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1. Employee satisfaction represents a component of the success of Simplex Infrastructure, and more
satisfied workers are less likely to leave Simplex Infrastructure. Simplex Infrastructure have
significant effects on the people who work for them and some of those effects are reflected in how
people feel about their work. Employee satisfaction directly or indirectly affects their behaviour.
More satisfied workers are less likely to leave Simplex Infrastructure. Job satisfaction includes
multidimensional psychological responses to ones job, and that such responses have cognitive,
affective, and behavioral components.
Employee satisfaction or job satisfaction is, quite simply, how content or satisfied employees are
with their jobs
Employee satisfaction and employee engagement are similar concepts on the surface, and many
people use these terms interchangeably. Employee satisfaction covers the basic concerns and needs
of employees. It is a good starting point, but it usually stops short of what really matters.
Employee satisfaction is the terminology used to describe whether employees are happy and
contented and fulfilling their desires and needs at work. Many measures purport that employee
satisfaction is a factor in employee motivation, employee goal achievement, and positive employee
morale in the workplace.
Factors contributing to employee satisfaction include treating employees with respect, providing
regular employee recognition, empowering employees, offering above industry-average benefits
and compensation, providing employee perks and company activities, and positive management
within a success framework of goals, measurements, and expectations.
Concept Of Job Satisfaction in Simplex Infrastructure
Job satisfaction can be defined as an employee's attitude towards the job. It is not same as
motivation, rather it is concerned with the attitude and internal state of an individual regarding a
particular job. It could, for example, be associated with a personal feeling of achievement, and
hence, shaped or determined by pay, supervisory style, and age factors. If the existing job fails to
provide psychological or physiological need of an individual, satisfaction from the job might be
low.

2. More specifically, job satisfaction can be explained as an employee's general attitude towards the
job. It is a pleasurable feeling that results from an employee's perception of achieving the desired
level of need or satisfaction. Job satisfaction fulfills an individual's psychological and
physiological needs through organizational process. It is a multidimensional attitude which is made
up of the attitude towards pay, promotions, co-workers, supervision, the work environment and so
on. High job satisfaction implies that the employees are liking the job, whereas, low job satisfaction
relates to the disliking of the job by individuals. Job satisfaction is an intangible variable which is
expressed through emotional feelings.
Therefore, we can conclude that, job satisfaction is an employee's positive response toward the
various aspects of job. It helps to improve job performance, and can be determined by the deviation
between employee's expectation about job outcome and what the job actually offers.
The three most important factors are interesting work, job security and opportunities for
advancement and development. Only satisfaction towards salary was found to have a significant
positive relationship with affective commitment.
It is plausible that when employees judged the organization to be fair in paying salaries which are
competitive and motivates them to give good service to the customers, positive feelings of well
being will be created. This, in turn, is likely to stimulate them to reciprocate by increasing their
loyalty to the Simplex Infrastructure. Age had no direct and interactive influence on affective
commitment. Hence, managers need not be concerned with the influence of employees’ age to
moderate the relationships between the five facets of job satisfaction and affective commitment.
All the five facets of job satisfaction did not show significant relationships with continuance
commitment. Age did not have a direct influence on continuance commitment.
Only satisfaction towards supervision showed a significant positive relationship with normative
commitment. It is plausible that when employees judge the organization to be providing good
supervision, positive feelings of well being will be created. This is likely to stimulate them to
reciprocate by increasing their sense of obligation to the Simplex Infrastructure and the belief that
staying is the ‘right thing’ to do to the organization. Age also did not have a direct effect and
interaction effect with the facets of job satisfaction to predict normative commitment.

3. Here are simple ways to inspire employees and increase employee satisfaction:
1. Employee Orientation – One of the best ways to have satisfied employees is to make sure
they’re pleased from the get-go. Offering a thorough orientation will ensure expectations are
realistic and that new staffers don’t come in with rose-colored glasses that will quickly fade. Proper
on boarding encourages positive attitudes and can reduce turnover.

4. 2. Positive Work Environment – An upbeat workplace is a necessity. If the workspace isn’t
positive, you can’t expect the workers to be. Encouraging one another, avoiding
micromanagement, giving positive feedback and ensuring criticism is constructive are all ways to
keep the environment a place where employees can do more than survive – they can thrive!
3. Provide Competitive Benefits – Fair wages are important, but competitive benefits are also
critical to keeping your workforce satisfied. If our benefits package is thin, employees may look
for other opportunities with firms that are more generous. Beyond insurance, benefits such as flex
time, paid holidays and personal days are important factors to employee satisfaction.
4. Workforce Engagement – Employees that don’t find their work interesting or don’t feel they
are contributing to the mission of the firm will not be engaged. For employees to be satisfied, they
must feel like they are part of something bigger than just what their individual work tasks are.
Include staffers in goal setting and how they fit in the corporation fabric to increase
engagement and satisfaction.
5. Develop Skills – Everyone needs something to working toward. Stagnation is unfulfilling.
Employees have more potential than their current level of functionality. Encouraging employees
to fulfill that potential will increase engagement and satisfaction. Whether it’s training

5. opportunities, mentoring, online courses or external training, encourage staff to always be
improving their skills!
6. Recognition & Rewards – Employees enjoy an atta-boy and it need not be a public show to
mean something to employees. Encourage supervisors and managers to acknowledge employees
deeds on a daily basis. Also implement a formal program company-wide to recognize top achievers
in every job category. Healthy competition can boost morale, encourage hard work and increase
satisfaction and retention.
7. Track Job Satisfaction – Don’t sit back and just hope that employees are satisfied – put some
data behind it. Offer anonymous online surveys or mobile surveys to effectively track how
employees feel about benefits, recognition, supervisor feedback and other aspects that contribute
to employee satisfaction. This allows us to improve, tweak and monitor satisfaction levels to
reduce turnover and save the company money.
Methods Used to Enhance Employee Job Satisfaction in Simplex Infrastructure

6. Businesses of all sizes depend on the strength of their employees for success. As a business owner,
ensuring employee satisfaction is one of the most important things that we can do to build a
stronger and more productive company. While there are a number of tips that work for Simplex
Infrastructure, remember that all workplaces are unique and that the simplest way to gauge our
success is to communicate with our team. Always ask our employees how they like their jobs and
work environment.
Recognition and Appreciation in Simplex Infrastructure
The most important factor in employees' satisfaction is their feeling of being appreciated for their
time, effort and commitment. As an employer, there are a number of tools to use to communicate
our appreciation to our staff. First, it is important that the staff feel that the feeling we express is
sincere and honest. Acknowledging individual members of the team and expressing satisfaction
with specific points regarding their work ethic, productivity, and overall success is crucial.
Utilize "employee of the month," and similar recognition programs. Institutionalizing such
programs can be beneficial to organizing the pace of the company, and are helpful in ensuring that
recognition is a continuous component of business operations.
Instill Passion
Ensuring that employees are passionate about their work will go a long way in their productivity.
A successful model for instilling passion is designating a specific amount of time for staff to work
on self-initiated projects. Projects are typically company or industry related, but are conceived and

7. worked through by individuals. Simplex Infrastructure utilizing such programs typically reserve
20 percent of business hours for personal initiative projects.
Holding Meetings
Holding meetings whether weekly or monthly is crucial for employee morale. They ensure that
staff feel that they are "in the loop" regarding company news and developments. Feeling informed
about the company promotes job satisfaction in the workplace. These are also opportunities for
employees to voice concerns, opinions and strategies for upcoming projects. Regular meetings also
encourage dialogue between staff members. Instilling a sense of teamwork and community among
employees is crucial to their overall satisfaction and, ultimately, performance.
Instill a Sense of Community
Instill a sense of community in the workplace can be achieved in a number of ways. Organizing
sports and charity events during and after business hours establishes a team mentality and carries
over into professional discourse. Additionally, create celebrations, both personal and professional,
that give employees an opportunity to bond with one another. Celebrate birthdays, or consider
buying monthly or weekly lunches.
Factors Influencing Employee Satisfaction
Various factors exist in Simplex Infrastructure that contributes to area of employee satisfaction.
Following are listed factors affecting employee satisfaction. They are:
• The brand name of the Simplex Infrastructure is of utmost importance to the employees and it is
considered when employee satisfaction is considered.
• The aims and objectives of the Simplex Infrastructure where an employee works are likely to
affect employee satisfaction.
• Salary and wage is one of the most important factors behind employee satisfaction. The salary
should always be in accordance to the position of the employee in the company.

8. • Rewards and penalties are other important things that affect level of satisfaction of an employee
in his job.
• The kind of treatment given by the supervisor to the employee largely determines his satisfaction
level. It is always desired to treat employees in a good manner.
• Working methods of the Simplex Infrastructure determines the satisfactory level of an employee.
It is true that Simplex Infrastructure has its own working methods but some freedom should also
be given to the employees.
• It is essential to check that the personality of the employee matches the type of job being allotted
to him.
• Expectations of the employee should also be in accordance to the level of Simplex Infrastructure
in which he or she is working.
Improving Employee Satisfaction in Simplex Infrastructure
If Simplex Infrastructure does not see employee satisfaction amongst its employees then there is
nothing to be worried about. By following some steps, Simplex Infrastructure can improve
employee satisfaction. One of the best possible ways is to conduct a feedback program. During
this program, Simplex Infrastructure should take feedback from the employees so that they can
know what the requirements of the employees are and what exactly they are getting in the Simplex
Infrastructure.
Measuring Job Satisfaction in Simplex Infrastructure
Simplex Infrastructure face challenges in accurately measuring job satisfaction, as the definition
of satisfaction can differ among various people within an organization. However, Simplex
Infrastructure realize that workers' level of job satisfaction can impact their job performance, and
thus determining metrics is crucial to creating strong efficiency.

9. Despite widespread belief to the contrary, it have shown that high-performing employees do not
feel satisfied with their job simply as a result of to high-level titles or increased pay. This lack of
correlation is an significant concern for Simplex Infrastructure, since it also reveal that
the implementation of positive HR practices results in financial gain for the Simplex Infrastructure.
The cost of employees is quite high, and creating satisfaction relevant to the return on this
investment is paramount. Simply put: positive work environments and
increased shareholder value are directly related.
Some factors of job satisfaction may rank as more important than others, depending on each
worker's needs and personal and professional goals. To create a benchmark for measuring and
ultimately creating job satisfaction, managers in Simplex Infrastructure can employ proven test
methods.
Important Factors
Typically, five factors can be used to measure and influence job satisfaction:
1. Pay or total compensation
2. The work itself (i.e., job specifics such as projects, responsibilities)
3. Promotion opportunities (i.e., expanded responsibilities, more prestigious title)
4. Relationship with supervisor
5. Interaction and work relationship with co-workers.
Simplex Infrastructure Goals and Employee Expectations
Simplex Infrastructure are entities that have a life of their own. They are like a big machine with
many moving parts, diagrams, and purposes. Simplex Infrastructure are typically involved with
elaborate data collection, in-depth analysis, and making decisions based on the results of that data
collection. Essential elements of Simplex Infrastructure are the employees that control the
environment. In order to be successful in the Simplex Infrastructure environment, employees must
understand the goals, structure, and procedures that management has laid out as the basis for
Simplex Infrastructure operations. In today’s competitive and rapidly changing business

10. environment, establishing and achieving goals and objectives are common denominators of
successful businesses. Goals are essential tools that help employees and organizations alike, focus
on the desired results of the business strategy. Employees that are involved with goal setting tend
to stay longer and be more productive employees. The impetus is on management to set attainable
goals in accordance with the strategy of the Simplex Infrastructure, and then effectively
communicate these goals to employees. The focus of this section is to understand the value and
benefit of defining organizational goals, assessing employee expectations in relation to those goals,
and the effect of this discipline on employee satisfaction.
Employees’ ratings of their overall job satisfaction vary by:
Gender and age
• More women report being either somewhat satisfied or less than satisfied
• Younger employees are less likely to be very satisfied and more likely to be less than satisfied
Pay
• Proportionately, more of the very satisfied are also higher paid
Benefit Coverage
• Comparisons of employees with and without coverage for a range of benefits (drug plan, dental
care, vision care, other medical coverage, life and/or disability insurance, pension/RRSP)
consistently show statistically significant differences in the proportions of very satisfied,
somewhat satisfied and less than satisfied employees. These findings apply for both women and
men and across different age groups.
How long they have worked in the sector
• The proportion of very satisfied employees is highest among those who have worked in the sector
ten years or more.
• The proportion of less than satisfied employees is highest among those who have worked in the
sector less than a year.
Where they work and what they do

11. • The religion sub-sector has the highest proportion of very satisfied employees. Otherwise we see
no clear differences in satisfaction across different areas of activity in the sector
• Fewer senior managers are less than satisfied
• Unionized employees and clerical, administrative and support staff are slightly more likely to be
less than satisfied
• No statistically significant pattern emerges with respect to overall satisfaction and organization
size
Employee Retention: Our Key to Bottom Line Success
Every time we lose a valued employee, we are losing money right off our bottom line. It makes
sense to stabilize our workforce as much as we can, so we can generate a stronger profit.
Human resources? Bottom line? Yes, they are connected. When we have to replace an employee,
it can be costly. First of all, we may have to pay overtime or hire part-time workers to fill the void.
Production becomes more expensive, if we can even keep up with what has to be done. Falling
behind costs money and may cost us a customer.
Recruiting, selecting, and hiring a new employee takes time and money…neither of which we have
a lot of. Then, when we do find somebody that we hope will work out, we have to invest in training
time and some team building to move that new employee into a position of productivity.
Meanwhile, the business keeps moving. There's no way to push a "pause" button while we adjust.
Benefits of Stability in Simplex Infrastructure
Most of the benefits of workforce stability are obvious. Let's explore a few others.
When we have a stable workforce-few, if any, people leaving unexpectedly we also enjoy a good
morale. People know each other, they're comfortable with each other, and they work well together.
This kind of relationship can be powerful when there's a rush order to get out or when there's a
problem somewhere in the manufacturing process. People are more likely to pitch in and help each
other when they know each other and believe in mutual support.

12. Continuity is priceless. When people have been around for a while, there's a sort of flow that keeps
everything moving. People know where things are, how things are done, how to fix the little
problems that pop up every once in a while. There's a sort of corporate "memory" about these
things that makes operations a lot more efficient. Confidence is higher, and therefore productivity
is also strong.
We and our managers and supervisors don't have to worry about hiring and training new staff all
the time. We can invest our time in generating orders, communicating positively with our
customers, and working more closely with our people. Training rupee can go toward improving
skills of people who know the business and want to strengthen their ability to make a contribution
and to earn higher rewards.
Care About Our People
When someone works for us, it's like being part of a family. Show that we care about them.
Recognize their needs, as well as our own. Find a balance between what people want in their lives
and what we need to run the company. Let's look at a few ideas:
1. Flexible work schedules.
Consider how we can be flexible in working hours so people can work when they want to.
Some workers may want to start early and leave early. Others may want to start later and
work later. Can we accommodate them?
Simplex Infrastructure are installing compressed work weeks. People work longer each day
so they can take a day off every week or two. If people work four ten-hour days, they can
take a day off a week. Make that day a Monday or Friday and our employees get three-day
weekends. Nine-hour days make it possible to take off a day every other week.
Stagger who is on what schedule and we can have some people taking off Fridays and

13. others taking off Mondays. This arrangement will allow us to stay open and continue
operating five days a week.
2. Rewards for great performance.
When people do a great job, let them know. Emphasize the positive. Rewards can be in the
form of cash bonuses it can mean a lot-or non-cash rewards. The key is to set standards,
then reward people for meeting or exceeding the expectations.
Do our people like to go to movies? Buy movie tickets wholesale from a nearby theatre.
Give them to our people in appreciation-we recommend giving four tickets. They will value
the tickets at retail price.
Bring in pizza, ice cream, and other food for lunches and for breaks. Call spontaneous
surprise breaks and buy soft drinks for everyone. Give a little and we'll get a lot in return.
How about a company picnic-bring the family? Is there an amusement park nearby that
would be a good place to gather? Have the company buy tickets for all the families-we can
get them at a reduced price as a group purchase. Enhance the value of the experience by
buying company tee shirts for everyone-even kids.
What can we do around Christmas? Santa's schedule always has room to arrange another
visit to a company's family party. Yes, we can do this kind of stuff in a manufacturing
environment.
Appreciate the need to have a place to get away from work for a few minutes. An air-
conditioned break room, a picnic table under a shade tree. Well worth the investment.
3. Make Training Count.
Research is showing that people want to learn and grow. Consider ways to offer personal
and technical training to our employees. It's an important benefit of working for a good
company, and it bonds people to the company.

14. Consider more than just job-related training. The higher self-esteem will pay off for us.
4. Be Out There.
Employee retention levels are higher in Simplex Infrastructure where the boss is highly
visible to the workers. Sure, there's all that paperwork to do, suppliers to negotiate with,
and customers to coddle. But, our most important asset is our people. Take care of that
asset.
Get out of our office and spend some time on the floor with our people. We can't tell us
how much time to invest talking with them, working with them. It will be different in each
company. We'll know. When people feel comfortable talking with us, telling us of their
problems and their successes, that's about right.
Employee retention strategies
As a hiring manager, if employee engagement and retention aren’t on our priority list yet they
should be. The jobs market has changed, and many employers are finding that they no longer hold
all the cards when it comes to retaining staff in today’s fast paced environment. Employees no
longer prioritise holding a tenure with their current company over seeking a job elsewhere that
better suits their lifestyle and career aspirations.
This means that if we’re not doing all we can to keep our staff happy, we could be at greater risk
of losing our best talent (and future business leaders) to our competitors. The good news is that
many effective employee retention strategies involve little to no money.
Key employee engagement factors that really matter to staff:
1. Providing a clear career path: Top employees want to know they have a future at our
company. Make sure we meet with team members regularly to discuss their professional
goals and how they can achieve them at our organisation. How can an employee envision
a future at our company, if you have not set out a clear progression path? Do our part to

15. support our employee’s professional goals and objectives by offering resources such as
access to mentors and training programs. Our commitment to offering staff the chance to
upskill will not only benefit the individual, but also our bottom line.
2. Employee recognition: Having a rewards program in place is an excellent retention
strategy to acknowledge staff achievements, focusing on fairness and consistent delivery.
When people feel that leaders notice and truly value their contributions, their motivation
and loyalty grow. Be careful that the same employees don’t constantly receive all of the
praise or that we only offer recognition out of a sense of obligation, because it can harm
morale. Raises, bonuses and other financial rewards are a good starting point when it comes
to employee engagement, but understand that offering a public “thank you” at a staff
meeting can be just as meaningful, if not more so. Consider combining this verbal act of
praise along with a simple reward, such as a gift card issued by a local restaurant or Gold
Class movie tickets as a token of our appreciation for a job well done.
3. Cultivating a culture of freedom: It’s hard to feel productive or trusted if someone is
looking over our shoulder all day long as we work. Most strong performers value a degree
of autonomy and thrive in an environment where they are free to explore their own
innovative ideas. As a manager, even if we’re not hovering physically over our staff, we’re
giving the same feeling of micro-managing if we require excessive updates and approvals
on assignments before they can progress. If we’ve done a good job of hiring, we should be
able to rely on our employees to complete their work successfully. Provide staff with
sufficient details at the beginning of projects and then let them take the ball and run with
it. Chances are, they will rise to the occasion and so will our retention rates.
4. Offering flexibility: In terms of employee engagement, flexible work arrangements are
among the most highly prized elements of a work environment we can offer our talent.
These can range from simply making it easy to attend to family emergencies or school
activities, to offering flexibility, job share and work-from-home arrangements alongside
individual work hours. By doing this, we will help our staff balance their work and personal
demands, which can be very meaningful to time-pressed people. It shows our staff that we
have a vested interest in their wellbeing and this can lead to strong loyalty to our company.
5. Corporate social responsibility (CSR): People also want to work for companies that are
a force for good. Ask ourselves if our firm falls into this category. Do we promote ethics

16. first when interacting with customers and employees? Are our products safe and reliable?
Do we have a commitment to fairness and diversity? Does our organisation support
community causes financially and/or with volunteers? Do we demonstrate environmental
stewardship? Actions such as setting up a day in which staff throughout the company can
volunteer for a philanthropic event as a group can go a long way in building positive spirit
and loyalty.
6. Competitive remuneration: Salaries are another critical retention strategy that can either
work for us or against us when it comes to keeping our most valued people employed. By
offering more than the average salary bracket, we can attract the cream of the crop when it
comes to talent – and vice versa when we pay people below market value, it suggests that
we don’t truly value them or their work. If we withheld raises and bonuses during a
downturn and have yet to implement any positive changes, we’re at real risk of losing our
best staff. The job market is continually changing in response to economic and industry-
specific factors, so be sure we’re re-evaluating salaries at least annually by reading the
latest association reports, salary guides and government statistics. If we’re not in a position
to top up pay packets, the other retention strategy we can employ is reassessing the little
extras we offer to our staff that round out our remuneration package. This can include
everything from free healthy snacks in the break room to on-site exercise facilities and
tuition reimbursement for professional growth. It’s surprising how these perks can often be
part of the reason we not only retain staff but also attract new employees when it’s time to
hire.
7. Clear lines of communication: Last but definitely not least, unambiguous communication
should be the cornerstone of foundation for all our other employee engagement strategies.
People want to feel they’re a key part of the organisation and that they play a role in
upcoming plans. Keep our employees in the loop when it comes to the latest developments
at our company. Consider conducting regular employee engagement surveys to hear
feedback and ideas on initiatives. The more involved they are from the outset, the more
connected they will feel to the outcome of projects.

17. Conceptual framework of employee job satisfaction and employee retention in Simplex
Infrastructure :
Chosen variables:
To measure the degree of workers satisfaction we used quite a handful of common workplace
variables; those are Job Satisfaction and employee retention. In our context, we believe that these
will help us to achieve ours objectives.
Theorized causal connections of the variable:
Employees usually join the Simplex Infrastructure bringing with them their work values. As they
interface with the work and the Simplex Infrastructure environment, they find themselves
challenged (or not) and 'turned on' (or alienated) by their job and organizational factors. Based on
their experiences, individuals then make some deliberate choices as to the extent to which they
want to get involved in their jobs and invest themselves in work. That is, based on how employees
perceive their job and work environment, they could get minimally to highly involve in their jobs.
There is thus, a time gap between their interfaces with the work environment and their ego-
involvement in their jobs. No one completely identifies with the job or invests the self in the work
before assessing what the job entails and how conducive the work environment is. When people
get involved in their jobs, they spend greater amounts of time and energy at the work place. That
is, the more the employees engage in work behavior because of job involvement, the greater will
be their interactions with and explorations in the work environment. As employees explore their
work environment, have success experiences, and gain mastery at work, they develop a sense of
competence or confidence in their own competence. Because of this psychological success feeling,

18. they are likely to get even more involved in their work in anticipation of experiencing greater
successes and more mastery. In essence, job involvement will lead to a sense of competence, and
greater sense of competence will lead to further job involvement or ego-investment in the job.
Thus, the two variables job involvement and sense of competence will mutually reinforce each
other.
Not being alienated from the job (i.e. being job-involved to some extent at least) is a necessary
precondition for deriving job satisfaction i.e. satisfaction from the work itself and employee
retention.
Likewise, individuals who feel inept in their job (no sense of competence) are not likely to derive
job satisfaction. It is not lack of job satisfaction that makes them inept, but it is the ineptness that
makes them dissatisfied with the job. Thus, to experience satisfactions at the work place, it is
necessary for individuals to be job involved and feel a sense of competence at work. We can
theorize that job characteristics, organizational climate factors, and work ethic will directly
influence both job involvement and sense of competence, and that job satisfaction will be
experienced through the two intervening variables job involvement and sense of competence.
While job involvement and sense of competence will mutually influence each other, it is sense of
competence that will directly lead to job satisfaction, not job involvement. The reason is that one
can get very involved in the job and keep plodding along without necessarily experiencing job
satisfaction. In other words, for some 'work is work ship' and they will continue to invest time and
effort on the job.
However, if one has success experiences on the job and derives a sense of psychological success
by feeling confident that he or she is making a significant impact on the work environment and
gaining mastery over the job, the individual will derive satisfaction. In effect, the theory postulated
here is that the job, organizational climate, and work ethic variables will have a direct influence
on both job involvement and sense of competence, and sense of competence will lead directly to
job satisfaction.