Employee Satisfaction Term Paper

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These mini-surveys were distributed to the over 100 employees whom I supervise with paychecks one Friday, with an explanatory letter that management wanted to find out more information on employee satisfaction and personality. The letter explained that the mini-surveys were important to the organization's overall goals as well as the fact that they could impact individual working situations; it also emphasized that the mini-surveys were strictly anonymous responses and, as such, could not be used in employee evaluations for any matter and would not impact in any way an employee's job security so as to encourage honesty and openness in employees' responses. In providing this measure of anonymity, we encouraged bluntness and complete honesty due to the fact that not only would answers be kept confidential among management, but that in no way could a respondent's comments regarding or ratings of the organization as a whole or his or her particular job and its drawbacks and benefits be used in a negative manner toward that employee.

Simply by distributing these mini-surveys, it is possible that employee morale and satisfaction will be improved. Some experts say that simply asking people what they think is "cathartic" and can have a positive effect on their mood, attitude, and even on their overall job satisfaction.

We received a very positive response in terms of the percentage of employees who returned the mini-surveys -- over 80% of the surveys distributed via paychecks were returned to the main office.Buy full Download Microsoft Word File paper
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Term Paper on Employee Satisfaction Might Be One Assignment

In analyzing the mini-surveys, I assessed first the personality self-evaluations, quantifying our employees with regard to how they perceived their own personality traits. The second section, reporting how others perceived these traits, was quantified in the same manner, i.e., 20% of employees considered themselves impulsive, or 85% of employees reported that others considered them friendly. These numbers were then set aside for later comparison with the job satisfaction numbers. These job satisfaction numbers, regarding the second half of the survey's responses to questions about overall satisfaction with specific areas of an individual's position, were totaled and listed as percentages of respondents who were in the positive range of responses (4 or 5), employees who were neutral in their responses (3), and employees who had a negative perception of the issue being examined (1 or 2). These groups were compiled and then compared to the personality traits to determine the effects that personality might have on job satisfaction.

Almost all of the individuals who scored themselves as more positive in the personality section were also happy overall with their work. In making this judgement, I assessed the personality reporting of both the self-reported scores and the "perceptions of others" scores in terms of whether it was positive, negative, or neutral. I then rated each respondent as positive, negative, or neutral overall in terms of their personality. Secondly, I assessed the job satisfaction questions with regard to these same positive, negative, or neutral criteria. Very few employees were ranked as "neutral" overall due to the possibility of "somewhat" answers, i.e. A two or a four response.

Almost unanimously, employees who reported that they possessed positive personality traits and that others saw them as a positive influence also reported overall satisfaction with their positions. That is not to say that employees with positive personalities did not report any problems or concerns about things like job security, benefits, or other stressors, but that their overall response to the job satisfaction portion of the mini-survey was an average of 4.1. The employees with a negative personality in terms of the "Big Five" criteria reported slightly lower job satisfaction ratings, averaging 3.8. Although both of these numbers are above "neutral" and demonstrate that on average, all of the production employees whom I supervise are at least "somewhat" satisfied with their jobs overall, the employees who possess positive personality attributes are more likely to feel happy in their positions and to support the organization as a whole.

The importance of this information to my own performance as a supervisor is vital. Many organizations do not spend much time or many resources in evaluating employee satisfaction, and by ignoring this important quality measure, can lose valuable workers. Experts have noted the importance of monitoring and evaluating employee satisfaction as well as productivity, as the two are closely related.

Positive, happy employees are more likely to feel fulfilled and challenged in their work, and to demonstrate loyalty and high performance for the organization. By encouraging these traits, a manager can also encourage better productivity in his workforce.

I plan to encourage positive attitudes and personality traits by creating a workplace that is enjoyable and not rigid or impersonal. Giving employees the chance to interact with one another and form friendships and bonds is one way of creating this positive atmosphere, which will hopefully lead to more positive attitudes among all employees. I will encourage these interactions by establishing communal areas for breaks and lunches, where employees may congregate during shift changes, mealtimes, and other stoppages of work. I will also implement social activities, such as sporting events, meals at a supervisor's home or in a restaurant, and casual gatherings in which employees can interact and bond outside of work. I will emphasize to my employees that as their direct supervisor, I am always available and want them to feel comfortable in their jobs, so if anything arises that might detract from their job performance or overall satisfaction in their position, I can be reached and will be happy to help fix the problem or issue in any way that I can.

It is this last concept, of being readily available and willing to offer help in any way possible, that I believe is the most important one to encouraging positive attitudes and, in turn, higher job satisfaction among my workforce. Communication between both employees with one another as well as between a manager and his or her workforce is vital to not only productivity and immediate issues such as a technical difficulty, but is also vital to developing a comfort level between workers and supervisors. Employees who feel comfortable bringing issues to their supervisor are more likely to feel acknowledged and appreciated, and in turn, will have a more positive attitude and outlook in the workplace.

In light of the influence that personality has on an employee's job satisfaction, I plan to encourage positivity and communication in my workplace actively. Considering the fact that most, but not all, of our employees are satisfied with their jobs, I will actively encourage both interactions among employees to promote attitude positivity as well as ensure that all employees feel comfortable communicating with their supervisors to encourage overall workplace positivity. In doing this, I will be able to utilize the positive effects of a positive personality outlook on job satisfaction and performance.

Bono, Joyce and Judge, Timothy, "Core Self-Evaluations: A Review of the Trait and its Role in Job Satisfaction and Job Performance," European Journal of Personality, 17:S5-S18, 2003.

Need to cite text here

Van der Berg, Peter and Feij, Jan, "Complex Relationships Between Personality Traits, Job Characteristics, and Work Behaviors," International Journal of Selection and Assessment 11:4, 2003.

De Dreu, Carston, Dierendonck, Dirk, and Dikjstra, Maria. "Conflict at Work and Individual Well-Being," International Journal of Conflict Management 15:1, pp. 6-26.

Textbook, p. 38.


Ibid., p. 53.

Lee-Baggley, Dayna, Preece, Melady, and DeLongis, Anita. "Coping With Interpersonal Stress: the Role of the Big Five Personality Traits," Journal of Personality 73:5, 2005.


Judge, T.A., Locke, E.A., and Durham, C.C., "The Dispositional Causes of Job Satisfaction: A Core Evaluations Approach," Research in Organizational Behavior, 19, pp. 151-188, 1997.

Westerman, James and Cyr, Linda, "An Integrative Analysis of Person-Organization Fit Theories," International Journal of Selection and Assessment, 12:3, 2004.

Textbook p. 54.

Textbook, p. 49.

Morrison, Reese, "How In-House Managers Can Profit from Diverse Satisfaction Surveys," Of Counsel, 21:3, 2002.

Bernthal, Paul. "Measurement Gets Strategic," T& D, published… [END OF PREVIEW] . . . READ MORE

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