Jana Jechová, Barbora Doležalová, Michaela Barešová, Zuzana Hudáková,

Vratislav Veselý

JOB SATISFACTION

CASE STUDY

OMEGA TECHNICAL SERVICES Ltd.

Introduction Background of Omega and its present situation

Study of the survey Our suggestions

Medium size UK companyProvides technical support services to the engineering industry

180 full time staffLabour intensive business

Facing external pressures, trading difficulties

Holding down the costs – rationalization

Results:→ Small training and development budget→ No formal communications policy

Low morale amongst employees Low productivity Increasing labour turnover and absenteeism

Lack of formal communication →Discussion about new developing strategy→Formal attitude survey

Caried out by personel manager with the use of anonymous questionnaire

Response rate 42% Questions randomly presented, no question order

Type of scale (truth, false), no multiple degree

„My work carries too much responsibility“ 11%

=> no responsibility

„I am fairly treated by my immediate superior“ 89%

=> fairly treated by immediate superiors

„I have little control over things that effect me at work“ 68%

„I feel frustrated by things over which I have no control at work“ 80%

„I never know what‘s going on in other regions“ 84%

=> there is no vertical neither horizontal communication

=> company does not care about employees opinions

„The management of the company care about the conditions in which we work“ 22%

=> workers believe, that management do not really care about working conditions

„Lack of management support limits my productivity“ 54%

=> low management support

„Working for Omega gives me a strong sense of belonging to a group“ 23%

=> weak belongingness, weak relations between employees

„I do not hold shares in the company“ 91%

=> very few share holders

„If the company offered to do one thing to improve my job I would ask for improvement to an aspect of my work which does not dirrectly relate to pay of benefits“ 58%

=> employees are willing to improve quality of their outputs, learning new things

„Our competitors treat their staff better than this company does“ 64%

=> employees complain on company´s treat

„Money is important but it is not the most important aspect of my job“ 89%

=>issue of money is not the most important aspect for the employees

„ I have applied for a job with a different company this year“ 68%

=>almost 70 % of employees applied for a new job

―Lack of communication

―No/low belongingness

―No responsibility of workers

Workforce qualities

Willigness of employess to improve working environment

Level of salaries

FINAL RESULTS OF SURVEYFINAL RESULTS OF SURVEY

Heathy competition between divisions

Show to workers, that managers respect them and trust them

Provide praise and recognition Teamwork environment Motivational tactics

Personal projects Delegate employees Sharing suggestions for improvement

Allow managers to learn from each other

Set formal communication policy

Interview with employees Write records and performance evaluations

Share the goals and reasons for doing the task or project

Share the success Improve communication

According to the survey, employees do not need any fringe benefits

Give to workers advantages of being a worker of OMEGA

Build a warm, welcoming and fair operating environment with communication policy

Buying shares for lower price

Richard K Miller: How to motivate workers [online]. [cit. 2009–03-28 ]. URL:<http://richardkmiller.com/301/how-to-motivate-workers>

How to improve the workers‘ sense of responsibility [online]. [cit. 2009–03-28 ]. URL:<http://www.celimo.net/GYQLM/News/celimo_news/2008/12/05/012840415.html>

Susan M. Heathfield: Ten Tips for the Leader About

Employee Motivation [online]. [cit. 2009–03-28 ]. URL:<http://humanresources.about.com/od/motivationsucces3/a/lead_motivation.htm>

Thank you for your attention!