Determining why employee job satisfaction is low.

Determining why employee job satisfaction is low

Introduction

Brief overview of the organization-Jackson Hewitt Tax Service (JHTS) prepares income taxes for low to mid income families. Jackson Hewitt Tax Service (JHTS) operates throughout the United States from over 6300 location inside of Walmart and store front locations. Jackson Hewitt hires tax associates from the months of January to the month of April. They also offer both full time and part time positions.

Identify the problem

I have worked for Jackson Hewitt for over 13 years as a Tax Associate and the last 3-4 years as an Office Supervisor. For the last 13 years I have seen many employees come and go. Almost no one stays with Jackson Hewitt for long. Most employees feel there is no satisfaction to work for Jackson Hewitt.

Literature Review

Develop the satisfaction among the employees, in order to motivate employees and maximum retention in an Jackson Hewitt Tax Service (JHTS) is a crucial challenge from that the organization is suffering. Retention depends on maximizing job satisfaction (so employees do not wish to move) and/or making it harder for employees to move. Jackson Hewitt Tax Service (JHTS) can manage job satisfaction by focusing attention on:

Pay and conditions

Non-financial reward. (E.g. promotion prospects)

Job variety (job enrichment)

Supervisory arrangements (empowerment)

The provision of resources to do a job effectively, and

An employee's training and development needs.

The above given factors may be the base of the turnover too. In my opinion, managers should keep the check on these basic factors. Impediments to movement also may be within an organization's control, e.g. employment contracts with penalty clauses in the event of premature resignation, non-transferable pension plans, and the development of organization-specific skills. However, many impediments are structural and reflect labour market conditions, e.g. 'turnover' also called 'quit rate' or 'churn rate' usually increase during an economic boom and declines in a recession (Suchman, 1987, 165).

Retention is of major concern, given the costs of hiring new employees and the investment made in the socialization, training and development of existing employees. This is particularly true if the person who moves is productive and valued ('dysfunctional turnover'). There are, however, circumstances when turnover is desirable, 'functional turnover' is said to result where a poor performer quits or where it is easy to rehire someone as good or better. The challenge is how to minimize dysfunctional turnover, while tolerating or even promoting functional turnover, something that is especially important during a process of restructuring (Griffeth, Hom & Gaertner, 2000, 463)

The some of the important points of turnover that I introduced in the above page, I also analyse that organizational psychologists have devoted considerable attention to understanding its antecedents. Although some of the work on turnover has been aimed at simply documenting its relation with job satisfaction, much more has been aimed at modelling the role job satisfaction plays in employees' turnover decisions. Here, I would like to share one of the earliest, and ultimately most influential, models of the turnover process were developed by Mobley ...