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Several internal and external factors can influence employee job satisfaction and engagement, and these factors may change over time. In the 10 years that the Society for Human Resource Management (SHRM) has been conducting its job satisfaction survey, there has been a noticeable fluctuation in employees’ overall satisfaction with their jobs. This fluctuation could be attributed to changes within the workplace as well as economic, demographic and social trends.
According to this study, in 2012 81% of U.S. employees reported overall satisfaction with their current job, with 38% of employees indicating they were “very satisfied” and 43% “somewhat satisfied.” Employees’ overall satisfaction with their jobs is down five percentage points from its peak of 86% in 2009 and our percentage points above its low in 2002 (77%).
When it comes to employee engagement at work in 2012, on average, employees were only moderately engaged (3.6, on a scale of 1 to 5, where 1 is highly disengaged, 3 is moderately engaged and 5 is highly engaged). Employee engagement levels have not changed in the two years that SHRM has been collecting this metric.
Employee engagement, which may or may not be aligned with employee job satisfaction, is about the employee’s connection and commitment to the organization.
The top five aspects contributing to employee engagement in 2012 were very similar to the 2011 results; the main difference among the lists was that the aspect “employees frequently feel that they are putting all their effort into their work” made the top five list in 2012.
• 83% of employees reported that they are determined to accomplish their work goals and confident they can meet their goals.
• 79% of employees reported satisfaction with their relationship with their
• 75% of employees were satisfied with opportunities to use their skills and
abilities at work.
• 72% of employees were satisfied with how their work contributed to their
organization’s business goals.
• 71% of employees reported that they frequently felt that they were putting all their effort into their work and that they were satisfied with their relationship with their immediate supervisor.
Motivation And Job Satisfaction
Length: 4 pages (1100 Words)
Motivation and Job Satisfaction
The economy is regaining its strength, and the turnover epidemic is reaching peaks. Experts predict that the future holds a global talent exodus that will require companies to initiate employee retention strategies. Today, employee commitment is a product of everyday happenings as employee turnover rates continue rising (Vance 4). Statistics shows that employee and customer loyalty is decreasing as lackluster wages deter staying power. At the bottom line, companies waste billions of dollars in recruitment efforts. Businesses, which realize that employee loyalty breeds stability, are on the search for new ways of retaining workers. Having employees who remain committed to their work is a crucial competitive advantage because of increased productivity. This fact is not unique since nearly all organizations invest in practices that foster employee commitment to the work place (Vance 4). Customer satisfaction is touted as an important measure of a company’s health because it enhances employee engagement and commitment. Employers see the benefits of expanding worker benefits
How Can Employers Increase Employees’ Loyalty and Commitment?
There are basic principles to employee commitment that different organizations implement to increase staff loyalty (Vance 4). Employers should be able to manage employee engagement through the alignment of individual goals with that of the business. Employee motivation should link with traditional rewards, for instance, pay and compensation. Employee motivation should also link with emotional rewards, for instance, personal growth or recognition for achievements. Engaged employees are most likely to remain loyal to the company, meaning the employers save on recruitment and training (Vance 4). These employees are better performers engaged in the daily performance of the company. Engaged employees can capitalize on changing business needs to capitalize on new environments. The management of engagement can increase employee loyalty since employers are aware of the drivers of engagement.