Management 4020 Presentation Group 4 Jamila Carpenter Deanine

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Management 4020 Presentation Group 4 Jamila Carpenter Deanine Estes Douglas Evans Taruli Karlina Jonathan

Management 4020 Presentation Group 4 Jamila Carpenter Deanine Estes Douglas Evans Taruli Karlina Jonathan Opas

JOB SATISFACTION: Emulates from corporate attributes that help make the workplace environment more emotionally

JOB SATISFACTION: Emulates from corporate attributes that help make the workplace environment more emotionally appealing. Results of which show that employees will exert more effort in their jobs and be more committed to their company. * HOW HAPPY WE ARE WITH OUR JOBS HAS A PROFOUND EFFECT ON THE QUALITY OF OUR LIVES AND JOB PERFORMANCE INCLUDING COMMITMENT.

3 Types of Satisfaction: INWARD SATISFACTION -- derived from the intrinsic aspects of one’s

3 Types of Satisfaction: INWARD SATISFACTION -- derived from the intrinsic aspects of one’s job. UPWARD SATISFACTION -- derived from the technical and intellectual growth experiences that come with the progress of one’s career. OUTWARD SATISFACTION —derived from one’s belief that he or she can have a positive effect on their company’s outcomes. Note: the greater the existence of each of these elements in a job the more satisfying the job. A balance of each is optimal.

Components of Inward Satisfaction: CLARITY--employees know what to do. INTEREST – employees find the

Components of Inward Satisfaction: CLARITY--employees know what to do. INTEREST – employees find the work to be energizing and fun. DISCRETION—employees have discretion in how the job is performed. FEEDBACK—employees are appreciated for the work they perform successfully.

Components of Upward Satisfaction: COLLEGIALITY — having a team of talented and knowledgeable employees

Components of Upward Satisfaction: COLLEGIALITY — having a team of talented and knowledgeable employees to work with UNIQUE OPPROTUNITIES AND RESOURCES — access to technologies, customers, materials etc. that are unavailable elsewhere. SPECIALIZED TRAINING AND EXPERTISE — expenditure of time and money to keep employees up to date. SUPPORT FOR PROFFESIONAL NORMS AND STANDARDS —expectations that norms and standards of industry will be upheld in work environment, no slacking.

Components of Outward Satisfaction: PERFORMANCE ACCOMPLISHMENTS — progressively difficult accomplishments build skills and experience.

Components of Outward Satisfaction: PERFORMANCE ACCOMPLISHMENTS — progressively difficult accomplishments build skills and experience. VICARIOUS EXPERIENCE — observation of effective employees. “How it’s done. ” VERBAL PERSUASION — least effective, easily forgotten, must be backed by demonstration of some sort. SELF-MANAGEMENT OF EMOTIONAL AROUSAL— employees make accurate interpretations about their abilities and performance.

Work-Life Satisfaction: * Job satisfaction promoted through company sponsored initiatives that help employees balance

Work-Life Satisfaction: * Job satisfaction promoted through company sponsored initiatives that help employees balance the demands of their lives and their careers. STATISTICS – 65% of employed workers in the U. S. provide some type of unpaid care for a friend or relative. Ranging from helping out with daily activities such as money management, transportation, and housework. An estimated 11 -12 billion dollars in lost production id forgone by late arrivals, early departures, lengthy lunches, and interruptions.

Initiatives: FLEXIBLE WORK ARRANGEMENTS—include part-time vs. full-time, compressed work weeks, job sharing, and flex

Initiatives: FLEXIBLE WORK ARRANGEMENTS—include part-time vs. full-time, compressed work weeks, job sharing, and flex time arrangements. CHILD CARE—include flexible spending accounts allowing tax deductible contributions to child care, referral care, on-site child care, after school care, summer camp, etc. TIME-OFF POLICIES—include programs to govern employee sick days, holidays, vacations as well as special purpose leaves and sabbaticals. ELDER CARE—include provisions for long-term care, support of community adult day care services, on-site care, and other similar programs. HEALTH CARE—include flexible spending accounts for medically related expenses, wellness benefits such as on-site fitness centers, health related accommodations such as nursing

Initiatives: INFORMATION AND COUNSELING—wide range of services such as legal, financial, nutritional, stress management

Initiatives: INFORMATION AND COUNSELING—wide range of services such as legal, financial, nutritional, stress management and E. A. P. ‘s CONVENIENCE SERVICES—no limit, but generally include free or subsidized meals, employee discounts, on-site banking, and subsidies for public transportation. COMMUNITY SERVICES—include matching donations to employee charities, assistance in placing employees on local councils and boards of charities, support of and release time for employees to participate in volunteer activities. FINANCIAL BENEFITS— 401 K Plan, profit sharing plans, and stock options.

Work-Life Plans Make Good Business Sense: * Here a few examples where companies have

Work-Life Plans Make Good Business Sense: * Here a few examples where companies have put their employees first (creating a satisfying work place) and in turn watched as their bottom lines improved. Hewlett-Packad’s--division of financial services in Colorado Springs, CO, offered its employees a compressed workweek of four ten-hour days. The results of which lead to productivity gains in the form of increased number of transactions processed by individual employees. Aetna—allowed it employees to return to work part-time after family leave for childbirth resulting in $1 million in savings from recruiting and hiring costs. Arnold S. Porter—a Washington D. C. law firm began

Misconceptions of Work-Life Programs: Top managers are often weary of the benefits of the

Misconceptions of Work-Life Programs: Top managers are often weary of the benefits of the programs, and tend to perceive the programs as costly intrusions of productive time. Work- Life programs are often viewed by employees as “career killers”. Anyone making use of then cannot be too serious about his or her work. Work-Life issues are most often perceived as feminine and unmanly. Creating a cultural barrier for the use of the programs by men. Many employees believe that the benefits of work-life programs are for married employees with working spouses, and see them

Commercial Break During this break, Let’s Play a Game!

Commercial Break During this break, Let’s Play a Game!

Things to Consider: Empowerment Cultural Values and Beliefs Development and Technology

Things to Consider: Empowerment Cultural Values and Beliefs Development and Technology

Empowerment: How much power employees have -What and how much power do employees want?

Empowerment: How much power employees have -What and how much power do employees want? -Compared to today, how has empowerment changed and its demand from employees different?

Major Changes: The authoritarian days are gone, for the most part. Many employees, especially

Major Changes: The authoritarian days are gone, for the most part. Many employees, especially those with higher education feel that they are competent individuals. The competitive advantage--and why.

Cultural and Values Beliefs: How a person should or should not behave at work.

Cultural and Values Beliefs: How a person should or should not behave at work. The question “What is morally right? ” should be examined. -Faculty of color report higher levels of stress related to reviews, promotion and tenure process, research and publishing demands, and most significantly, subtle discrimination in comparison to their white counterparts.

Development and Technology: How has new technology changed employees’ outlook on the workplace? –

Development and Technology: How has new technology changed employees’ outlook on the workplace? – Email – Voicemail – Teleconference – Wireless Internet

Trust & its Relationship with Job Satisfaction: In 1977, Hollon and Gemmill found that

Trust & its Relationship with Job Satisfaction: In 1977, Hollon and Gemmill found that there was a positive association between trust and job satisfaction. In 1997, Staples found that there was a significant positive association between trust and job satisfaction. Higher levels of trust between management and employees leads to higher levels of job satisfaction, including increases in worker productivity. High levels of stress on the job lead to increases in: - Organizational costs through absenteeism, - Physical and mental health problems, and - Positive association with the propensity to leave the job

Job Satisfaction & Cutting Costs: Here are some examples of what employers are doing

Job Satisfaction & Cutting Costs: Here are some examples of what employers are doing to improve job satisfaction while cutting their costs: Telework – Distance working that many employees enjoy because of greater autonomy, no clothing restrictions, more flexibility to combine work and home life, reduction in sick time – cons include employees feeling like they never have free time, increased overtime, lack of informal contact with colleagues, lack of team spirit feel. Combi Offices – A place designed for workers with a variety of tasks involving desk sharing, etc. – some pros are that the open workspaces encourage communication; cons: lack of privacy including visual, acoustic, and territorial); Flexi-work

Performance Problems & Solutions: The cause: Solution: – Skill – Motivation – Ability –

Performance Problems & Solutions: The cause: Solution: – Skill – Motivation – Ability – Obstacles Appropriate -Training -Job Design -Rewards -Transfer & -Termination

Current Relevance: This advertisement describes the necessity of job satisfaction in order to retain

Current Relevance: This advertisement describes the necessity of job satisfaction in order to retain employees. For the entire ad, please log on to: http: //www. kpimpact. c om/

Sources: HR Magazine O’Malley, Michael N. Creating Commitment Published by John Wiley & Sons,

Sources: HR Magazine O’Malley, Michael N. Creating Commitment Published by John Wiley & Sons, Inc. Copyright 2000. (p. 155 -174) Gardner, Howard. Good Work: When Excellence and Ethics (p. 166) Bruce, Willa M. and J. Walton Blackburn. Balancing job satisfaction & performance : a guide for human resource professionals Other web engines where specific articles were found such as ABI Inform (and other library databases) , www. google. com, www. employeesatisfaction. com, www. findarticle. com, www. monster. com

Let’s end it… Sports car for a new employee: $32, 000 Savings from decreased

Let’s end it… Sports car for a new employee: $32, 000 Savings from decreased turnover: $130, 000 Job satisfaction and commitment : PRICELESS! For everything else, there is MGMT 4020. * Acknowledgement to Visa advertisement, BMW, and Jon Maloney Aaahh. . Mm…mm. . I accept your offer.