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UNIT 5: JOB SATISFACTION

UNIT 5: JOB SATISFACTION. BUSINESS BRIEF (1/2). Basic work on what motivates people done by Frederick Herzberg found that things such as salary and working conditions were not in themselves enough to make employees satisfied with their work.

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UNIT 5: JOB SATISFACTION

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  1. UNIT 5: JOB SATISFACTION

  2. BUSINESS BRIEF (1/2) Basic work on what motivates people done by Frederick Herzberg found that things such as salary and working conditions were not in themselves enough to make employees satisfied with their work • “Happiness is having one’s passion for one’s profession” – Stendhal

  3. BUSINESS BRIEF (2/2) People talk more about the need for work that gives them quality of life, the work-life balance and the avoidance of stress. Motivator Factors: • Achievement • Recognition • The work itself • Responsibility • Advancement • Growth

  4. STARTING UP (1/2) Which of the following would motivate you to work harder? Choose your top five and rank them in order of priority. Explain.

  5. STARTING UP (2/2) Discuss these questions. • A recent US survey showed children preferred parents to go out and earn money rather than spend more time with them. what does this show, in your opinion? • Would you prefer a male or female boss? Why? • For what reasons might you change jobs? How often would you expect to do so in your lifetime? Is changing jobs often sign of success in your culture?

  6. DISCUSSION (1/2) • What do you find satisfying and frustrating about your work or studies? • Who or what inspires you at work? • How true do you think the following statements are? • There is no such thing as company loyalty these days. • True fulfillment can only come with a job you love. • You should work to live not live to work.

  7. DISCUSSION (2/2) Discuss these statements. • Companies should be fully involved in the lives of their employees. • “Sick days” are a perk • A pay rise is better than a job in a caring company

  8. CASE STUDY: OFFICE ATTRACTION

  9. BACKGROUND Karl Jansen, Managing Director at London-based Crawford plc, observed that close relationships between colleagues are becoming more common which could affect both their own performance and their colleagues.

  10. QUESTIONS Read the case and answer the following questions. • Did we make the right decision concerning Marcus Ball and John Goodman? What further action, if any, should we take in each case? • If the accusation against Derek Hartman is true, what action should we take? • Should the company have a written policy on close relationships at work? If so, what should be the main guidelines for the staff? What sanctions should there be for staff who don’t follow the guidelines? • How can we avoid someone gaining an unfair advantage from having a close relationship with another member of staff? Are there any specific examples of bad practice that could be written into the policy document?

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