Job satisfaction
Getting and retaining the best and highly skilled talents in an organization is quite tricky. Therefore, being satisfied in a job plays a key critical role in determining whether the best employees should be retained. It is the feeling of an individual regarding the characteristic of the work they perform. Job satisfaction is a sense of the fulfillment of the inner pride of a person achieved when they perform a particular task (Chabra, 2009). Several factors influence the dissatisfaction of employees. Such factors include forcing workers with larger workloads, significant added stress without improved compensatory rewards; however, these can be averted by improving the management styles, employee recognition, empowering employees, and a sound work environment, among others.
Proper management styles improve the relationship between top management and subordinates; for instance, if the supervisors disrespect or are unconcerned with the emotions of the subordinate staff, the level of their job satisfaction is reduced. The supervision of workers should be professional and does not necessarily break the comfort level (Chowdhary, 2011).
Several research shows that most people are motivated when they are recognized rather than being given money, especially the youth, which has low work experience but is full of energy and dynamic. The following are some ways that can be used to recognize them: increasing their participation, provision of proper designation, involvement in decision-making processes, among others (Rane, 2011).
If the health of workers is at risk, they cannot be satisfied. A conducive work environment is essential in the satisfaction of the employee’s job. Poor work conditions such as insufficient light, poorly ventilated areas, extreme temperatures, and other health hazards may hinder employee performance. In the case of these, the organization should move swiftly to solve the problems above (Lal, 2008).
In conclusion, the satisfaction of workers does not depend solely on remuneration but also on the management styles of the company, power of recognition, and a conducive work environment. When the above factors are taken into consideration, the outcome of the worker’s activities will be positively influenced, resulting in their retention, which ultimately leads to the vibrant growth of a company.
Reference
Chhabra T. N. (2009). “Job satisfaction, Alienation, and Stress,” Human Resource Management, Fifth Edition (2009).
Chowdhary H. Abhishek R. (2011). “Why Employees get Demotivated? “, HRM Review – An IUP Publication, Vol XI, No. 10, Oct-Dec 2011.
Lal M. & Zaidi S. Q., (2008).”Job Evaluation and Job satisfaction,” Human Resource Management, First edition (2008), ISBN 9788174466853, Excel Books, New Delhi.
Rane, D.B. (2011), ” Employee Job Satisfaction: An Essence of Organization,” HRM Review – An IUP Publication, Vol XI, No. 7, July 2011.