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“How important is job satisfaction for organisational effectiveness and what should organisations do, if anything, to optimise the satisfaction of its employees?”
Introduction
Organisations, by their very nature, must work across a broad number of different fields in order to achieve success and thus stated organisational goals. Fields such as finance and cost control must be balanced with innovation and profit generation while being the individual development partner and career vehicle for the organisational members who all play crucial roles in success (Bennett et al 2006).
People, as members of the organisation and through their everyday roles, innovate, drive value, create synergy, build brand equity, and lead. In order for organisations to succeed they must be relatively (if not completely) effective in areas that will contribute strongly to this success. Specifically, it is the organisational members who will be the driving force behind this.
Skills shortages, competition, personal development and ever increasing individualist attitudes to career have seen the job-for-life type loyalty become almost extinct and in its place a transient workforce paradigm emerge. Keeping people and their skill sets, therefore, is a major component of creating an effective organisation while building a desirable environment to excel is another (the Australian, 11 April 2008)
Personal factors all have differing effects on people. However, a question at the heart of an individual’s drive and ambition to succeed is whether satisfaction plays a key role. More widely this paper seeks to explore the specifi ...