5. JOB SATISFACTION SURVEY
• Procedure by which employees report their
feelings toward their jobs and work
environment
6. BENEFITS
The survey tells how employees feel about
their jobs, what parts of their jobs these
feelings are focused on, which departments are
particularly affected and whose feelings are
involved.
• Monitoring Attitudes is possible
7. • Flow of Communication is improved
• It serves as Safety Valves
• Identification of training needs
• Helps in planning and monitoring
new programs
8. IDEAL SURVEY CONDITIONS
• Top management actively supports the survey
• Employees are fully involved in planning the
survey
• Past surveys have produced noticeable changes
• A clear objective exists for conducting the
survey
• The study is designed and administered in a
manner consistent with standards for sound
research
• Management is capable of taking, and willing to
take, follow-up action.
• Both the results and action plans are
communicated to employees
12. EXAMPLE:
A question presented in an interview
or survey format that directs the
respondent to simply select and mark the
answer that best represents his or her own
feelings.
13. Those questions presented in an
interview or survey format in which
employees respond in their own words to
express their feelings, thoughts, and
intentions.
14. RELIABILITYRELIABILITY
Validity
Capacity of a survey
instrument (or action) to
produce consistent results
Validity
Capacity of a survey
instrument to measure
what it claims to measure
15. What to do with the results?
Communicate
the results
Comparative
Data
Committee
Work Follow-
up
Feedback to
Employees
17. Job Satisfaction in
Department A
Job Satisfaction in
Department B
Comparing results will drive managers for improvement and continuous use of
satisfaction information.
18. Set up task forces whose
responsibility is to review the
survey data and develop
plans for corrective action
19. When corrective
action is taken as
the result of a
survey, details of
what was learned
and what was
done should be
shared with
employees as
soon as possible.
20. • Make the reward
system closely tied to
individual or team
performance.
• Set challenging goal
with employees
• Define clear role
expectations
• Refrain from attacking
the employee’s
attitude. Use active
listening.
• Provide frequent
feedback.
• Exhibit a caring,
considerate orientation.
• Provide opportunities
for employees to
participate in decision
making.
• Show APPRECIATION.