Hello Leenie and thank you for your question.
Any organisation, which is not measuring the satisfaction levels of
its workforce, could be sitting on a time bomb. Employee
dissatisfaction can cause inestimable damage to a company, not just in
terms of low morale affecting work-rate, but even extending to key
personnel leaving a post, making a department completely unable to
deliver on its objectives. The cost of regular and detailed employee
surveys is easily returned in the level of understanding such surveys
can give senior management
http://www.drs.co.uk/markets/surveys/employee/employee.htm
I've organized a digest of links to articles reports and studies
related to what you listed in your question.
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“A Comparative Analysis of Job Satisfaction among Public and Private
Sector Professionals” by David Barrows and Tom Wesson
A short excerpt taken from the study:
“The purpose of this study is to compare the views of public and
private sector professionals toward their work in light of the radical
changes in the administrative environment that have occurred during
the 1990s. In the course of the study, we develop and test a
questionnaire to examine how the environment of downsizing and
reorganization in the 1990s has affected the productivity, morale,
managerial attitudes and practices of senior professionals in the
private and public sectors. Before presenting our survey results,
however, we will present short overviews of the existing literature
regarding both downsizing and restructuring and comparisons of public
sector and private sector job satisfaction.”
Source:The Innovation Journal
http://www.innovation.cc/peer_reviewed/job_satisfaction2.htm#Measuring%20Job%20Satisfaction
*******************************
Employee Compensation and Satisfaction on Dairy Farms in the
Northeast, by Sarah Fogleman, Robert Milligan, Thomas Maloney, and
Wayne Knoblauch
“Total Employee Satisfaction was measured through four core
dimensions:
autonomy, variety, feedback, and task identity. While the Total
Satisfaction scores
were fairly strong, the most interesting result is that Feedback is
the core
dimension in which employees are least satisfied. This result was
supported by
correlating the satisfaction components with variables such as
compensation,
experience, and demographic factors. These statistics indicate that
feedback is not
associated with wages or other factors but more likely with the amount
and quality
of communication an employee has with the farm owners or managers.”
Source: K-State Research and Extension
http://www.oznet.ksu.edu/pr_hrag/documents%20linked/comp%20and%20satisfaction.pdf
*******************************
VBA Employee Satisfaction Surveys
http://www.vba.va.gov/surveys/isrsemp.htm
The 2001 VBA Employee Survey national report is available here in
Adobe Acrobat Portable Document Format (PDF).
http://www.vba.va.gov/surveys/01va/01vba.pdf
For information about the employee survey and tips on how to interpret
its results, a short paper is available here below.
http://www.vba.va.gov/surveys/01va/01tips.pdf
*******************************
Comparative Analysis of Management and Employee Job Satisfaction
Perceptions by Charles G. Andrews
A short excerpt from this Dissertation:
“The purpose of the study is to compare the perceptions of job
satisfaction as defined by non-management employee’s perceptions to
management perceptions and to compare the perception of both parties’
perception of organizational job satisfaction services to a list
prepared by the organization’s Human Resource personnel. The analysis
will provide the organization’s management team with information that
may lead to a potential increase in employee satisfaction, thus
retention and a potential reduction in turnover costs.”
University of North Texas
http://www.coe.unt.edu/Andrews/Levtwo/description.htm
*******************************
A recent article from the Integrated Marketing Communication Research
Journal titled:
A Simple Equation: Employee Satisfaction = Customer Satisfaction
by Sara Gulbas - University of Colorado at Boulder
“For a company to profit from relationships, the company must begin to
nurture “company to employee” relationships by focusing on the
employee stakeholder. (..)Dallas-based Southwest Airlines provides an
excellent example of how healthy employee relationships foster strong
consumer relationships. Discussing how Southwest Airlines (1) hires
and trains its employees, (2) practices cross-functional management,
(3) communicates with its employees, and (4) truly believes in a
spirit culture will demonstrate how a strong company to employee
relationship can benefit a company. All of these practices have led
its employees to value their jobs and work hard at what they do, thus
resulting in customers who value the company and support it by being
loyal customers.”
Source: 2002 IMC Research Journal (page 42)
http://www.colorado.edu/Journalism/sjmcgrad/imc/A_V/jour02.pdf
*******************************
Motivation Through Job Enrichment and Self-Directed Work Teams:
Jack Welch and General Electric
“As corporations strive to boost earnings in an increasingly
competitive environment, they inevitably turn their attention to the
issue of employee productivity. When employees are unsatisfied with
their current work situation, productivity decreases, tension builds
in the workplace, and morale becomes very low. Companies have known
historically that morale affects productivity, yet management has
struggled to come to terms with the factors that can create positive
morale and an environment that attracts and retains workers and
encourages them to produce. Many programs focused on enriching jobs
and supporting self-directed work teams have proven to be effective.
This essay will discuss in detail the motivational strategies of both
job enrichment and self-directed work teams. We will then see how
General Electric has applied these concepts to its workplace and,
subsequently, has become one of the most successful and most
competitive companies in the United States.”
Source: Southwestern University
http://www.southwestern.edu/~froelick/fob2.html
*******************************
Building a Strategy to Keep Good People
Executive Insights
Volume 16, Number 12
“RHR has found that employees are most likely to stay put when they
are both satisfied with their jobs and also committed to the
organization. The question then becomes: What constitutes job
satisfaction and how can one gauge organizational commitment?
Job satisfaction consists of three core dimensions: meaningfulness of
the work, felt responsibility, and knowledge of the results of work
efforts. These components are enhanced through attention to five
areas: skill variety, task identity, task significance, autonomy and
feedback. Work is motivating when the employee perceives the
enhancement of these job characteristics.”
http://12.19.168.197/execinsights/16-2.htm
*******************************
Retaining Your Valuable Employees
by Leslie Wood
http://www.weeno.com/art/0300/207.html
*******************************
Study on Workplace Satisfaction in Private, Public Sectors
October, 1999 Toronto
Conducted by: Goldfarb Consultants -Corinne Pohlmann, Research Analyst
“Workplace satisfaction studies, which have appeared many times over
the past decade, have repeatedly found that the smaller the workplace,
the more satisfied is the employee.”
http://www.cfib.ca/research/reports/aspects_e.asp
http://www.cfib.ca/research/reports/pdfaspects.pdf
*******************************
An interesting ACNielsen 41 page study:
Employee eQ
Benchmarking Survey among Singapore Employee Population - October 2001
“The objective of the study was to assess the general employee
‘health’ of Singapore’s working population & to identify the factors
that drive an employee to stay committed vs. those that may drive
him/her to seek employment opportunities elsewhere.”
Source:ACNielsen Website
http://www.acnielsen.com.sg/en/pdf/mri/22/Benchmarking%20survey%20report.PDF
http://www.acnielsen.com.sg/en/pdf/mri/22/Employee_eQ.pdf
*******************************
Determinants of Skill Acquisition and Pay Satisfaction Under
Pay-for-Knowledge Systems
Authors: Kenneth Mericle and Dong-One Kim,
Abstract:
“Despite the rising interest in Pay-for-Knowledge (PFK) plans in
recent years, few studies have empirically examined what factors
contribute to the outcomes of PFK. Utilizing survey and archival data
from 227 employees at a unionized manufacturing plant in the Midwest,
this study examines the causes and correlates of two individual
outcomes of PFK: employee satisfaction with PFK and individual skill
acquisition under the PFK plan. The OLS and ordered-probit analyses
generally demonstrate that employees with the following
characteristics are more satisfied with PFK and/or more successful in
acquiring new skills under PFK: higher education, younger age, strong
self-efficacy, strong growth needs, high organizational commitment,
perceived knowledge about PFK, and positive attitude toward workplace
innovations.”
University of California, Berkeley
http://ist-socrates.berkeley.edu/~iir/ncw/wpapers/mk2/index.html#Contents
*******************************
1999 Survey of Performance-Based Work/Life Programs
A short excerpt from this research article:
“Employers are recognizing that well-designed work/life programs --
including family care, flexible work arrangements, personal
convenience services, and financial, wellness and career counseling --
are highly valued by employees and relatively low in cost. This has
made work/life programs important tools for attracting and retaining
top talent in all industries. While these programs often have been
introduced as across-the-board entitlements, organizations now are
using work/life programs as an important component of their rewards
management strategy. Further, organizations are beginning to recognize
that performance-based work/life programs can be quantitatively linked
to improved employee satisfaction, productivity, customer satisfaction
and profitability. (..) They also were asked if work/life programs
have been quantitatively linked to improvements in employee
satisfaction, productivity, company profitability and customer
satisfaction.”
http://www.acaonline.org/research/generic/html/worklife-survey-home.html
*******************************
Measuring Employee Loyalty
A Satmetrix Systems White Paper
June 2002
“In the early stages, employee loyalty is first manifested in the form
of attitudes. These attitudes are initially expressed as judgments
regarding specific attributes of the working environment (i.e.,
satisfaction). Satisfaction results from a process of internal
evaluation, where an employee actively compares his or her
expectations for certain rewards to the organization’s distribution of
such rewards. If an employee’s expectation level is met or exceeded,
then he or she is more likely to be satisfied. Over time, as
satisfaction grows, employee loyalty then develops into a generalized
emotional attitude towards the organization. In other words, the more
satisfied an employee is regarding his or her working environment, the
more likely that he or she will develop a psychological attachment or
commitment to the organization.”
http://www.satmetrix.com/public/pdfs/Employee%20FINAL1.pdf
*******************************
Aspiring to Excellence: Comparative Case Studies of Public Sector
Labor-Management Cooperation in New York State
A Report from the Department of City and Regional Planning
Cornell University June 1998
Authors: Nicole Blumner, Lindy Burt, Jon Gans, Lisa Goldberg, Kristin
Guild, Young Sung Kim, Chang Kil Lee, Darth Vaughn, Mildred Warner
http://www.cce.cornell.edu/restructuring/doc/reports/aspiring_to_excellence/default.htm
*******************************
Additional information that may interest you:
Employee Satisfaction Surveys
http://www.busreslab.com/consult/empsat.htm
Download a Copy of the Questionnaire for Your Review
http://www.busreslab.com/ev2kwedo.htm
Employee Satisfaction Measurement Tips
http://www.busreslab.com/tips/tipses.htm
Research – Introduction, Process, Design and Survey Data Collection
Methods.
Faculty of Information Technology & Quantitative Sciences
Universiti Teknologi MARA - Malaysia
http://www.tmsk.itm.edu.my/~zamalia/Research.htm
Studies Show Strong Link between Employee Job Satisfaction and
Customer Service Quality (press release)
http://www.aspect.com/news/pressrelease.cfm?release_id=331
US 2002 — Do you have an annual employee satisfaction survey?
http://www.computerworld.com/departments/surveys/bestplaces/bestplaces_us_sort/0,10964,SRT13,00.html
A short thought paper on job satisfaction.
http://www.prouse.com/dba/910/thought_paper2.htm
Search Criteria:
research articles employee satisfaction surveys
employee satisfaction research
factors contribute to satisfied employees
research factors contribute satisfied employees
questionnaires employee satisfaction
I hope that you find the information contained in these sites to
be useful.
Good luck on your project.
Best Regards,
Bobbie7-ga |
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