This book takes a fresh look at the issue of job quality, analyzing employer behaviour and discussing the agenda for policy intervention. Between 1997 and 2002, more than twelve million new jobs were created in the European Union and labour market participation increased by more than eight million. Whilst a good deal of these new jobs have been created in high-tech and/or knowledge-intensive sectors providing workers with decent pay, job security, training and career development prospects, a significant share of jobs, particularly in labour-intensive service sector industries fail to do so. This volume provides new perspectives on this highly debated and policy relevant issue.
The content provides the kind of information, encouragement, and support that are essential to job satisfaction. Our attitude is the foundation for everything we do in our daily life. Attitudes play a key role in job satisfaction. This book aims to explore and understand the term job satisfaction. How content is the employee or employer with his job and the sense of accomplishment he gets from doing it? Job satisfaction is also influenced by job expectations. An employee or employer always looks for security, good relationships, pay, prestige, and independence in a job. Does your leader value you? Do you value your coworkers? How do you manage employees' impressions during organizational changes and crisis at workplace? What kind of workplace do you dream to be part of? Do you know that motivated employees are more productive than unmotivated employees? Respect and motivate your employees, and you will see the change you want to see in your workplace. Value your people! Love and care for your people!
Essay from the year 2012 in the subject Business economics - Personnel and Organisation, printed single-sided, grade: none, -, course: Organization behaviour, language: English, abstract: According to Suzan M, heartfield, Employee satisfaction is a terminology used to describe whether employees are happy and contented and fulfilling their desires and needs at work. Many measures purport that employee satisfaction is a factor in employee motivation, employee goal achievement, and positive employee morale in the workplace. Whereas job satisfaction is generally positive the organization's success, it can also be a downer if mediocre employees stay because they are satisfied with your work environment. Several factors including; treating employees with respect, providing regular employee recognition, empowering employees, offering above industry-average benefits and compensation, providing employee perks and company activities, and positive management within a success framework of goals, measurements, and expectations all contribute to an employee's level of satisfaction. Employee satisfaction is looked at in areas such as: management, understanding of mission and vision, empowerment, teamwork, communication, and coworker interaction. Some of the signs of lack of employee satisfaction are high levels of absenteeism and staff turnover and can affect the organization's bottom line, as recruitment and retraining take their toll. But few organizations have made job satisfaction a top priority, perhaps because they have failed to understand the significant opportunity that lies in front of them. Satisfied employees on the other hand tend to be more productive, creative and committed to their employers, and recent studies have shown a direct correlation between staff satisfaction and their performance. For example, employers who can create work environments that attract, motivate and retain hard-working individuals will be better positioned to succeed in a competitive enviro
The book Quality of Work Life: A Comprehensive Study is written in the context of changing and emerging workplace realities. More than a decade has passed since the phrase “quality of work life” (QWL) was first introduced. During this period, QWL has been the subject of many academic papers, experiments in different settings and, recently, increased interest among managers and the popular press. This book also presents the new reality that QWL is the shared responsibility, not only for the management and workers but also the union leaders, government officials and behavioral scientists. QWL must change continually and go forward from initial problem solving to an actual partnership between management and workers. The content and the elements of the book would encourage the students to relate their own knowledge and experiences to the text.
This insightful book draws together expansive international and interdisciplinary evidence to develop a comprehensive framework for understanding and enhancing workplace well-being through the lens of job quality. It analyses how paid work influences the well-being of workers, the organizations for which they complete tasks of employment, and the societies in which we live.
An edited book in the Critical Perspectives on Work and Employment Series that is associated with the annual International Labour Process Conference, it focuses on job quality: debates, developments, issues and trends; workplace practice and interventions. Written by world-leading academics, it contains cutting-edge research.
In this era of frequent corporate restructuring and rapid technological change, successful companies must have employees who are open to innovation and to changing roles, and are able to work together productively. Research shows that employees most likely to be adaptable, cooperative, and productive are those who are satisfied with their jobs. Therefore, it is essential that leaders of American business understand how to enhance job satisfaction within their organizations. In Job Satisfaction, top academic researchers in the field share state-of-the-art information on creating job satisfaction, its resulting benefits, and the risks of having too many employees who are dissatisfied with their jobs. As they show, job satisfaction is also an extremely useful predictor for management. An employee's level of job satisfaction is the single most important piece of data a manager or organizational psychologist can have to predict an employee's rate of absenteeism, decision to resign or retire, desire for union representation, or level of psychological withdrawal. Before they can enhance job satisfaction, managers must understand its components. Research demonstrates that an employee's level of satisfaction is based not only on events in the present and past, but also on his perceptions of the future. Foreseeing future opportunities for advancement, for increased pay, for participation in decision-making, or for networking lead to a high level of job satisfaction. In fact, the authors reveal, perceiving future opportunity can actually be more motivating than actually receiving a raise, getting promoted, or being given additional responsibilities. Job Satisfaction dispels the notion that jobstress necessarily leads to dissatisfaction, and shows how an organization should focus on increasing satisfaction rather than just reducing stress. It is especially important for managers to stimulate job satisfaction by improving their employees' sense of achievement through making tasks and their objectives clear, as well as giving feedback. Academics and managers alike will find Job Satisfaction a source of new and useful information for understanding and enhancing satisfaction on the job.
The tourism industry, of which the hospitality industry is the core element, is one of the largest and the fastest growing industries world-wide. According to World Tourism Organisation forecasts, the industry will continue to grow and employ more people in the twenty-first century. In parallel with the growth of the tourism and hospitality industry world-wide, consumer expectations and demands for quality are rising while consumer tastes are varying on the one hand, and competition among the firms, both nationally and internationally, is intensifying on the other. In this business environment of heightened consumer expectations, distinct market segments that demand unique products and services, and stiff competition, tourism and hospitality organisations are looking for ways to excel in service quality, customer satisfaction, competition and performance. This book takes the view that employees are one of the most, if not the most, important resources or assets for tourism and hospitality organisations in their endeavour to provide excellent service, meet and exceed consumer expectations, achieve competitive advantage and exceptional organisational performance. The purpose of this book is to emphasise the critical role of employees for tourism and hospitality organisations and to examine the ways and means of managing their attitudes and behaviours for the mutual benefit of both parties: tourism and hospitality organisations and their employees.
