A company’s ability to address job satisfaction questions could involve employee satisfaction surveys, normative data, and open forums. Each measurement of job satisfaction can trigger a company’s progress by analyzing their employee’s mindsets through surveys. Job satisfaction can include pleasant wages, employee compensation, and benefits. Employers who associate their company’s benefits with that of great wages have a better functional organization.
Their use of the normative data gives each company an advantage in measuring their success with that of other organizations. In each industry, the ability to create leverage through employee job satisfaction can increase profitability for an organization. What more can an organization want? Measurements of employee satisfaction through normative data have proved valuable in case studies.
Normative data exerts information through surveys that illuminate factors that employers may not recognize through simple demographic questionnaires. The basis of the job satisfaction can revolve around numerous issues such as pay. The co-ordinance between pay, and job satisfaction could determine whether your workforce has an issue with the way the company is being ran. For instance, employers can analyze the data received to make changes within hierarchy or through communication channels already occurring.
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Emphasis on the surveys can create a different method for companies to receive the most return on investment (RIO) from normative data. An organization’s capabilities are endless if they utilize their resources for a better functioning of an employee’s satisfaction. The better an employer understands their worker, the more profit and credibility each company will gain once they measure the employee’s idea of complete job satisfaction.
Employee empowerment begins with a change of communication style from authoritarian instruction to a more team-oriented atmosphere. If a company restricts employee discussion, there is a possibility that the workers are unsatisfied with the functions of an organization. According to Douglas (2006), detecting the mechanics behind this can regulate the employers’ communication style (p.304).
Further reviews analyze the different communications styles available: assertiveness, ingratiation, rationality, exchange, upward appeals, and coalition. An employer’s ability to emphasize rationality and exchange outweighed all methods used in the organization.
With rationality, an employer’s recognition of the team’s efforts catalyzed more effectiveness in the manufacturing firm. It is shown in the outline on page 302 in the Journal of Business Communication (Douglas, 2006). The three communication distinctions employ various employee empowerment styles that enable the company’s workers to voice opinions in subtle ways.
The firm’s ability to allow the team to help in the decision-making process evolved the motives of each worker. Some employees prefer the upward appeal method because it deals with flattery of skills and unique talents. Others are interested in the assertiveness of their employees because it shows their ability to adapt or acquire more information regarding their work.
Continued efforts should be implemented in the organizational structure to produce high-quality responses from the employers. The self-directed work teams allow managers more time to focus on the company’s vision than on how to instruct employers of their role (Douglas, p. 322). Employees gain a different perspective on the role in which they must play in the organization. On each account, both parties capitalize on their new communication models to push the organization in a more, profound direction.
“The Value of Normative Data in Employee Survey Analysis” (2005). The Business Research Lab. Retrieved October 15, 2006 from http://www.busreslab.com/tips/tips45.htm.
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