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  • Sahil Shaikh

Employee Satisfaction and HR Practices: An Empirical Relationship

The phenomenon of employee engagement is a major concern in the management circles across organizations. The concept is gaining increasing significance among leaders, managers and academic circles in India. In spite of its apparent importance, little research has been hitherto undertaken for identifying the antecedents of employee engagement.

On the basis of existing literature, this conceptual article of mine attempts to define an ˜engaged employee” as the one who is optimistic, highly focused on his work, enthusiastic and willing to go an extra mile to contribute to sustainable organizational success on a long-term basis.

The article proposes a relationship between employees’ satisfaction with human resource practices and their level of engagement in the organization. This relationship is explained based on social exchange theory. The article also discusses the importance of employee engagement and its declining levels across organizations.

What is Employee Satisfaction?

While there are various definitions of employee satisfaction, the general consensus is that it is the employee’s overall feelings about his/her job. Employee satisfaction is a broad term that is influenced by multiple factors; for example: An analysis of planned work and work design helps workers to point out a larger commitment to figure and {also the} organization, which, in turn, influences individual and structure performance as a results of worker satisfaction. The unit of time practices of job and task design, coaching and development, analysis and style of unit of time work have a profound impact on labor and work commitments. The report also urged new millennium organizations to counterpoint and supply varied work-related duties and tasks. Further, significance and autonomy add enthusiasm to work commitments and pave the thanks to the building of trust.

HR Practices and Employee Satisfaction.

Although employee satisfaction is a broader term, it is influenced by various HR practices. These include organizational culture and climate, job design and work-life balance. Organizational culture and climate refer to how an organization defines its identity and ethos through its policies, and how the employees experience the working environment through their interactions with the organization and its key stakeholders. This can have a significant impact on employee satisfaction; in fact, research has shown that it is one of the most important predictors of employee retention. Organizational culture can also influence employee satisfaction through its communication practices — a medium that encourages open dialogue and feedback. Job design refers to a combination of factors that influence an employee’s role and success in the organization. These include an employee’s level of autonomy, skill set and growth potential. Work-life balance refers to the organization’s efforts to create a healthy work environment, which includes flexible working hours, benefits and employee assistance programs.

Employee evaluation of Human Resource Practices.

Strategic HRM (SHRM) studies has started to offer greater nuanced causes of the HRPs-overall performance link via way of means of acknowledging that well-aligned HRPs in line per se now no longer improve organizational success, as they need to first translate into efficient worker behaviors that create fee for the organization. However, an issue that personnel critiques of HRP’s tell their behavior, wherein the fee of HRP’s relies upon on how employees appraise them. Employees’ critiques are consequently primary to any HR casual chain. We can see that personnel’ attributions of the managerial motives underlying the usage of HRP’s (i.e., exploiting personnel vs helping their well-being) are crucial antecedent of personnel contributions, concluding that even well-meant GRPs won’t elicit the preferred employee inputs except they may be evaluated favorably.

An empirical relationship between HR practices and employee satisfaction.

This suggests that organizations that focus on the overall well-being of their employees have employees that are more satisfied. Organizations can advantage an aggressive gain through the usage of advanced HR practices in several ways, consisting of way of life management; staffing and organizational structure; overall performance management, improvement and resourcing. Besides motivating employees, its miles critical to outsource certain tasks to suitable and certified individuals (outside resourcing), and to teach and increase personnel regarding generation and commercial business. These issues are associated with HR and human capital float policy, that have an intimate courting with employee satisfaction, as they have a tendency to be greater ready and snug with their assigned undertaking and the environment itself.

Key Takeaways.

Employee satisfaction is an important metric that can have a significant impact on retention. If an organization has employees who are satisfied with their jobs, they are also more likely to be engaged. Organizations can use HR practices to improve employee satisfaction and drive engagement. This can be achieved through a combination of organizational culture and climate, job design and work-life balance.

Employees' view of HRP's play a essential role within the method through that these practices become coupled to performance, and thus “research examining the impact of an employee's expertise of HR systems on his or her outcomes is painfully needed” . In this article I have has investigated whether, how, and when employee satisfaction with HRPs affects individual productive contributions. whereas there's beyond any doubt an excellent deal of labor however to be done to completely explore personnel evaluations of HRPs and their connected effects, we tend to trust the findings here contribute to a higher understanding of the that means of such evaluations and encourage any analysis on the implications of satisfaction with HRPs.

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