Opportunities for training and development are paramount in decisions regarding employee career choices. It is important that those in the human resource development (HRD) look at how their work affects those who they provide service. HRD is a field that focuses on training, career development and organizational development with the goal of improving processes and enhancing the learning and performance of individuals, organizations, communities and society (Judge and Saari, 2008). To accomplish this task, HRD practitioners must look at how training and development programs affect those employees who participate in them.
They must be aware of how employees who participate in them perceive the information presented. They must be aware of how employees feel about the training and programs offered to them, and they must understand the components that make up job training satisfaction from the employee standpoint. Employees use the trainings as a framework to base the company upon. Job satisfaction is a major factor in decisions regarding people’s careers; however it is naive to assume that people work primarily to achieve professional fulfillment and job satisfaction (Caruso, 2011).
In fact, they seem to work because what they get on the job enables them to achieve whatever they want to achieve off the job. On the job, they must produce, which sometimes equals no enjoyment. Every person has different reasons for working. The reasons for working are as individual as the person. But, we all work because we obtain something that we need from work. The something obtained from work impacts morale, employee motivation, and the quality of life. To create positive employee motivation, treat employees as if they matter – because employees matter (Judge and Saari, 2008).
These ideas will help you fulfill what people want from work and create employee motivation. Compensation levels and competiveness are higher than ever before and the casualties are factors like job satisfaction. Literature Review A satisfied or happy employee may begin to develop an approach of self-complacency, and an overall sense of well-being, and consequently, his temperament may reflect his disposition (Caruso, 2011). As a result, it is all too common to see that the productivity of the employee does not always closely follow his upward level of happiness.
Does that mean that employers don’t want happy employees? No, however that don’t desire to gain employees that forget why they’re employed in the first place. Another important aspect of this situation is the level of constructive conflict. If properly used and applied in the organizational arena, the managerial imbedding of a limited degree of beneficial conflict does indeed shake these smug people and satisfied employees out of their fatigue and enables them to achieve a certain individuality of action.
Viewed from the perspective of the organization the key issue is not having satisfied, happy employees but maximizing productivity, the bottom line being profit (Caruso, 2011). A generation of employees who feel entitled to employee satisfaction has entered the workforce and several generations of employees for whom work never quite fulfilled their dreams, are leaving. And, they are leaving in the worst of economic times which will affect their satisfaction with the rest of the quality of life they experience.
This downward trend in job satisfaction raises concerns about the overall engagement of employees and ultimately employee productivity, retention, creativity, risk-taking, mentoring, and in overall employee motivation and interest in work. 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 (Egan and Young, 2004).
You can tell your colleagues, coworkers and or staff how much you value them and their contribution any day of the year. No occasion is required to tell someone job well done or keep up the outstanding efforts. In fact, small surprises and tokens of your appreciation spread throughout the year help you and the people in your work life feel valued all year long. Employee recognition is limited in most organizations (Egan and Young, 2004).
At my place of employment, employees complain about the lack of recognition regularly. My supervisor would respond by asking, “Why should I recognize or thank her? She’s just doing her job. ” These factors combine to create work places that fail to provide recognition for employees. Employers who prioritize employee recognition understand the power of recognition, because they see the adverse effect of it in the employee. HRD employee job satisfaction is situational.
Employee job satisfaction depends on the company and its practices, the expectations and needs from work, the quality of the supervision, the health of the industry, the competitiveness of the job market, the state of the economy, the success of the company, your mentor resources, and more (Lleana and Simmons, 2008). The inconsistencies are what make employee job satisfaction so challenging. Since the day to day job cycle can’t be predicted, it’s safe to say that employee satisfaction can’t be either. Conclusion
The most influential factor in job satisfaction appears to be the degree to which employees think their job makes good use of their skills and abilities. This is closely followed by the extent to which employees think the work they perform is meaningful. If employees believe their work and the work of their organization is important and makes good use of their skills, there is a very good chance they will be satisfied with their job, even if they are not as positive about other aspects of the job. The next major component of satisfaction appears to be whether employees believe they are treated with respect.
Higher job satisfaction is associated with working conditions where employees believe their opinions count and where they receive recognition for the work they perform. Job satisfaction is related to how well an organization is managed. This component does not seem to work in isolation from job fit and respect. In other words, a well-managed organization does not turn into high job satisfaction scores in the absence of a good match between employees and the job, or under conditions where employees do not feel respected for what they do.
When a lack of respect is felt amongst an employee, a lack of respect is shown for the job at hand whether it be through work performance, attitude, or respect reciprocated. HRD is a career field that requires one to interact with others on a daily basis. With that being said, one must always exhibit a pleasant persona for the simple fact that what they do has a major impact on the individuals that they come across. HRD is also a career field where you are constantly assisting others in job advancements and etc. within an organization, which to me is satisfying all within itself.
Courtney from Study Moose
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