Job Satisfaction Paper PAGE 1
Running Head: JOB SATISFACTION PAPERJob Satisfaction PaperUniversity of PhoenixJob Satisfaction PaperIn the everchanging environment of organizational transformation, employers are faced with complex issues such as attracting and retaining the right employees. Transformational leaders employ emerging methodologies to help maintain their taskforce with approaches which create and sustain continued value and provide continuous job satisfaction for employees. This paper will describe the practices the author used to both motivate herself and others, toward productivity. As an employee who rose to the position of Director, this paper will describe the process w ...view middle of the document...
Finally, a promotion came and the Director position was offered.The author employed the Simplified Expectancy model as contributing factors to motivating job satisfaction and creating an organizational culture where employees thrived (Mullenger, 2007). The author allowed individual freedom in decision-making which added to an organizational culture which was fluid. This contributed to employees establishing organizational commitment and loyalty where performances were enhanced with close relationships and satisfaction formed by better working conditions. Using the belief systems of Max Weber, who stated "organizations that will survive and thrive will be those that foster acts of leadership, rather than assuming leaders only exist at the top." (Dourado, 2007, slide # 13) As a transformational leader, the staff was empowered in their decision-making to have shared vision, but egos were left out of the equation, because everyone was working toward the same goal - to reduce fraud and bring social justice into mental health managed care.The author brought employees together and hosted parties weekly to thank them for their work and dedication and provided them with gift certificates toward their favorite hobbies. By individualizing tokens of appreciation, "a personal, individual touch can go a long way," when attempting to motivate staff with recognition programs one big mistake many companies make is fashioning the "one-size fits all solution." (Garvey, 2004, para. 5) Motivating employees to be productive was allowing them name their own currency, and this input allowed the employees to have direct participation in the organizational processes, which included input in appraisal process with 360º review appraisals, and this helped to increase their performance and their organizational commitment (Jex, 2002).This author led with inspiration, intellect, and approached each employee as an individual; therefore, work schedules, goals, and rewards were created individually and they were allowed to articulate their own needs. Many asked for flex-time, compassionate leave, shared and dependent benefits, and the author enforced ongoing training/education to instill belief they could rise to greater heights. The author was a risk taker and was willing to challenge the rules, and bend them to empower the employees. In order to maintain a positive and satisfied working environment, this author allowed employees to work at home when no other workers in the company were allowed. As such, this department always produced higher results than any other department, and received a letter from the President in 1985 commending the work achieved.Challenges are many when a person does not possess a degree, especially in a corporate environment; however, personal mastery allowed one with intellect to create strategy to move up the corporate ladder (Society for Organizational Learning, n.d.). The fortunate choices in organizations with promising benefit progr...
