netrashetty
Netra Shetty
BearingPoint (parent company: BearingPoint Europe Holdings B.V.) is an independent management and technology consulting firm. Following a post-bankruptcy management buyout in August 2009, BearingPoint has been operated by its European management team and is organized as a partnership. BearingPoint is a European-based company, but operates with a global reach.
Job satisfaction
Job satisfaction describes how content an individual is with his or her job.
The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims to enhance job satisfaction and performance, methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work groups. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs. Questions relate to rate of pay, work responsibilities, variety of tasks, promotional opportunities the work itself and co-workers. Some questioners ask yes or no questions while others ask to rate satisfaction on 1-5 scale (where 1 represents "not at all satisfied" and 5 represents "extremely satisfied").
The concept of job satisfaction traditionally has been of great interest to social scientists concerned with the problems of work in an industrial society. A number of consequences have been shown to result from job satisfaction/dissatisfaction. Despite the large number of studies that have dealt with these issues, however, there has been little accumulation of knowledge.
Definitions
Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of one’s job;an affective reaction to one’s job;and an attitude towards one’s job.
History
One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions (most notably illumination) on workers’ productivity. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from the new conditions, but from the knowledge of being observed. This finding provided strong evidence that people work for purposes other than pay, which paved the way for researchers to investigate other factors in job satisfaction.
Scientific management (aka Taylorism) also had a significant impact on the study of job satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of Scientific Management, argued that there was a single best way to perform any given work task. This book contributed to a change in industrial production philosophies, causing a shift from skilled labor and piecework towards the more modern approach of assembly lines and hourly wages. The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylor’s work.
rogressive and innovative managers realize the importance of increasing motivation and satisfaction among employees to boost their output. More than just pay incentives, worker output can be increased by providing tailor-fit benefits to meet their needs and motivating them with the quality of work life.
Increasing worker motivation and satisfaction can promote better productivity, produce effective, efficient and loyal workers, boost higher quality of work and make them stay longer in the business.
The nature of motivation and effectiveness among employees is the way by which modern human resource management is done. In fact, there is a direct relationship between progressive human resource management and effective management, which includes a work environment that is conducive towards achieving the goals of the company as well as the employees.
Moreover, the success of your management is determined by your knowledge and skill in evaluating and identifying issues and concerns affecting employees as well as your ability to handle and resolve them with the help and satisfaction of workers. Several factors need to be considered such as whether your workers know how you gauge and judge their performance; educational and training programs to encourage and promote personal development; trust and confidence on the knowledge and capabilities of your employees; opportunity to allow your employees to make decisions and an open, honest and free communication with them.
Not only can these factors promote worker productivity, it can also help address or avoid problems with the management and employees as well.
In addition to that, it is important to focus on two important approaches, which are the individualistic approach and the communal approach. Each of the said approach incorporates different views and perspectives regarding the moral responsibility as well as different view of the kinds of the principles regarding ethics that must be used in order to resolve different dilemmas or problems that are related to ethical issues (Brown 2008).
The individualistic approach, as the terms states, it focuses on the promotion of good of each individual such as the individual rights like freedom of expression or even the right of privacy. On the other hand, the communal approach focuses on the common goods; where in the entire group of the employees are being considered in the different decision-making and planning regarding different actions and even policies. In addition, the said approach focuses on promoting or prohibiting social justice or ways where it can bring harm or benefits to all of the employees in the organization
Job satisfaction
Job satisfaction describes how content an individual is with his or her job.
The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims to enhance job satisfaction and performance, methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work groups. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs. Questions relate to rate of pay, work responsibilities, variety of tasks, promotional opportunities the work itself and co-workers. Some questioners ask yes or no questions while others ask to rate satisfaction on 1-5 scale (where 1 represents "not at all satisfied" and 5 represents "extremely satisfied").
The concept of job satisfaction traditionally has been of great interest to social scientists concerned with the problems of work in an industrial society. A number of consequences have been shown to result from job satisfaction/dissatisfaction. Despite the large number of studies that have dealt with these issues, however, there has been little accumulation of knowledge.
Definitions
Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of one’s job;an affective reaction to one’s job;and an attitude towards one’s job.
History
One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions (most notably illumination) on workers’ productivity. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from the new conditions, but from the knowledge of being observed. This finding provided strong evidence that people work for purposes other than pay, which paved the way for researchers to investigate other factors in job satisfaction.
Scientific management (aka Taylorism) also had a significant impact on the study of job satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of Scientific Management, argued that there was a single best way to perform any given work task. This book contributed to a change in industrial production philosophies, causing a shift from skilled labor and piecework towards the more modern approach of assembly lines and hourly wages. The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylor’s work.
rogressive and innovative managers realize the importance of increasing motivation and satisfaction among employees to boost their output. More than just pay incentives, worker output can be increased by providing tailor-fit benefits to meet their needs and motivating them with the quality of work life.
Increasing worker motivation and satisfaction can promote better productivity, produce effective, efficient and loyal workers, boost higher quality of work and make them stay longer in the business.
The nature of motivation and effectiveness among employees is the way by which modern human resource management is done. In fact, there is a direct relationship between progressive human resource management and effective management, which includes a work environment that is conducive towards achieving the goals of the company as well as the employees.
Moreover, the success of your management is determined by your knowledge and skill in evaluating and identifying issues and concerns affecting employees as well as your ability to handle and resolve them with the help and satisfaction of workers. Several factors need to be considered such as whether your workers know how you gauge and judge their performance; educational and training programs to encourage and promote personal development; trust and confidence on the knowledge and capabilities of your employees; opportunity to allow your employees to make decisions and an open, honest and free communication with them.
Not only can these factors promote worker productivity, it can also help address or avoid problems with the management and employees as well.
In addition to that, it is important to focus on two important approaches, which are the individualistic approach and the communal approach. Each of the said approach incorporates different views and perspectives regarding the moral responsibility as well as different view of the kinds of the principles regarding ethics that must be used in order to resolve different dilemmas or problems that are related to ethical issues (Brown 2008).
The individualistic approach, as the terms states, it focuses on the promotion of good of each individual such as the individual rights like freedom of expression or even the right of privacy. On the other hand, the communal approach focuses on the common goods; where in the entire group of the employees are being considered in the different decision-making and planning regarding different actions and even policies. In addition, the said approach focuses on promoting or prohibiting social justice or ways where it can bring harm or benefits to all of the employees in the organization
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