One other thing managers can do to improve job satisfaction is to openly admit their errors or concede they may have made an error. Looking back to a job in which the group effort was vital, we had a managing curator who often misspoke. In all fairness, there were many days on which he spoke eight hours a day, so the rate at which he might misspeak would of course produce more instances and increase over time as he wearied. The problem came when we would not realize he had misspoken because of our initial lack of knowledge in a complex subject. As a result, we'd adopt what he said as policy, which resulted in his trying to figure out, "where all these strange ideas come from?" Eventually, we became expert enough ourselves in the subject to recognize when he misspoke and could point it out to him per each instance as it arose. Yet, in those 3 to 4 preceding years, he had worn job satisfaction down so far that many had had their first enthusiasm replaced by animosity coupled with visions of leaving. So one thing managers can do to increase job satisfaction is to have self-awareness and admit human error when the error is their own.
They can let their employees know that they are there to offer support and help. They can offer incentives for a job well done. They can demonstrate flexibility and a desire to work with employees on issues of concern. Those are the things that increase my job satisfaction!
Retention is another area impacted by employee satisfaction. When people are unhappy working somewhere, they are obviously more likely to seek work elsewhere than they would be if they were happy.
To increase job satisfaction, I'd make a suggestion along the lines of post #4. Offering surveys and related feedback opportunities to employees allows for employee commentary, if on a limited scale, and potential employee involvement on certain decisions.
The most important thing that any manager can realize is that every single employee is different, and that there is not such thing as an across the board strategy for increasing employee satisfaction or productivity. Everyone responds differently to external stimulus.
The simple fact is that no matter what people may say, think or convince themselves of, not everyone is in search of autonomy or driven to be creative. Many people find the pressure to be creative or the freedom of various levels of autonomy to be incredibly stressful. Some employees simply wish to go to work and do what their boss tells them to do, and then go home. Effective managers are aware of these employees desires and place them in positions where they can be the most successful or productive.
Managers can increase job satisfaction by allowing their subordinates to participate in decision-making. It doesn't mean they will implement all advice that an employee gives; it does mean they will consider the input from the employee. This increases job satisfaction because the employee feels that their views and opinions are valued in helping managers make business decisions.
Managers can also increase job satisfaction by not micro-managing their employees. They should give employees the freedom to make decisions on their own without feeling that management will quash or question every decision they make.
The organizational consequences of low job satisfaction include reduced productivity, more time lost due to employee absence, and a poisonous morale within the organization. High job satisfaction contributes to increased creativity and productivity and more efficient operations.
Autonomy is one of the most powerful indicators of job satisfaction. The more control an employee has over his or her job, the more satisfied he or she is likely to be. Many believe that providing greater autonomy is risky for any number of reasons, but the fact is that even people on a factory floor can be given some autonomy in some ways, for example, choosing break times. For most employment situations, some choice and control can be ceded without any loss of real control or profit. Providing autonomy is a way of humanizing employment, and it can be a more powerful motivator even than monetary gain.
Sometimes the best way to increase job satisfaction is to take the direct approach. Management can improve job satisfaction by listening to and valuing employee input. Many times the employees have an even better understanding of certain aspects of the business or company that they work closely with, and their input could help simplify or streamline company policies that would make production increase.
Managers could collect employee input in a variety of ways. Creating online surveys is through Google docs or survey monkey is a free and efficient way to collect data on employee morale as well as ideas on improving morale.
Another thing that managers can do to increase job satisfaction among their subordinates is to delegate some work to those subordinates. As long as this is done properly, it can improve morale.
When managers delegate properly, they are showing that they trust their subordinates. They are giving them jobs that are clearly important, thus showing that they believe in the subordinates' abilities. In addition, they are implying that the subordinates have a future with the firm. They are giving the subordinates tasks that will force them to do things that they will need to do as they climb the corporate ladder. Thus, well-executed delegation can increase job satisfaction.
When there are high levels of job satisfaction, productivity is usually higher. Low satisfaction often leads to less profitability for the company as the employees produce less.
An individual's perceptions, opinion, beliefs and expectations regarding the organization are the focus of his or her cognitions. (uri.edu)
This means that employees respond to how they feel about their job based on inducements such as rewards. However, employees often also want flexibility and autonomy. They like to think that their voices are being heard, and that they are important to the organization.
One of the main elements that decreases employee morale is conflict. Conflict can be between employees at the same level, or with superiors. Conflict is going to exist, so the key to success is to find ways to minimize it and deal with it.
Among them are mutual problem solving, compromise, and avoidance. Significantly, they discovered that conflict resolutions are most often temporary, and they have looked for ways to make them more permanent. (enotes)
For example, employers might create an anonymous complaint system that allows employees to note problems without having to face reprisals.