Or­gan­i­sa­tional morale

Job sat­is­fac­tion + staff mo­ti­va­tion = high per­for­mance

Weekend Witness - - Opinion -

JOB sat­is­fac­tion and the mo­ti­va­tion of staff is es­sen­tial for or­gan­i­sa­tions if they want to re­main com­pet­i­tive and pro­duce prod­ucts of value. And while the re­spon­si­bil­ity for achiev­ing this es­sen­tial out­come lies with both the em­ployer and em­ployee, em­ployee’s needs have been high­lighted as an im­por­tant as­pect.

This is what has emerged out of re­cent re­search un­der­taken by aca­demics at the Man­age­ment Col­lege of South­ern Africa.

In their ar­ti­cle ti­tled An Anal­y­sis of Or­gan­i­sa­tional Be­hav­iour and its Im­pact on Or­gan­i­sa­tional Suc­cess, pub­lished in the In­ter­na­tional Jour­nal of In­no­va­tive Re­search in Man­age­ment, Var­tikka In­der­mun, an aca­demic in Hu­man Re­source Man­age­ment and the Dean, Pro­fes­sor MS Bayat, ex­pressed the view that it is im­por­tant for or­gan­i­sa­tions to en­sure their em­ploy­ees were per­form­ing op­ti­mally in or­der to main­tain a com­pet­i­tive ad­van­tage over other sim­i­lar or­gan­i­sa­tions.

Ob­vi­ously enough, the study re­veals that happy em­ploy­ees are more en­thu­si­as­tic and dis­play higher lev­els of per­for­mance and pro­duc­tiv­ity, while dis­grun­tled em­ploy­ees show signs of low pro­duc­tiv­ity and are fre­quently ab­sent from work.

But, “the or­gan­i­sa­tion and the de­sign of jobs can have a sig­nif­i­cant ef­fect on staff,” stated the re­searchers. “At­ ten­tion needs to be given to the qual­ity of work­ing life in an or­gan­i­sa­tion. Man­agers need to un­der­stand that a pos­i­tive work life can lead to an in­crease in em­ploy­ees’ per­for­mance.”

The re­searchers high­lighted a need for in­ter­nal or­gan­i­sa­tional re­search to de­ter­mine the re­la­tion­ship be­tween mo­ti­va­tion, job sat­is­fac­tion, team­work, group dy­nam­ics, lead­er­ship and em­ployee per­for­mance.

Per­son­nel forge a bond with their or­gan­i­sa­tion, they ex­plained, stem­ming from their mo­ti­va­tion to work and the re­wards they re­ceive for that work. And the way in which tasks and du­ties as­so­ci­ated with a spe­cific job are crafted is es­sen­tial, say the re­searchers. It is what de­ter­mines the lev­els of job sat­is­fac­tion and mo­ti­va­tion of per­son­nel.

Low job sat­is­fac­tion can cas­cade into a num­ber of un­de­sir­able out­comes. Of­ten, it leads to low morale, re­sult­ing in an em­ployee work­ing less and con­cen­trat­ing more on the neg­a­tive as­pects of his or her job. This in turn leads to low self­es­teem, which can mu­tate into a gen­eral malaise that spreads across the un­happy em­ployee’s so­cial cir­cles. Of­ten, people around them will feel the frus­tra­tion and may even have to bear the brunt of its ef­fects. It can have a huge in­flu­ence on per­sonal re­la­tion­ships and fam­ily life. In many cases, an un­happy worker will have mar­i­tal prob­lems and health prob­lems caused by stress.

To over­come low em­ployee morale and achieve job sat­is­fac­tion, the re­search sug­gests that man­agers should pay at­ten­tion to the at­ti­tudes dis­played by their work­ers.

“In many or­gan­i­sa­tions, res­ig­na­tions and ab­sen­teeism are ma­jor prob­lems,” say the re­searchers. “In or­der to keep this down, man­agers should do things that will gen­er­ate pos­i­tive job at­ti­tudes. The most im­por­tant ac­tion man­agers can take to raise em­ployee sat­is­fac­tion is to fo­cus on the in­trin­sic parts of the job, such as mak­ing the job more in­ter­est­ing and chal­leng­ing.”

“Em­ploy­ees are chang­ing; they no longer stay in jobs that do not mo­ti­vate or sat­isfy them. In con­tem­po­rary times, or­gan­i­sa­tions must do more to en­sure that they re­tain talent.”

“Un­der­stand­ing job sat­is­fac­tion as a man­age­ment phi­los­o­phy is es­sen­tial to man­ag­ing an or­gan­i­sa­tion and im­prov­ing its over­all per­for­mance,” say the re­searchers. — Busi­ness Re­porter.


Happy em­ploy­ees are more en­thu­si­as­tic and dis­play higher lev­els of per­for­mance and pro­duc­tiv­ity, says a re­cent Man­cosa study. (Pic­ture posed)

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