o, so0ethin li!e 1i0or2 o, so0ethin li!e the "ul,2 o, a'tually ettin out there and doin what you are trained to do is re0ar!able.M 3thers tal!ed about a la'! o, 'hallen e and -ob si ni,i'an'e as a reason ,or leavin : L*ore ad0inistration2 it;s a day-to-day tas! that doesn;t 'ontribute to the bi oalO doesn;t have a bi i0$a't on any $ro-e'ts whatever.M er

1he resear'h data 'learly $oints to la'! o, -ob si ni,i'an'e as a 0ain reason ,or those who leave the servi'e.

Performance Management
Assess0ent2 re$ortin and $er,or0an'e 0ana e0ent ,or0 a si ni,i'ant $art o, the overall 0ana e0ent o, 0ilitary $ersonnel throu hout their 'areers. &ssues (#

raised in relation to $er,or0an'e 0ana e0ent o, individuals are indi'ated by the ,ollowin 'o00ents: LO/valuation o, $ersonnel and re$orts were not handed in on ti0e and as a result so0e $eo$le 0issed RoutS on advan'e0ent.M LO&t doesn;t say anythin about2 you !now2 'on ratulations2 well done2 or how valued you are to the or anisation. ?hat it says is that 8Now that youFre here2 $er,or0 or you;re out.M &ndividuals identi,ied the ,ollowin as i0$ortant in their $er,or0an'e 0ana e0ent: realisti' oals2 trust2 0a!in sure your $er,or0an'e is ,ully re'orded2 and the lin!in o, the ,inan'ial and $er,or0an'e

The Role of Job Satisfaction and Morale in Organisational earning
Job satis,a'tion and the 0otivation to $er,or0 well at wor! is i0$ortant in todayFs business 'li0ate not 0erely be'ause o, their lin!s with hi h levels o, wor! e,,e'tiveness A they are also i0$ortant be'ause the 'o0$etitive advanta e re4uires a I!nowled e ed e; and this 'annot be a'hieved unless e0$loyees are willin to en a e in behaviours that will result in enerative learnin . 1hese in'lude the willin ness to share 'or$orate !nowled e and the willin ness to voi'e new ideas and en a e in dialo ue about new and innovative ways o, wor!in . >i ure 2 below illustrates the i0$a't that ,a'tors asso'iated with Job +atis,a'tion and *orale 'an have on these two ele0ents that are vital to enerative learnin . 1he ,indin s o, the study re$orted in this $a$er su est that Bonditions o, +ervi'e2 Re'o nition E Reward2 3r ani5ational @oyalty to ?or!ers2 ?or!$la'e Desi n2 and Per,or0an'e *ana e0ent 'ontribute dire'tly to Job +atis,a'tion E *orale. @oyalty 1o the 3r ani5ation and Job +i ni,i'an'e also 'ontribute to Job +atis,a'tion E *orale2 but the relationshi$ is re'ursive. >or instan'e2 hi her levels o, Job +atis,a'tion E *orale would have $ositive i0$a'ts on @oyalty to the 3r ani5ation and levels o, Job +i ni,i'an'e. >inally2 Job +atis,a'tion E *orale will i0$a't on *otivation to ?or! ?ell2 and this dire'tly in,luen'e e0$loyees; ?illin ness 1o +hare Bor$orate Hnowled e and their ?illin ness to Uoi'e New &deas.

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