The Impact of Satisfied and Dissatisfied Employees on the Workplace

1. The Impact of
Satisfied and
Dissatisfied
Employees on the
Workplace
Presented by: Khadijah nadeem

2. What causes Job Satisfaction?
Interesting jobs that provide
– Training
– Variety
– Independence
– Control

3. Cont..
And for some people it’s
– Social feedback
– Social support
– Interaction with co-workers outside the work place
– Characteristics of work itself

4. Most of the people think it’s pay
Yes. It is pay/money which motivates us but it doesn’t make us happy
every time

5. Personality
What type of personality do we possess, plays an important role in
measuring our satisfaction
– Positive Core Self Evaluation
– Negative Core Self Evaluation

6. When employees like & dislike
their jobs

7. FAVOURABLE JOB ATTITUDES
MAKE ORGANIZATIONS MORE
PROFITABLE
– T his statement appears to be true, because in a recent study of 2,178 business
units suggested that job attitudes measured.
– financial performance should be measured in terms of revenue and profit
margin.
– There is a question arises that Why does employee job satisfaction appear to
pay off?
1. satisfied employees are less likely to quit
2. they engender stronger customer loyalty

8. CONT.
– Low turnover and high customer loyalty make organizations more profitable.
– cycle: having satisfied employees tends to improve subsequent financial
performance.
– No organization can be all things to all employees, but this study does suggest
that attention to improving employee attitudes is well rewarded.
– The author of this study conclude, “Improving employee work perceptions can
improve business competitiveness.

9. Specific outcomes of job
satisfaction and
dissatisfaction in the
workplace.

10. Job Satisfaction and Job
Performance
– Research examining the relationship between job satisfaction and job
performance has been conducted since at least as early as 1945.
– Some researchers used established scales to measure job satisfaction, while
some developed their own.
– Vroom's work is based on the notion that performance is natural product of
satisfying the needs of employees.
– The study of their relationship has now become a research tradition in
industrial-organizational psychology (OB)

11. Job Satisfaction and OCB
– Satisfied employees would seem more likely to talk positively about the
organization, help others, and go beyond the normal expectations in their job.
– Improve the performance of that group as well as increase group member
interactions
– Aids in the dissemination of information, a critical factor related to effective
team performance.
– OCBs may also enhance team spirit, morale, and cohesiveness.

12. Job Satisfaction and Customer
Satisfaction
– Satisfied employees transfer happiness
onto the customer in ways that improve
their experience.
– Regular customers create relationships
with staff members, it is a part of
branding.
– A satisfied employee is less likely to
leave, which create relationships with
your customers that helps attract them
back to your store.

13. Job Satisfaction and Absenteeism
– When individuals become dissatisfied with their
jobs, this reduces their motivation to attend work.
– It effects the normal work-flow and puts extra
pressure who are present for work.
– It can be controlled by better:
 working conditions
 incentive bonus for regular employees
 effective supervision
 employee counselling

14. Job Satisfaction and Turnover

15. Job Satisfaction and workplace
deviance
– Workplace deviance is
voluntary behaviour
that violates significant
organisational norms,
and in doing so,
threatens the
wellbeing of the
organisation, and/or its
members.

16. Managers Often “Don’t Get It”
– In one study of 262 large employers, 86 percent of senior managers believed their organization
treated its employees well, but only 55 percent of employees agreed.
– Another study found 55 percent of managers thought morale was good in their organization,
compared to only 38 percent of employees.
– Regular surveys can reduce gaps between what managers think employees feel and what they really
feel.
– Jonathan McDaniel, manager of a KFC restaurant in Houston, surveys his employees every 3
months.
– However, McDaniel believes the process itself is valuable. “They really love giving their opinions,” he
says. “That’s the most important part of it—that they have a voice and that they’re heard.”
– If job attitudes are as important as we believe, organizations need to find out where they can be
improved.

17. EMPLOYEE-EMPLOYEER LOYALTY IS
AN OUTDATED CONCEPT
– The word loyalty is so outdated it is practically laughable. (provoking laughter
or mirth).
– If we take an example of Renault. The company ended the 31-year career of
employee Michel Balthazar (and two others) on charges of espionage. The
charges were proved false. When the falseness of the charges became public,
Renault halfheartedly offered the employees their jobs back and a lame
apology: “Renault thanks them for the quality of their work at the group and
wishes them every success in the future.”

18. Cont…
– As for employee’s loyalty to their employers, that too is worth little nowadays.
– Employers tend to cut commitments to an employee, and reduce his or her
benefits, the minute they perceive they can do so. Employees tend to jump at
the best available job offer as soon as they see it.
– There are employers and employees who show little regard for each other.

19. Cont.
– management guru Tom Peters says , “Bottom line: loyalty matters. A lot.
Yesterday. Today. Tomorrow.” University of Michigan’s Dave Ulrich says, “Leaders
who encourage loyalty want employees to be committed to their work.
– Moreover, it’s not that loyalty is dead, but rather that employers are loyal to a
different kind of employee.
– Companies are loyal to employees who do their jobs well.
– workplace psychologist Binna Kandola, “Workplaces may have changed but
loyalty is not dead—the bonds between people are too strong.”