Read/Analyze HR Survey Results and provide 7 pages of written content (Bad work will be DISPUTED for FULL REFUND)

 

1. Read the survey results from PAYCHECKS EMOTIONAL INTELLIGENCE SURVEY (PDF).  

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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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