"Only satisfied employees are good employees"
What is satisfaction? What is motivation? What are the methods? How can we find out whether employees are satisfied?
Based on these questions, this project will conduct an employee survey using an anonymous questionnaire to make employee satisfaction measurable. Since employees are an important asset in a company and their job satisfaction affects the success of the business, this should be done extremely carefully.
First, the current level of satisfaction must be determined, then ways can be sought to improve satisfaction even further.
Satisfaction should be improved because it results in increased motivation - it is, so to speak, the basic prerequisite for motivated employees.
The aim of the project is, after evaluation of the questionnaires, to introduce targeted measures through which employee satisfaction can be improved and thus the working atmosphere can experience a positive development. In addition, the employees are to be motivated by new ideas, if necessary.
The working atmosphere is understood to mean the interaction between colleagues and the interaction between managers and employees. If, for example, there is rivalry between departments, this has a bad effect on the working atmosphere and thus disrupts the smooth running of the company.
This can go so far that even the customer may notice any disputes, or at least notice the bad atmosphere. In such an environment, the performance of an
of an employee could drop sharply. It must therefore be ensured that the working atmosphere is positively influenced. In companies with a good working atmosphere, the sickness rate is also often much lower. People who enjoy their work are less likely to take sick leave.
Table of contents
1. Introduction
2. Theory
2.1 What is satisfaction?
2.2 What is motivation?
2.2.1 Model by Abraham Maslow
2.2.2 Model by Frederick Herzberg
2.3 Result
3. Planning
3.1 Designing a questionnaire
3.2 Type of survey
3.3 Rules of thumb for question formulation
3.4 Question selection
3.5 Information for employees
4. Application
4.1 Survey
4.1.1 Output of questionnaires
4.1.2 Evaluation
4.2 Rough evaluation of the questionnaires
4.3 Detailed evaluation within the subject areas
4.3.1 A – Satisfaction with the task
4.3.2 B – Identification with the company
4.3.3 C – Communication
4.3.4 D – Leadership behaviour
4.3.5 E – Working atmosphere
4.4 Suggestions for improvement
5. Final considerations
Appendix
1. Introduction
"Only satisfied employees are good employees"1
On this basis, an employee survey with an anonymous questionnaire is to be carried out in the following project in musterkauf Pfullingen in order to make the satisfaction of the employees measurable. Since employees are an important asset in a company and their job satisfaction affects success, this should be done extremely carefully.
First of all, the current state of satisfaction must be determined, then possibilities can be looked for to improve the satisfaction even more.
Satisfaction should be improved because it entails motivation, it is, so to speak, the basic prerequisite for motivated employees.
The aim of the project is, after evaluation of the questionnaires, to initiate targeted measures through which employee satisfaction can be improved and thus the working atmosphere experiences a positive development. In addition, employees should be motivated by new ideas if necessary.
A working atmosphere refers to the cooperation between colleagues and the interaction between managers and employees. If, for example.B. there is rivalry between departments, this has a bad impact on the working atmosphere and thus disrupts the smooth running of the company. This can go so far that even the customer gets to feel any disputes, or at least notices the bad mood. In such an environment, an employee's work performance could decline sharply. It must therefore be ensured that the working atmosphere is positively shaped. In companies with a good working atmosphere, sick leave is often much lower2. Those who like to carry out their work are less likely to take sick leave.
2. Theory
In this paragraph, the two models of Abraham Maslow3 and Frederick Harzberg4 that deal with the satisfaction of people's needs, from which satisfaction or dissatisfaction can then be derived. The satisfaction or dissatisfaction has a considerable influence on the motivation of an employee.
2.1 What is satisfaction?
All people want to be satisfied. But what is meant by satisfaction?
In the Duden, the word "satisfied" can first be found, which is defined as follows:
a) internally balanced and not demanding anything other than one has.
b) agree with the given circumstances, services or the like, have nothing to complain about.
Derived from this, satisfaction can be defined as an emotional state of the person in which all his needs are met.
2.2 What is motivation?
Motivation is responsible for all our actions. Without motivation, we would not have any of the existing useful, sometimes even useless, inventions. However, we would not have wars and other crimes and acts of violence. Those who are motivated find a solution to a problem and either fix completely, or at least find ways so that the damage does not become too great.
In the summer of 2006, e.B., we were shown very clearly what can be achieved by a motivated team:
The boss, Jürgen Klinsmann, has made the most of his employees, the national team. You didn't start with the best team and you didn't have any outstanding personalities. But the boss knew how to motivate his team in such a way that each individual grew beyond himself. The team identified with the "company" and was willing to give it their all. You had a clear target and this was almost achieved. In any case, more was achieved than was expected in advance by outsiders.
A manager should therefore not only lead, but also be able to pull the employees along and motivate them again and again. Leading means on the one hand having something under control, but on the other hand also accompanying someone and helping him to find and walk his way. However, an employee should not be guided to the finish line by hand, but only, if necessary, put back on the right track to achieve his goal.
2.2.1 Model by Abraham Maslow
Abraham Maslow presupposes , that every person has needs. Maslow divides people's needs into several levels. Man does everything to satisfy these needs. One begins to satisfy the needs of the lowest level. When the needs of one level are satisfied, the motivating effect of that level decreases. Only then can the need be gradually satisfied at the next higher level. Thus, the next higher level can only be reached if the needs have been met to a certain extent on the previous one.
Basically, the further you get up in the pyramid, the more the satisfaction increases. The ultimate goal is self-realization. Theoretically, man can only be completely satisfied after satisfying this stage.5.
Abbildung in dieser Leseprobe nicht enthalten
Abbildung in dieser Leseprobe nicht enthalten
The individual categories contain the following sub-terms6:
Physical needs:
Eating, drinking, sleeping
Security needs: material, social, occupational security, no existential worries
Social needs:
Appreciation and recognition:
Attention, validity of the individual by third parties
Self-realization:
Self-realization of one's own potential
2.2.2 Model by Frederick Herzberg
Herzberg's model distinguishes between factors that bring satisfaction or dissatisfaction.
There are motivators and hygiene factors7:
Motivators trigger satisfaction. Motivators can be e.B. recognition, responsibility and success.
Hygiene factors do not bring satisfaction. They can make you dissatisfied if they are not fulfilled. As a rule, they are related to the direct design of work, such as fair remuneration or administrative processes.
Herzberg's model should lead to jobs being designed in such a way that the employee can achieve job satisfaction as well as possible.
From this model, it can also be deduced that e.B. financial incentives alone only partially contribute to motivation and job satisfaction. Good work is expected to be well paid, and if the pay does not meet the employee's expectations, the employee
Intrinsic motivational factors
The intrinsic motivation8 is the motivation for personal successes that you want to work out for yourself, e.B building a house, finding a good job and being successful.
Extrinsic motivational factors
The extrinsic9 Motivation is determined in the company from the outside. The employee should complete a task. If he works successfully, he is promised a reward. In the event of failure, he must expect sanctions. Such rewards or sanctions may include, for.B, salary cuts, or promotions.
Extrinsic motivational factors usually have a stronger but short-term effect, but intrinsic factors have a more long-term effect.
2.3 Result
In summary, it can be said that satisfaction and motivation are closely linked. Both Maslow and Herzberg prove this in their theories.
These models have as a common basis for motivation the need for a condition or a good. Their view of motivation is very static and they assume that every employee has a certain basic motivation.
Motivated and satisfied employees are indispensable for a good working atmosphere and thus a successfully functioning company. They can drive each other to new peak performances and also feel the customers when they are dealing with satisfied and motivated staff
3. Planning
3.1 Designing a questionnaire
The following section first introduces the different types of questionnaires. Subsequently, rules for formulating questions are discussed and the creation of a questionnaire is described in more detail.
3.2 Type of survey
There are many different ways to conduct surveys. Common are, for example, telephone surveys, group interviews or even the survey with the help of a questionnaire.
Telephone surveys are a common method. Here, for example, households stored in the company's database are selected, called and interviewed directly. So, unlike a questionnaire, there is an immediate answer. In group interviews, questions are asked, to which the group should then find solutions together.
Since the survey in Musterkauf Pfullingen deals with the extremely sensitive topic of "employee satisfaction", the anonymous questionnaire was chosen as the form of survey.
The other forms are not suitable in this case, as they would cause employees concern about maintaining anonymity and fears about possible consequences for the workplace. As a result, the questions may not be answered truthfully or the questionnaire may not be completed in the first place.
[...]
1 Helmut E. Becker: Das Sozialwirtschaftliche Sechseck, August 2002, p. 225 chap. 2.5
2 http://www.bkk.de/bkk/show.php3?id=327&nodeid=327 As of 15.01.07
3 Helmut E. Becker: Das Sozialwirtschaftliche Sechseck, August 2002, p. 218 ff.
4 Helmut E. Becker: Das Sozialwirtschaftliche Sechseck, August 2002, p. 220 ff.; http://www.personal.euv-frankfurt-o.de/de/personal/lehre/veranstaltungen/aktuell/ NPO/Presentations/Motivation.pdf - Slides 4+5
5 Helmut E. Becker: Das Sozialwirtschaftliche Sechseck, August 2002. S. 218 ff.
6 Helmut E. Becker: Das Sozialwirtschaftliche Sechseck, August 2002, p. 218 ff. http://www.methode.de/pm/ps/pmps01.htm stand: 14.01.07
7 http://www.markus-berthold.de/kommunikation/mangfuehrung/herzberg.htm
8 http://www.socioweb.de/lexikon/lex_geb/begriffe/intrinsi.htm http://www.br-online.de/wissen-bildung/thema/psychologie/05_motivation_1.xml
9 http://www.socioweb.de/lexikon/lex_geb/begriffe/extrins2.htm to footnote No 10: http://bebis.cidsnet.de/weiterbildung/sps/allgemein/bausteine/lernen/einstellungen/intrinextrin.htm
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