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|Title:||Strategies to improve job satisfaction of U.S. technical personnel|
|Source:||Byrd, T.A.,Sankar, C.S.,Loh, L. (1996). Strategies to improve job satisfaction of U.S. technical personnel. EMJ - Engineering Management Journal 8 (4) : 33-42. ScholarBank@NUS Repository.|
|Abstract:||As organizations downsize to improve profitability, move to empower employees, and emphasize building quality into the work process, technical personnel are becoming increasingly critical to fulfilling the company missions. It is important for these organizations to implement strategies that minimize job dissatisfaction and improve job satisfaction for these employees to enthusiastically carry out their roles. This study developed a causal model relating technical orientation with job satisfaction of technical and managerial personnel. A survey was conducted and 139 responses were obtained from professionals in highly technical U.S. organizations. Despite the enormous exodus of managers from some of the country's biggest technical firms, this study confirmed that employees perceive that they have to move to management to obtain higher status, thereby reducing job dissatisfaction. Advancement in their careers was essential for them to derive job satisfaction. Employees also perceived that progressive organizations that implemented strategies to increase the achievement and responsibility of employees were responsible for increased job satisfaction. The results show that it is important for employees and companies to adopt strategies such as flexible teams, multiple career ladders, broadbanding, and providing development opportunities in order to minimize job dissatisfaction and improve job satisfaction.|
|Source Title:||EMJ - Engineering Management Journal|
|Appears in Collections:||Staff Publications|
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