{{B}} The importance of satisfaction and morale{{/B}}
Broadly speaking, job satisfaction is the degree of enjoyment that people derive from performing their jobs. If people enjoy their work, they are relatively satisfied; if they do not enjoy their work, they are relatively dissatisfied. In turn, satisfied employees are likely to have high morale -- the overall attitude that employees have toward their workplace. Morale reflects the degree to which they perceive that their needs are being met by their jobs. It is determined by a variety of factors, including job satisfaction and satisfaction with such things as pay benefits, coworkers, and promotion opportunities.
{{U}} (8) {{/U}} Some large firms, for example, have instituted companywide programs designed specifically to address employees' needs. Employees at SAS institute, a large software development company in North Carolina, enjoy private offices, a free health clinic, two on-site day-care centers, flexible work hours with 35-hour work weeks, a company-subsidized cafeteria, and year-end bonuses and profit sharing. Managers at Hyatt Hotels report that conducting frequent surveys of employee attitudes, soliciting employee input, and -- most important -- acting on that input give their company an edge in recruiting and retaining productive workers. {{U}}(9) {{/U}} For example, First Tennessee, a midsize regional bank, believes that work and family are so closely related that family considerations should enter into job design. Thus, it offers such benefits as on-site child care.
When workers are satisfied and morale is high, the organization benefits in many ways. Compared with dissatisfied workers, for example; satisfied employees are more committed and loyal. {{U}}(10) {{/U}} In addition, they tend to have fewer grievances and engage in fewer negative behaviors (complaining, deliberately slowing their work pace, and so forth) than dissatisfied counterparts. Finally, satisfied workers tend not only to come to work every day but also to remain with the organization. By promoting satisfaction and morale, then, management is working to ensure more efficient operations.
Conversely, the costs of dissatisfaction and poor morale are high. Dissatisfied workers are far more likely to be absent for minor illnesses, personal reasons; or a general disinclination to go to work. {{U}}(11) {{/U}} High levels of turnover have many negative consequences, including the disruption of production schedules, high retraining costs and decreased productivity.
{{U}} (12) {{/U}} The results of one recent study shows that companies with the highest levels of satisfaction and morale significantly outperformed the 300 largest US companies over both 5 and 10 years. Of course, many other factors contributed to the performance of both sets of companies, but these differences nevertheless can not be ignored.
A Low morale may also result in high turnover -- the ratio of newly hired to currently employed workers.
B In turn, satisfied employees are likely to have high morale -- the overall attitude that employees have toward their workplace.
C In fact, evidence suggests that job satisfaction and employee morale may directly affect a company's performance.
D Such employees are more likely to work hard and to make useful contributions to the organization.
E Managers of smaller businesses realize that the personal touch can reap big benefits in employee morale and even devotion.
F Companies can involve employee morale and job satisfaction in a variety of ways.
G In conclusion, the higher satisfaction and morale, the better for the organization.