Analysis of Management and Employee Job Satisfaction Page: 97

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iJAMT

ANALYSIS OF MANAGEMENT
AND EMPLOYEE JOB SATISFACTION
Charles G. Andrews. University of North Texas
Jeff Allen, University of North Texas
Abstract
The purpose of this study was to investigate the perceptions of job satisfaction as defined by both
nonmanagement and management employees. This study suggests that little difference exists in
the perceptions of job satisfaction importance between management and nonmanagement
employees.
Keywords
Job Satisfaction, Rewards. Perception, Management, Nonmanagement.
Introduction / Background
The purpose of this study was to investigate the perceptions of job satisfaction for gender,
age group, length of time with the organization, and between management and nonmanagement
employees. Three organization types participated in the study: sales/service, state governmental
department, and manufacturing.
Turnover is costly to an organization, both financially and in the impact it has on those
individuals remaining with the organization (Hannay & Northam, 2000; Michaud, 2000; Mosley
& Hurley, 1999; Rust, Stewart, Miller, & Pielack, 1996; Sigler, 1999). Every effort possible
needs to be undertaken to reduce the amount of turnover within the organization. A contributing
factor leading to turnover is a gap between what employees believe is important to them and
what management believes is important (Kay & Jordan-Evans, 1999). The boundaries of the gap
need to be identified before any effort can be made to reduce or bridge the gap (Peters, 2001).
Once the boundaries are identified, policies can be analyzed and the possibility of reducing the
gap investigated.
Such information can be acquired only through communication with employees. First,
employees must be recognized as being a worthwhile source of information (Rust et al., 1996).
Second, employees must be asked for their opinion (Blanchard & Waghorn, 1997; Kay &
Jordan-Evans, 1999). Third, the examination of information must occur repeatedly and
frequently, because life situations for both the employees and the organization are in a constant
state of change (Abrashaff, 2001; Rust et al., 1996).
The International Journal of Applied Management and Technology, Vol 2, Num 2

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Andrews, Charles G. & Allen, Jeff M. Analysis of Management and Employee Job Satisfaction, article, 2004; [Baltimore, Maryland]. (digital.library.unt.edu/ark:/67531/metadc31078/m1/1/ocr/: accessed March 28, 2017), University of North Texas Libraries, Digital Library, digital.library.unt.edu; crediting UNT College of Information.