The purpose of this investigation was to identify: job satisfaction levels, employee awareness of the work environment, and opportunities for improvement. A survey of 25 questions and was conducted in October 2012 with 45 HEMA employees and was based on the motivational work by Herzberg (1966), the information-processing model as associated with the accumulation of cognitive information about the workplace and one’s job (Hackman and Oldham, 1976) and the satisfaction scale of Warr et al. (1979) in relation with Maslow's (1943), the survey was designed to collect information related to employee satisfaction within eight main areas. These areas were based on the works of a number of experts and authors and include the following:
Recognition
Responsibility
Nature of the Work
Personal Growth and Advancement
Hygiene Factors:
Salary
Job Security
Supervision
Relations
The survey showed a good level of employee job satisfaction, especially with respect to employees feeling they are respected by their peers and supervisors, that they have a safe and healthy work environment and they have friends and supportive colleagues in the workplace.
There are indications that the company needs to do more work in building clear job descriptions for all jobs and demonstrating that employees have the power to contribute to making changes to their jobs and the way the company does business including how employees make recommendations for change and have those recommendations acknowledged and acted upon, where appropriate.
Introduction
This business research report is one of the requirements of the course Psychology at work which was offered in the second term of differentiation minor. The report was to be based on the course lessons related to designing and carrying out a survey. The aim of this report was to investigate in a more in-depth manner the relationship between employees and an employing organization. The purpose of the investigation was to identify: job satisfaction levels, employee awareness of the work environment, and opportunities for improvement. Based on the motivational work by Herzberg (1966), the information-processing model as associated with the accumulation of cognitive information about the workplace and one’s job (Hackman and Oldham, 1976) and the satisfaction scale of Warr et al. (1979) in relation with Maslow's (1943), the survey was designed to collect information related to employee satisfaction within eight main areas. These areas were based on the works of a number of experts and authors and include the following:
Motivators Factors:
Recognition
Responsibility
Nature of the Work
Personal Growth and Advancement
Hygiene Factors:
Salary
Job Security
Supervision
Relations
The survey was composed of 25 questions and was conducted in October 2012 with 45 HEMA employees. The survey was designed to give employees opportunities to provide their opinions about work and management.
EMA is an international retailer with a network of over 600 stores in the Netherlands, Belgium, Germany, Luxembourg and France. The company is the leading general merchandise retailer in the Netherlands, where it has operated for over 80 years. Customer-friendly and with a unique profile, HEMA offers its customers an extensive range of general merchandise across 14 product categories, including apparel, home, personal care and food products all under the HEMA brand. HEMA is known by its customers for its extensive and high quality products that are offered at attractive prices. The company has over 5,600 employees and in 2011 generated sales of over €1.1 billion. 1
Theoretical Framework
There are a number of theories attempting to explain job satisfaction which are based on critical studies conducted in a variety of circumstances. These theories have been designed and written by well-known psychologists, researchers and professors. Several of these works have been used to generate this analysis of employee satisfaction.
The first theory considered is based on the factor theory of motivation (Hertzberg, 1996). The second theory considered is the information-processing model which is based on the accumulation of cognitive information about the workplace and one's job (Hackman and Oldham, 1976). The third theory considered is the job satisfaction scale developed by Warr et al. (1979). This work was done in relation to Maslow's (1943) hierarchy of needs related to the employees job design and environment.
Employee Satisfaction Survey
The success of any company is directly dependent upon its employees and their satisfaction with their jobs. Much of this job satisfaction is based on esteem. According to Maslow esteem is generated on two levels. The lower level results from the respect given by others. The higher-level of esteem results from self-respect. In order to determine the level of satisfaction of the employees at HEMA a survey of 25 questions was created with responses gathered from 45 of the company's employees. Each of the questions addresses one or more of the motivator factors or hygiene factors identified through the work of Hackman and Oldham in their job characteristics model. Each of the questions also addresses one or more of the levels identified in Maslow's hierarchy of needs.
In the response of each question a neutral response was permitted. This allowed employees to opt out of committing to a position for that question if they did not want their views known or were not able to respond definitely in a positive or negative manner. It also gave the employee an opportunity to opt out of responding if they had some positive and some negative experiences and could not fairly commit to one side or another.
Question 1 (Recognition): I feel that I received sufficient and appropriate recognition for my on-the-job performance. The responses showed 56% of those surveyed felt they were recognized for their work which goes a long way toward building esteem and making employees feel secure in their jobs. Only 4% of the respondents indicated that they did not feel they received the appropriate recognition for their work.
Question 2 (Recognition): My opinion counts when given. In this case 51% of the respondents gave a neutral response while only 29% indicated they felt their opinion counted. This would indicate that even though a manager or supervisor did appear to be listening there apparently was no follow-up leaving the employee feeling like giving opinions was a waste of time. This approach does not contribute to the building of self-esteem nor a sense of belonging which results in a separation of employee from the company such that the employee will be less likely to make a strong contribution to the company’s success.
Question 3 (Recognition): I am encouraged to participate in the decision-making process. With 47% of respondents indicating they were not encouraged to participate in the decision-making process there becomes more of a separation between employee and supervisor. This separation can negatively impact the work of the employee and the success of the company.
Question 4 (Recognition): If I do good work I can count on being promoted and paid more. 69% of the respondents indicated this was not the case. This would indicate a lack of job security, a low sense of belonging as well as limited respect from others. Despite this result employees still had an overall sense of satisfaction in the job.
Question 5 (Responsibility): I am given an accurate job description of my current responsibilities. Since only 47% of the respondents felt they had a clear job description this is an easy spot to target for improvement and one which would help raise the responsibility level of employees since they would have a clear idea of what was expected of them.
Question 6 (Responsibility): I get empowered at my work. Only 24% of respondents felt empowered at their work. This follows from the previous questions wherein respondents felt their opinions were not valued and because they did not have a clear job description they were not always sure of what they should be doing. This level of response would indicate a low level of belonging which could result in a low level of commitment to the success of the company.
Question 7 (Nature of the Work): I engage in meaningful work. Despite the previous negative responses related to the work 47% of respondents indicated they felt their work was meaningful. When an employee feels the work is meaningful then there is more of a desire to do that work well. However, the work being done must be identified as part of the job description so that both company and employee recognize what it is.
Question 8 (Nature of the Work): My job provides feedback on how well I am performing as I am working. 49% of respondents were neutral on this question with only 29% of respondents agreeing with the position. This would be another area wherein supervisors and managers could easily make improvements just by providing some feedback to each employee regarding the quality of the work being done.
Question 9 (Nature of the Work): I decide myself the order of my work activities. With 47% of respondents indicating they did not decide the order of the work and 20% of respondents being neutral it would indicate there is a great deal of management involvement in each of the jobs being done. This will reduce the chances for employees to build self esteem and contribute in a positive manner to the growth of the company.
Question 10 (Nature of the Work): My job gives me considerable opportunities for independence and freedom in how I do my work. There appears to be some respondent confusion regarding this and the previous question. 42% of the respondents felt they did have considerable opportunity for independence and freedom in how they did their work. This, to a certain extent contradicts the responses to the previous question.
Question 11 (Nature of the Work): I am always motivated to achieve to do my work well, so that there is a win-win situation. This question can be linked to recognition by others with 67% of respondents indicating they were always motivated to do their work well. This is an area that could use further study to determine what the motivating factors are.
Question 12 (Nature of the Work): I enjoy going to work and perform at my best. This question is closely related to the previous question and shows similar results with 60% of respondents indicating they enjoy going to work and performing at their best. This would indicate a strong level of self-respect and self actualization. Once again, it would be important for the company to understand what motivating factors the employees are experiencing.
Question 13 (Nature of the Work): My job is arranged in such a manner that I have a chance to do the job from the beginning to end. Most employees appear to want to see the jobs they do through from beginning to end. This would allow for an increase in job satisfaction. Under the current conditions 40% of the respondents still felt that the job was arranged in a way to allow this. However, 20% of the respondents did not feel they were able to do this. Their responses also indicated the remaining 40% of respondents were neutral on this aspect of the work. This could indicate the need to see a job completely through is unnecessary and that employees are satisfied seeing only their portion of the work.
Question 14 (Personal Growth and Advancement): I have the opportunity to learn and grow in the company. 36% of respondents felt they had the opportunity to learn and grow in the company while 27% did not feel this way. With results this close the question should be studied further to determine if additional opportunities are possible or perhaps opportunities are being presented to only certain employees but not to all.
Question 15 (Personal Growth and Advancement): My manager is actively interested and encourages my professional development and advancement. Once again there could be some differentiation in the treatment given to employees by their supervisors. With 40% of respondents indicating a positive relationship with their supervisors while there were 20% of respondents indicating their managers did not show any interest or provide any encouragement. The fact that 40% of respondents were neutral on the topic could indicate a variety of feelings related to this topic including a lack of interest in advancement or a recognition that advancement is not possible.
Question 16 (Salary): I am fairly paid for the work I do. 29% of responses were positive while 47% of responses were negative.
Question 17 (Salary): My benefits are comparable to those offered by other organizations. 13% of responses were positive while 29% of responses were negative. It should be noted that 58% of the responses were neutral. The neutral responses could be a result of employees not knowing what other companies are offering.
Question 18 (Salary): I get equal bonus opportunities as my colleagues. This question and the previous two questions relate to remuneration. Responses to all three questions indicate employees do not feel they are fairly compensated for their work. This is a difficult area to analyse since many employees within different companies feel they are not fairly compensated for their work even after they are given additional remuneration.
Question 19 (Job Security): I work it in a safe and healthy environment. The area of job security had the second-highest level of positive responses with 76% of respondents indicating they felt they worked in a safe and healthy environment.
Question 20 (Job Security): My manager treats me fairly and with respect. Despite responses to earlier questions which might indicate that managers were not performing their duties as well as could be expected employees responded 71% indicating they felt their manager treated them fairly and with respect. This question might also relate to supervision in that it addresses the relationship between employee and manager. However, generally an employee will feel more secure in a job when that employee feels fairly treated and respected by management.
Question 21 (Supervision): I am applauded and encouraged by my supervisor. 56% of respondents felt they were applauded and encouraged by their supervisor while only 7% of respondents felt they were not. This leaves 37% of respondents giving a neutral response to this question. Further exploration could be done to determine what the supervisor is doing related to these employees.
Question 22 (Supervision): I feel physically safe on the job at all times. With 67% of respondents indicating they feel physically safe on the job at all times this closely relates to the 76% of respondents who felt they worked in a safe and healthy environment.
Question 23 (Supervision): My supervisor takes time to listen to my concerns and supports reasonable suggestions. The indications are that supervisors are doing a good job of listening to the concerns of employees with 64% of respondents indicating this is occurring. However, only 20% of the respondents felt they were encouraged to participate in the decision-making process and only 29% of the respondents felt their opinion counted when it was given. This might indicate that supervisors have little say in the operations within the company.
Question 24 (Relations): I have friends that work. 84% of respondents indicated they have friends at work.
Question 25 (Relations): Colleagues share experience to help each other. 82% of respondents indicated their colleagues shared experiences with each other in order to help each other. This area of relations garnered the highest number of positive responses indicating that it is important to the employees that they have these relationships within the workplace.
Of the 25 questions, the HEMA employees responded to 72% of them in a positive manner. This would indicate that on the whole employees are satisfied with their jobs. The 28% of the questions to which the employees responded negatively would indicate that there are areas in which the company could make improvements.
Recommendations
Based on the writings of the authors whose works were used to create the employee survey there appears to be certain things that can be done to enhance the opportunities for achieving employee satisfaction and boosting the opportunities for success of any company. These actions include:
1. Asking employees what they want from their jobs and listening to what they have to say. In this way employees will be feel empowered and respected becoming more involved in the company and its success;
2. Making them part of a team so that friendships can develop and grow and employees are able to get and give help to each other. Empower them to contribute to the overall operation and to their individual roles within the company so they feel they have a vested interest in the company;
3. Reward the employees, not just monetarily but by thanking them and commending them for work well done. Having them and their work recognized is an important part of building esteem and showing respect for someone;
4. Show all of the employees a positive future challenging them to do their best and make the company better. Once again this will help to build esteem and a sense of team which, in turn will encourage employees to support each other and build friendships within the company.
5. Management and supervisors should look for additional ways to consider and implement employee suggestions for improvements since there does not appear to a successful connection between supervisors attention to employee comments and suggestions and the implementation of employee suggestions. There must be a perception by the employees that their comments are being taken seriously beyond their immediate supervisors.
6. According to company officials one of the important functions within HEMA is its job design which helps the company to get more insight about the employees and improve its revenues. When the jobs are designed badly then it will result in absenteeism, high labour turnover, conflicts and other labour problems. Some employees were not satisfied, so taking them into consideration a recommendation was provided to ensure the smooth workflow which will reduce criticism in the future and keep employees content. Despite this priority only 47% of employees indicated they were given an accurate job description indicating the company has a way to go to meet this goal.
Conclusions
Based on the survey of 25 questions with 45 respondents to each question there were a total of 1125 responses. All questions were worded such that a response of strongly agree or agree would indicate a degree of job satisfaction whereas a response of disagree or strongly disagree would indicate a lack of job satisfaction. There were 512 (45.6%) of the responses in the agree and strongly disagree categories. Coupling this with 233 (20.7%) responses in the disagree and strongly disagree categories would indicate that employees, to a certain degree, were satisfied with their jobs. However, there were 380 (33.8%) of the responses in the neutral category. This would indicate that further study is needed to determine the reasons why so many responses were neutral.
It is interesting to note that respondents indicated positive feelings related to their relationships with their supervisors. Add to this the negative responses to the questions related to being fairly compensated for work including getting equal bonus opportunities with colleagues and the results of a recent American study indicating that Americans would choose a better boss a raise in pay appear to apply in this company. There is still much that management can do in HEMA to improve the level of job satisfaction but over all employees appear to be satisfied with their jobs, working conditions, work environment and remuneration. Based on the information gathered from this survey many of the changes that could be done to improve employee satisfaction would not require additional expenditures on the part of the company.
With some organizational and procedural changes the company could move from having good employee job satisfaction to having very good employee job satisfaction.
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