Job satisfaction + staff motivation = high performance
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)