Relationship between Employee Job Satisfaction and Employee Turnover

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ACKNOWLEDGEMENT

I would like to thank my supervisors, friends and family, without their support this research study would not have been possible.

DECLARATION

I adjudge that the entire content of this dissertation is entirely my own work; the content used in this dissertation has not been submitted before in any educational institution and represents my own opinion.

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TABLE OF CONTENTS

ACKNOWLEDGEMENTII

DECLARATIONIII

CHAPTER 2: LITERATURE REVIEW1

Organizational culture1

Employees' Motivation1

Job Satisfaction, Organizational Commitment, and Retention5

Motivation and its factors7

Employee satisfaction8

Changing needs of employees9

Turnover10

The Role of Leaders11

Organizational Commitment12

Key Role of the Manager and Supervisor14

Two-Way Communication18

Managers and Supervisors as Communicators22

Strategizing for Motivation25

REFERENCES28

CHAPTER 2: LITERATURE REVIEW

Organizational culture

Organizational culture reflects basic principles that are highly respected by members in an organization (Spector, 2007, 160). Every organization exhibits a dominant culture (Somers and Birnbaum, 2000, 364). With its culture, an organization often distinguishes itself from other organizations. In particular, organizational culture orientations (i.e., styles or types) vary significantly across different organizations. Scholars have examined the idea that the dimensions of organizational culture are defined by behavioral norms and expectations, perceived practices, or organizational values (Michaelson, 2005, 235). Other researchers also have presented evidence for the role of organizational culture in predicting organization members' responses (e.g., organizational commitment and likelihood to stay with the organization) and organizational effectiveness (Lazenby, 2008, 22).Organizational culture relates to the style of the visible conditions and manifests itself through the atmosphere in the organization. Important elements of organizational culture are the general standards of behaviour as based on the prevailing values, philosophy and objectives of the organization (Ke and Wei, 2008, 208). A healthy organizational culture, located in the acceptance of employees, is the basis of so-called work morale. Most often, the organizational culture is defined as a set of values, customs, traditions, norms, beliefs and assumptions embodied in the various aspects of the organization (Cordeniz, 2002, 237).

Employees' Motivation

Until recently, the search for what affects human motivation was not seen as an important aspect of industry (Christensen, 2010, 20). Before human motivation was understood as a valid field of study, businesses only valued finding ways to increase profit, no matter the cost (Bruning, 2002, 48). According to Whiteley (2002, 160), employees were considered just another input into the production of goods and services (Christensen, 2010, 20). Through Srivastva (1977, 90) findings, the development of theories that dealt with human development began to surface. These theories tried to explain the very basic needs of living things to be motivated. Srivastva (1977, 90) mentioned that theories on motivation emphasized that learning does not occur unless there is an internal spark that compels a person to want to learn. Maslow proposed a view of human motivation as an interaction of conscious and unconscious needs. According to Maslow's theory, all the needs can be grouped into a strict hierarchical order, ie, physiological needs, needs for safety and security are the primary needs, and all the rest are secondary. This again emphasizes that the needs of lower levels of satisfaction and require priority, therefore, affect ...