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Psychology (Assignment # 5) : University of Engineering and Technology, Mardan

This document outlines a 5-step PRIDE system for improving job satisfaction: 1) Provide a positive working environment, 2) Reward and recognize employees, 3) Involve and engage the workforce, 4) Develop workers' skills and potential through training, 5) Continuously evaluate and measure job satisfaction. Examples are given for each step, such as Walt Disney providing employee assistance and Sony fostering innovation through an annual idea exposition. The overall message is that motivated employees are key to business success and competitive advantage.

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Muhammad Hamza
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34 views

Psychology (Assignment # 5) : University of Engineering and Technology, Mardan

This document outlines a 5-step PRIDE system for improving job satisfaction: 1) Provide a positive working environment, 2) Reward and recognize employees, 3) Involve and engage the workforce, 4) Develop workers' skills and potential through training, 5) Continuously evaluate and measure job satisfaction. Examples are given for each step, such as Walt Disney providing employee assistance and Sony fostering innovation through an annual idea exposition. The overall message is that motivated employees are key to business success and competitive advantage.

Uploaded by

Muhammad Hamza
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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UNIVERSITY OF ENGINEERING AND TECHNOLOGY, MARDAN

Psychology
(Assignment # 5)

SUBMITTED TO: Mrs. Rafia Jabbar


SUBMITTED BY: Muhammad Hamza
REGISTRATION NO: 17-MDSWE-0692
CLASS NO: 27

How to measure the job satisfaction in work place. What are different methods to
improve the job satisfaction.
UNIVERSITY OF ENGINEERING AND TECHNOLOGY, MARDAN
Job satisfaction is critical to high productivity, motivation and low employee turnover.
Employers face the challenges of finding ways to increase job satisfaction so their businesses
stay competitive.  A global economy of discriminating consumers has placed demands on
employers never before seen.  Employers face the challenges of maintaining productivity,
profitability as well as keeping their workforce engaged and satisfied with their jobs.
A new survey conducted by the Conference Board showed only 45 percent of Americans are
satisfied with their jobs. This is the lowest level ever recorded by the Conference Board in more
than 22 years of research.

Those that fail to improve job satisfaction are at risk of losing their top talented people to the
competition. Supervisors and managers who maximize the potential, creative abilities, and
talents of the entire workforce have a greater competitive advantage than those who don’t.
Employees that are engaged in their work have a higher level of job satisfaction. Motivated
workers provide the health insurance businesses desperately needed in these chaotic times.
The leaders of the organization have the responsibility for creating a high level of job
satisfaction. Dr. Edwards Deming said, “The aim of leadership should be to improve the
performance of man and machine, to improve quality, to increase output, and simultaneously to
bring pride of workmanship to people.” A motivating environment is one that gives workers a
sense of pride in what they do. To show supervisors and managers how to build a more
productive work environment, I’ve created a five-step process called the PRIDE system.
Leaders can improve motivation within their organizations by following this process:

 Provide a positive working environment


 Reward and recognition
 Involve and increase employee engagement
 Develop the skills and potential of your workforce
 Evaluate and measure job satisfaction

STEP 1: PROVIDE A POSITIVE WORKING ENVIRONMENT


Creating job satisfaction begins by first providing a positive work environment.  Fran Tarkenton
says, to find what motivates people, “you have to find what turns people on.”  This is the most
UNIVERSITY OF ENGINEERING AND TECHNOLOGY, MARDAN
important factor in the process.  A motivating working environment requires going over and
beyond the call of duty and providing for the needs of the worker.
Walt Disney World Company provides an excellent work environment for their employees or
“cast members.”  Employee assistance centers are spread strategically across the theme park. 
Some of the services included employee discount programs, childcare information, money
orders, postage stamps, check cashing, and bus passes.  The Walt Disney Company realizes that
taking care of their employee’s needs keep them motivated, on the job and loyal to the
company.

STEP 2: REWARD AND RECOGNITION


Mark Twain once said, “I can live for two months on a good compliment.”  Personal
recognition is a powerful tool in building morale and motivation.  A pat on the back, a personal
note from a peer or a supervisor does wonders.  Small, informal celebrations are many times
more effective than a once a quarter or once a year formal event.
Graham Weston, co-founder and CEO of Rackspace Managed Hosting, gives the keys to his
BMW M3 convertible for a week to his top performing employees. This creative way to reward
employees has a bigger impact than cash. He says, “If you gave somebody a $200 bonus, it
wouldn’t mean very much. When someone gets to drive my car for a week, they never forget
it.”  The important point is pay and money does not necessarily create job satisfaction. There
has to be something more.

STEP 3: INVOLVE AND ENGAGE THE WORKFORCE


People may show up for work, but are they engaged and productive? People are more
committed and engaged when there is a process for them to contribute their ideas and employee
suggestions. This gives them a sense of ownership and pride in their work.
The Sony Corporation fosters the exchange of ideas within departments by sponsoring an
annual Idea Exposition. During the exposition, scientists and engineers display projects and
ideas they are working on. Open only to Sony’s employees, this process creates a healthy
climate of innovation and engages all those who participate.

STEP 4: DEVELOP WORKER’S SKILLS AND POTENTIAL


Training and education motivate people and makes them more productive and innovative.  At
Federal Express, all customer contact people are given six weeks of training before they ever
UNIVERSITY OF ENGINEERING AND TECHNOLOGY, MARDAN
answer the first phone call.  Learning never stops and testing continues throughout their
employment tenure.  Every six months customer service people are tested using an on-line
computer system.  Pass/fail results are sent to each employee within 24 hours.  They receive a
personalized “prescription” on areas that need reviewing with a list of resources and lessons that
will help.  Federal Express’ intensive training and development program has resulted in higher
motivation and lower turnover.
There are many reasons training and development makes sense.  Well-trained employees are
more capable and willing to assume more control over their jobs.  They need less supervision,
which frees management for other tasks.  Employees are more capable to answer the questions
of customers which builds better customer loyalty.   Employees who understand the business,
complain less, are more satisfied, and are more motivated.  All this leads to better management-
employee relationships.

STEP 5: EVALUATE AND MEASURE JOB SATISFACTION


Continuous evaluation and never-ending improvement are the final step of the PRIDE system. 
Evaluation is a nonstop activity that includes a specific cycle of steps.  The primary purpose of
evaluation is to measure progress and determine what needs improving.  Continuous evaluation
includes, but is not limited to, the measurement of attitudes, morale, and motivation of the
workforce.  It includes the identification of problem areas needing improvement and the design
and implementation of an improvement plan.  Good organizations conduct a job satisfaction
survey at least once a year.
Businesses have searched far and wide for the competitive advantage, the best equipment,
robotics, or the latest business technique.  These devices provide only temporary solutions.  The
true competitive advantage is trained and motivated people proudly working together,
contributing their vitality and energy toward the goals of the enterprise.

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