Title - Critical Study Of Employee's Satisfaction At Air India Ltd (Specialization: HR)

Title - Critical Study Of Employee's Satisfaction At Air India Ltd

(Specialization: HR)

Introduction

Employee satisfaction is the terminology used to describe whether employees are happy, contented and fulfilling their desires and needs at work. Many measures support that employee satisfaction is a factor in employee motivation, employee goal achievement, and positive employee morale in the workplace. Employee satisfaction, while generally a positive in the organization, can also be a downer if mediocre employees stay because they are satisfied with work environment.“Happy employees are productive employees.”“Happy employees are not productive employees.” We hear these conflicting statements made by HR professionals and managers in organizations. There is confusion and debate among practitioners on the topic of employee attitudes and job satisfaction even at a time when employees are increasingly important for organizational success and competitiveness. Therefore, the purpose of this article is to provide greater understanding of the research on this topic and give recommendations related to the major practitioner knowledge gaps.

Importance of the Study

Importance of employee satisfaction for organization

• Enhance employee retention.
• Increase productivity.
• Increase customer satisfaction
• Reduce turnover, recruiting, and training costs.
• Enhance customer satisfaction and loyalty.
• More energetic employees.
• Improve teamwork.
• Higher quality products and/or services due to more competent, energized employees.

Importance of employee satisfaction for employee

• Employ will believe that the organization will be satisfying in the long run
• They will care about the quality of their work.
• They will create and deliver superior value to the customer.
• They are more committed to the organization.
• Their works are more productive.

Significance of the Study

In today's highly competitive economy, innovative ideas and brilliant employees are key factors to remaining ahead of competitors. By effectively utilizing the power of talented people, firms may achieve solid results and develop a highly productive work force (Harrington, 2003). The level of performance of employees relies not only on their actual skills but also on the level of motivation each person exhibits (Burney 2000). Motivation is an inner drive or an external inducement to behave in some particular way, typically a way that will lead to rewards (Dessler, 1978). Over-achieving, talented employees are the driving force of all firms so it is essential that organizations strive to motivate and hold on to the best employees (Harrington, 2003). Employee commitment, productivity and retention issues are emerging as the most critical workforce management challenges of the immediate future, driven by employee loyalty concerns, corporate restructuring efforts and tight competition for key talent. For many firms, “surprise” employee departures can have a significant effect on the   execution of business plans and may eventually cause a parallel decline in productivity. This phenomenon is especially true in light of current economic uncertainty and following corporate downsizings when the impact of losing critical employees increases exponentially (Caplan and Teese, 1997; Ambrose, 1996; Noer, 1993).

 “People don’t quit companies, they quit bosses.” (Kaye and Jordan-Evans, 1999).  By focusing on leadership, organizations improve employee retention (Buckingham and Coffman, 1999).  Yu (1999) reported that in order to reduce labor turnover and retain productive employees, management has to improve working conditions and keep the employees properly motivated.  Employee motivation, therefore, is an important determinant of performance at the workplace (Houkes 2002). Organisations may differ in the priority they attach to the human resource component, in their efforts toward achieving high productivity and competitive advantage, yet they all recognise the value of a qualified, motivated, stable, and responsive team of employees (Huselid, 1995).  Morrell, Loan-Clarke and Wilkinson (2001) argue, “there is yet no universally accepted account or framework for why people choose to leave”.  According to Maritz (1995) excellent organisations begin with excellent leadership and unfortunately the reverse is also true. He argues that some leaders believe the performance of an organisation depends upon the quality of its personnel. He claims that this is a flawed premise for, in reality, it is the quality of the organisation’s leadership, which will dictate whether or not the talents and commitment of its people will become manifest and expressed in the work of the organisation

To read more…….

Writekraft Research & Publications LLP

www.writekraft.com

OR Call us @ +91- 7753818181, 9838033084

Or email us: writekraftuk@gmail.com.