1. Read the survey results from PAYCHECKS EMOTIONAL INTELLIGENCE SURVEY (PDF).
2. Write 7 pages of content contributing to the working document (Word) attached.
3. Provide RECOMMENDATIONS section. “How can the survey be changed to better capture the thesis statement”
-An example of SURVEY section is provided for your review. DO NOT COPY FROM EXAMPLE
-All citations provided must be in APA 7th Edition (use page # in citation).
MOTIVATING A MULTIPLE GENERATION WORKFORCE 8
this is a unique opportunity and one that too is a challenge. As Haeberle et al. found,
“generational differences impact communication styles, technology needs, professional
development preferences, workplace expectations, compensation benefits need, desired
leadership styles and the effectiveness of reward and recognition systems” (2009, p. 64). These
four generations truly have unique characteristics that are the makeup of most organizations, so
it’s important to recognize how each generation works, how they receive recognition and feel
satisfied in their jobs.
Survey
SHRM Executive Summary
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MOTIVATING A MULTIPLE GENERATION WORKFORCE 9
Employee Job Satisfaction and Engagement: The Doors of Opportunity are Open
Although job satisfaction is overall high in the workplace according to this survey, there
is always room for improvement. Organizations are in a constant pull to keep employees
engaged before facing high rates of turnover. They are recognizing that keeping employees
engaged and satisfied are key ways to keep them around. Overall 38% of employees are satisfied
with their job. This survey will identify key concepts and factors that employees express is
crucial to keep they engaged and satisfied in the workplace.
Issue: Job satisfaction is fairly high increasing from 2013-2016, there is always room for
organizations to improve on employee engagement. Without commitment to employees, leads to
higher turnover and lower productivity.
Insight: Fairness and transparency are two key factors that plan a fundamental piece in creating
job satisfaction in the workplace. These standards can increase organizational commitment, job
satisfaction and productivity.
Implications: Integrating fairness and transparency into daily procedures, can have a major
effect on the organization as a whole if played right. Leadership much display these types of
behaviors in turn employees are more likely to follow suit and create trust and openness and
establish more of a positive relationship between leadership and employees.
Methodology of survey: The findings from this executive summary finding is from SHRM
Employee Satisfaction Survey of 600 U.S. employees. This data was collected in December 2016
by an external survey research organization. Surveys were completed through a web-based
portal, which was led by a panel. All employees were full-time and part time with their
MOTIVATING A MULTIPLE GENERATION WORKFORCE 10
companies for at least three months. The survey was broken down by 44 components of job
satisfaction in categories including career development, compensations and benefits, employee
relationships with management and work environment. The five factors that employees evaluated
as the most important job satisfaction contributors were as follows; respectful treatment of all
employees at all levels, compensation/pay, trust between employees and senior management, job
security and opportunities to use their skill and abilities at work.
Below we will examine what the greatest contributors to employee engagement are and how
employees polled them.
Respectful treatment of employees at all levels
It seems as though this is common knowledge to respect all employees, however the topic
has been on the forefront and worth discussion. This encompasses a wide variety of challenges in
the workplace as it relates to employees’ perceptions related to respect. This ranges from
diversity and inclusion to prevention of workplace violence and harassment. Growing and
building culture within an organization can come with contest if a company is structured with
hierarchy roles or has a homogenous workforce.
Workplaces that welcome fairness and allow employees to be open and honest with their
thoughts, concerns and opinions, even if views are opposing, offers a trustworthy space where
respect is held and ideas are valued.
According to the survey, in 2016 about 65% of employees in fact agreed that respectful
treatment of employees at all levels is very important and 38% of workers were very satisfied
with this aspect. The aspect however reflected differences among workforce demographics:
MOTIVATING A MULTIPLE GENERATION WORKFORCE 11
• Female employees (72%) were more likely to report this aspect as important over Men
employees (57%) were.
• Millennial’s (45%) were very satisfied with this aspect compared to Generations Xers
(31%)
• Individual contributors (31%) were less likely than executives (52%) to be very satisfied
with the level of respect shown to employees.
As a result, in the importance of respectful treatment and the differences between opinions, these
are some suggestions:
1. Gain self-awareness and strive for improvement. Organizations that encourage self-
awareness and self-reflection among employees will see positive impact and behaviors
when it comes to problem solving and relationship building.
2. Consider whether your organization may benefit from a civility policy and/or
training. Organizations that encourage workplace civility and respect could reduce the
opportunity for inappropriate conduct and harassments. With policies in place and
trainings offer to employees, employees are offered a way to collaborate and improve on
these skills and levels of civility in the workplace.
3. Create bystander intervention training program. Along with offering trainings for
employees that focus around understanding inappropriate behaviors in the workplace,
offering teaching opportunities for employees to practice mediating potential situations
and scenarios. These types of trainings encourage changes in norms and attitudes among
employees. This reduces the risk of offensive behavior. (Mentor program for millennials)
Compensation/pay
MOTIVATING A MULTIPLE GENERATION WORKFORCE 12
About two-thirds (61%) of employees stated that compensation/pay is a very important
contributor to job satisfaction, yet only 26% of employees noted that they were satisfied with
their compensation. This is the largest gap between the two comparisons.
• Millennial employees (37%) were more likely to specify they were satisfied with their
pay compare to 20% Generation Xers and 22% Baby Boomers.
The most obvious suggestion to employers with regards to compensation satisfaction would
to be keep it simple and straightforward, that is to clearly communicate compensation.
Employees that understand their pay structure and how well managers explain the system and
how fair and unbiased the process is offers trust and understanding which is turn relates to job
satisfaction.
Trust between employees and senior management
Building trust as a strong foundation between employees and senior management is
crucial in the success of an organization. If the psychological safety of the employees is
compromised, this can lead to damaging outcomes and challenges within the organization.
Studies have shown that transformational leaders rather than transactional leaders are
more likely to foster and develop trust among their subordinates which in turn creates positive
results, organizational commitment, job satisfaction and motivation. 61% of employees rated this
MOTIVATING A MULTIPLE GENERATION WORKFORCE 13
aspect as important and on the reverse, only 33% were satisfied with their level of trust towards
their organization.
Suggestions include:
1. Create an open-door policy. Leaders that encourage employees to bring their ideas,
comments and questions to them directly offers a sense of connection and team without
their being any negative consequences. Studies have recognized that employees have
found more understanding and appreciation to procedural fairness when welcomed to an
open door policy, this too created a sense of organization commitment and job
satisfaction.
2. Commit to reinforce openness. As the open door policy, feedback systems are in place
for employees. Managers must be able to communicate effectively in return. This is
recognized with a transformational leader also is open will create a safe space for
employee to speak without judgement or fear. Leaders who promote and display
openness are more likely to create an environment in which employees will follow in
their footsteps.
Job Security
Along with compensation/pay and stability, job security comes to be a very important
aspect of job satisfaction. Any risk that can interfere with the permanency of workers’
employment can impose a great amount of harm to individuals short-term and long-term.
MOTIVATING A MULTIPLE GENERATION WORKFORCE 14
Among all members that were a part of the study it was animus that all employees want
to experience guaranteed employment, but often times don’t feel reassured in their current roles.
Opportunities to use skills and abilities
Empowerment and job enrichment opportunities have a large influence on job
satisfaction among employees in the workplace. Job enrichment is described as provide
employees with more stimulating work, challenging job duties and offer intrinsic rewards for a
greater sense of fulfillment. 56% of employees shared that the opportunity to use their skills and
abilities was very important to their job satisfaction. Of that 44% were currently satisfied with
the opportunities given to them.
Survey Analysis
Employee Job Satisfaction and Engagement: The Doors of Opportunity are Open
provides a lot of insight into the workforce and what it takes to keep a workplace and its
employee satisfied. When looking at the results of this survey and how it all relates to the 600
employees surveyed, there was an even split of three primary generations; Millennials (38%),
Generations X (35%) and Baby Boomers (26%). There were only 2% of Veterans that took the
survey and as noticed in most researched most have been retired out of the workforce for many
years. The diversity, opinions, and ideas of job satisfaction and employee engagement within
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