EMPLOYEE SATISFACTION

Research on Employee Satisfaction

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Research on Employee Satisfaction

Statement of The Problem

The organizational climate is closely linked to satisfaction or de-satisfaction of employees. The inability of individuals to satisfy higher needs such as belonging, self esteem and causes them to discourage, and thus affect the work environment. The organizational climate depends on the ability of adaptation or maladjustment of people with different situations that arise in the workplace.

In workplaces with low satisfaction, feelings of frustration, apathy, disinterest, even episodes of aggression and disagreement organizational climate is bad while in areas where the satisfaction is high, relationships are satisfactory, there is interest, collaboration and commitment to the task and the company, the organizational climate is optimal. To explain the determinants of organizational climate, satisfactional behavior takes into account environmental determinants of satisfaction or what others call the factors of the organizational climate.

This model is based on the understanding that individuals have certain motives or basic needs, representing potential behaviours that influence behavior only when provoked. Cause these behaviours or not depends on the situation or the environment perceived by the individual. The components of the environment serve to stimulate or cause any ground. The changes in the environment originate perceived changes in the pattern of satisfaction due. Each kind of satisfaction is directed to meet a kind of necessity. The pattern of satisfaction due determines the behavior; a change in that pattern will generate a change in behavior.

Literature Review

The practical significance of individual's work lies in the fact that they indicate the direction of the head to create a strong satisfaction. For example, to meet self actualization level you can use different types of financial incentives (bonuses, bonuses), the second level - different types of insurance, the third level of needs can be met through the provision of free communication, sharing of various holidays, the need for recognition can be met by bringing to implementation of more complex work, delegating authority, career advancement, provide retraining and further training, etc (Allen & Wilburn, 2002).

The most difficult is the case with the needs of self-actualization as often the organization is not possible to provide disclosure of creative and artistic abilities of workers. However, under present conditions there is some experience in this field gained by Russian organizations: attracting workers with the poetic abilities to write the anthem of the company, financial assistance in the publication of collections of works and exhibitions of art paintings, etc (Cook, 2008). Further continuations of the work in the field of satisfaction were the work of F. Herzberg, dubbed two-factor model of satisfaction. According to this model, all factors that influence the needs of workers, the factors were divided into hygiene and satisfaction factors. The first group included working conditions - pay, relationships, and state of ventilation; paint the walls, lighting - everything that makes only the necessary conditions. Low or poor condition of some of the factors in this group acts as de-satisfaction, reduced satisfaction in their work, and if the state of these factors ...