Running head: EMPLOYEE STATISFACTION 1
Employee Satisfaction
Liberty University
Nikki Holloway
EMPLOYEE SATIFACTION 2
Abstract
Employee attitude and occupation satisfaction encompass how an organization performs. It
encompasses the management guiding workers into improving personal and organizational
success. It plays a huge role in defining the attitudes of personnel and their career satisfaction.
When workers are content, it is typical because they are content with their work setting. This also
increases the value of their work. Job satisfaction and attitude may not fall entirely on the
supervisors but also on the workers. If workers like their work, they will not need exterior
incentive from supervision, nonetheless instead the gratification they get from finishing their
work will stimulate them (Robbins, 2004).
Work satisfaction is a person’s happiness with their job. Its effect on production is either
negative or positive. The connection between job productivity and job satisfaction is not
necessarily dependable. A person could obtain high job output without having the gratification in
the work. This occurs generally when currency is their motivation. Another motivator is
cultivating in their work to receive a promotion. Other personnel might increase their output due
to the gratification they get from their work. A motive for job satisfaction can also come from a
worker receiving some good wages. It improves career enjoyment if a worker has knowledge of
the fact that they get fair payment for their hard work at the end of the day.
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Summary
Metro Atlanta Rapid Transit Authority (MARTA) is the seventh largest transit system in
America. It serves all of Fulton County and DeKalb County located in Georgia. One issue as a
worker each time the upper management change the rules and regulation change with the turn-
over. It does not matter that the current system is working or not. It can become challenging
because once one perfect the current system when the general manager changes for whatever
reason. The rules and regulations change with them and it becomes frustrating. No one seems to
care that the system is working well why change mid-stream if it is working?
Organizational Challenges
Rarely do they offer the proper training management simply say here do it. If it is not
done correctly there is a price to pay. It may take a year or two to learn and perfect the job and
once the job is done with perfection no one acknowledges the good job that is performed you are
only reprimanded if it is not done correctly. As a result, morale is low and the job performance is
lower with the morale.
Franco, Mora, & Perduri (2015) states, development organizations approaches have seen
organizations struggle with various encounters. Some of the problems can be unique to the
industry. However, many them can be challenging to address and are some repeated themes
across organizations of all industries and magnitudes. Here is a list of the most common business
trials MARTA customers have pursued assistance in addressing: Linking core competencies,
business needs, effective performance management systems, and human resources approaches
(Franco, Mora, & Perduri, 2015)
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1. Implementing and designing tools such as incentive, performance management, planning,
goal setting compensation, training business, and performance metric
2. Designing optimum organization structure that supports the strategic objectives
3. Creating critical and capabilities competencies needed to reach achievement
4. Creating and applying cost-effective and incentive compensation strategies
5. Aligning human resources planning with culture and business so it offers business-
focused initiatives
6. Providing programs to help keep employees focused as well as to enhance goal
achievement and contribution to the organization
7. Aligning mission and vision with culture and business goals
8. Developing approaches for managing that are aligned with the business goals (Franco,
Mora, & Perduri, 2015).
The Major Overring Issue
Organizational Life Power and Politics
Barney (2013) articulates, that there are limited business activities more susceptible to a
credibility gap than the way in which administrator’s process organizational life. A sense of
skepticism happens when executives purport to make decisions in rationalistic relations despite
the fact most participants and observers recognize that politics and personalities play an
important role. Barney (2013) ask, where does the fault lie? In the concept which deals with that
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decisions should be nonpersonal and rationalistic? Or in the practice which treats business
establishments as political structures?
Other complications establishments may have been (sociotechnical, problem-solving
instruments, reward systems, systems, and so on), they are political structures. This generally
means that establishments function by allocating power and setting a stage for the exercise of
power. Consequently, individuals who are very driven to use and secure power find a hospitable
and familiar environment in business (Dandridge, Mitroff, & Joyce, 2013).
At the same time, officials are hesitant to recognize the place of power both in
organizational relationships and in individual motivation. By some means, power and politics are
an unhealthy difference of opinion. And in connecting these words to the play of personalities in
establishments, some supervisors remove themselves into the protection of organizational logics
(Dandridge, Mitroff, & Joyce, 2013). As I shall suggest in this article, Dandridge, Mitroff, &
Joyce (2013), they recognition of the position of personality aspects and a complex use of the
limitations and strengths of individuals in decisions on power distributions can improve the value
of organizational life (Dandridge, Mitroff, & Joyce, 2013).
Facts About Organization’s Problems
Adler (2012) implies many influential leaders know that accomplishing high performance
in an institution encompasses hard labor. For example, managers who effectively execute a
business plan to produce sustained progress, profits and high customer satisfaction are thought to
possess the highest level of business acumen and dedication. Less well known is that the hardest
part of achieving a high level of performance is addressing the “easy-going” human problems
that lie beneath organizational life (Adler, 2012).
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Adler (2012) states, it is common for the senior manager to accept as true that the human
practices — dare I say feelings — that go together with their work and are not only unconnected
to their professional lives, but are uninvited components of it — ones to be aggressively evaded
(Adler, 2012).
The reality is that successful and high-performance change outcome from a manager’s
ability to realign, acknowledge and address the assumptions that underlie an establishment’s core
behaviors and beliefs, that they generate. It is the collective and individual feelings about
purpose, identity, sense of belonging, and insights of fear, effectiveness, competence, failure, etc.
that outline how institutions behave and in so doing, their capability to succeed and execute
(Adler, 2012).
The common artifacts of a society — including its goals, structure, business processes,
mission, and approaches for distributing resources, among others, are all founded upon the
shared assumptions about “soft” issues, such as interpersonal relationships, group identity, and
agreed upon social norms of “inappropriate” and “appropriate” activities. These fundamentals
outline the establishment’s culture, and thereby define the organization itself (Adler, 2012).
Key Issues that Merit Discussion
Culture and Leadership Role
The culture of all organization results from the definitions, goals, and values that are
continuously and historically authorized and passed on to new affiliates as “the accurate way to
do things” by management (Barney, 2013). The ability to create, manage, and, when necessary,
destroy culture in an organization is arguably the only role that is unique to its leaders This
aspect of leadership is woefully underemphasized the popular “how to” literature and even less
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frequently practiced by leaders themselves (Barney, 2013). Cultural matters are most effectively
identified and addressed by a joint effort of outsiders and insiders to the organization.
An establishment’s basic rhythms of activities are often so taken for granted by its
affiliates (including management), that they are likely to have dropped out of consciousness by
all. This makes its core cultural elements nearly impossible to discern by the organization itself.
Hiring outside assistance with cultural issues is justifiably the most effective way to bring
awareness and mastery to what is difficult to distinguish with internal resources alone (Barney,
2013).
Barney (2013) also states, an organization’s culture governs its ability to compete, adapt,
and achieve at the highest level, and consequently is a foundation to an establishment’s victories
and failures. The belief that an uncomplaining application of logic is the best method to guide the
strategy and operation of an organization is a misrepresentation (Barney, 2013).
Problem Solving Approach
Culture
The differences in culture affect people’s attitude. Different cultures have different
approaches. Some cultures do not allow their employees to work for certain amounts of hours.
This may well affect a person if a transfer transpires and they get to a work situation that requires
more working hours. They may develop an undesirable attitude towards work. In some cultures,
people are risk takers (Kinicki, & Fugate, 2016). They like doing things past their abilities. They
achieve fulfillment both in work and in life. There is no better incentive to improve their work
productivity than this. In others, workers are reliable. Their attitude towards work is generally an
encouraging one (Kinicki & Fugate p. 485, 2016).
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Communication
Communication is how information conveys between the employee’s and management or
between the employees themselves. Personnel needs to be able to approach the management
team when they are going through difficulties. Good communication has a positive outcome on
the worker’s job satisfaction. When all their needs are met, they can without difficulty
accomplish their responsibilities proficiently. This increases job output and in turn expands the
worker's attitude (Farrell & Petersen, 2014). Communication is also significant between workers.
Employees need to sustain a respectable rapport with each other to communicate proficiently.
Respect is an imperative feature in communication. In every organization, respect needs to be at
the forefront of how they communicate (Farrell & Petersen, 2014).
Work environment
An encouraging work environment increases employee’s attitude. This is contingent on
the management, other employees, and the obtainable resources. If an establishment takes care of
their staffs by providing all required resources, then their production will expand (Farrell &
Petersen, 2014). When occupation productivity increases the company profits and performance,
in turn, safeguards that staffs collect their wages regularly. When the business performs well
then, the staffs are joyful. A good performance in the organization gives the personnel an
encouraging attitude that improves their individual performance (Kinicki & Fugate p. 542,
2016). If the employees are content and happy, job productivity will increase. Occupation
gratification advances and the employee’s relationships with clienteles improves. A good
working connection such as that one will increase the sales of goods and services. Some
EMPLOYEE SATIFACTION 9
company’s offer their employee's bonuses especially during the holidays (Kinicki & Fugate,
2016). This acts as an inspiration to the labors and develops a rapport with supervision. In
departments such as marketing and sales, worker’s performance can improve if given
commission or bonuses when they bring in added sales customers. With this information, the
worker’s performance is certain to advance considerably (Kinicki & Fugate, 2016).
Recommendation Plans for the Problems
. Mohrman & Lawler (2012) states, good problem-solving plan take some attention and
time more of the latter than the former. Nevertheless, less time and attention than is essential by a
problem not well solved. What it really takes is a willingness to slow down. A problem is like a
curve in the road. Take it right and you will find yourself in a good place for the straightaway
that follows. Take it too fast and you might not be in as good shape. Working through this
development is not always a firmly linear exercise. You may have to cycle back to an earlier step.
For example, if you're having trouble selecting an option, you may have to go back to thinking
about the interests (Mohrman & Lawler, 2012). This method can be used between two people, in
a large group, or by one person who is confronted with a grim decision. The more important and
difficult the problem, the more necessary and helpful it is to use a well-organized process. If one
is just trying to choose where to go out for have lunch, they probably do not need to go through
all the steps (Mohrman & Lawler, 2012).
Steps for an Effective Problem-Solving Process
Detect the issues
Remember that different people might have different views of what the issues are
EMPLOYEE SATIFACTION 10
Be clear about what the problem is.
Separate the listing of issues from the identification of interests
Recognize everyone's interests
This is a critical step that is usually missing.
Interests are the needs that you want to be satisfied by any given solution. We often
ignore our true interests as we become attached to one solution.
This is the time for active listening. Put down your differences for a while and listen to
each other with the intention to understand.
Separate the naming of interests from the listing of solutions.
List the probable solutions
• Separate the listing of options from the evaluation of the options.
• This is the time to do some brainstorming. There may be lots of room for creativity.
Evaluate the possibilities
What are the advantages and disadvantages? Honestly!
Separate the assessment of options from the selection of options.
Create some options
What is the best option, in the balance?
Is there a way to "bundle" many options together for a more satisfactory solution?
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Record the contracts
Do not depend on memory.
Writing it down will help you think through all the details and implications.
Come to an agreement on evaluation
Conditions may change.
Make contingency agreements about foreseeable future circumstances.
Monitor compliance and follow-through?
Generate prospects to evaluate the agreements and their implementation (Mohrman &
Lawler, 2012).
Problem Solving Frame work
My Personality Style
Kroeger, Thuesen, and Rutledge (2012) defined me as an INTJ’s as having “leadership
qualities that are prized in our society” (p.324). Therefore, I am viewed as a natural leader
because I can see things as continuously and in search of new methods because I dislike
ineffectiveness. Although I have several strong points that serve in businesses exceptionally well,
I also have several weaknesses that need some work in social and interpersonal relationships.
This is particularly true in a place of work that is male dominated such as (MARTA). Males find
it challenging to merge their independence and freedom to the typical female role. Female
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contemporaries see me as reserved and conceited. Kroeger et al (2012) articulate, “especially for
INTJ females, it is lonely at the top” (p. 326).
Kroeger et al (2002) states, “by improving your understanding of the needs and
behavioral preferences in your work life, you can harness the differences of the people within
your organization” (p. 12). As an INTJ, I have always been a watcher. Up till now, I view myself
as seeing associates in a different way so that I can advance my future communications with
individuals. I believe it will also help me when networking with my manager who is more of an
ESTJ. We occasionally struggle to effectively communicate because I sometimes view our
dialogue to be strenuous and his interpretation of me is possibly withdrawn. Using my
information of my type will permit me to deal with rough situations on the job. Whether it is
resolving issues with my associates or communicating more successfully with my managers.
Utilizing My Strengths
Feeling trapped at work can be an unpleasant experience, particularly since we spend so
much of our time at work. Personally, I want to look back on each day and can feel a sense of
accomplishment – I want to know that I contributed. But when I feel stuck, it is unsatisfying,
discouraging and can zap any energy or passion I need to move forward.
Feeling trapped can show up in a few different ways – when one feel like they are in a
dead-end job; when changes in the industry lead to changes in your team and we are left doing
work one does not enjoy or even feel prepared to handle; when you have a vision for something
you want to accomplish, but a lack of resources stands in the way of moving forward.
No matter what version of “stuck” I have experienced, I have discovered that no one can
get me unstuck. My attitude makes all the difference, so it is up to me to fix what I need to do,
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accept what is – whether I like it or not – and do what I can with excellence. The story of Joseph
has always encouraged me when I found myself stuck.
Joseph had a dream that his brothers would one day bow down to him (Genesis 37:5-8
NKJV). I can only imagine his shock when his brothers turned around and sold him into slavery
(Genesis 37:26-28 NKJV). Here are some of the insights I have gained from this story:
Preserve a Positive Attitude
Joseph was sold to Potiphar, captain of the guard under Pharaoh. Now, I am pretty sure
this is not what Joseph imagined he would be doing. But he did it faithfully and the Bible says
that, even as a slave, Joseph prospered. Even when he was thrown in prison after being
wrongfully accused of mistreating Potiphar’s wife, Joseph continued to find favor with the
warden.
Do Your Work as if You are Working for God
Joseph spent years as a slave and in prison. He must have wondered how God would
fulfill the dream he had. But no matter what happened, Joseph continued to do what was in front
of him with excellence and faithfulness.
Trust God
In the end, God not only freed Joseph, He saw to it that Joseph was promoted to the
highest position next to Pharaoh (Genesis 41:41-45 NLB). His dream became a reality and his
brothers did bow down to him (Genesis 42:6 NLB). What Joseph’s brothers intended for his
harm, God used for good to save many lives (Genesis 50:20 NLB).
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When I look back on my own experiences, I can see that God has used everything that I
went through to prepare me for where I am now. If you feel stuck, the best strategy is to maintain
a positive attitude, do the work with excellence and trust God to guide you as you seek Him. Our
success comes from God and His plans will always prevail (Isaiah 14:27 NLB). He truly does
use all the circumstances of our lives for good (Romans 8:28 NLB).
Conclusion
In conclusion, the obligation of management and the members of staff in cultivating
employees attitude is controversy I might argue that it is up to the worker to warrant that they
achieve job satisfaction from their corporation, as they are the only ones in control of their
performance and attitude. It is also probable to say that all the obligation is totally on the
management team. They choose the nature of the atmosphere in which the member of staff
works. The administration holds the power to control employee off time, wages, and
advancement. External influences such as the social situations, environment, and culture also
affect the employee attitude and job satisfaction. In my view, it is up to both the parties to resolve
on the member of staff job satisfaction. And a positive attitude.
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