Job Satisfaction : Case: Lillbacka Powerco
Kuoppala, Johanna (2013)
Satakunnan ammattikorkeakoulu
2013
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2013111817213
https://urn.fi/URN:NBN:fi:amk-2013111817213
Tiivistelmä
The purpose of this thesis was to study the job satisfaction in the case company, Lillbacka Powerco. Lately they have given some of the employees notice after co-operation procedure negotiations and, therefore, it was important to find out if the employees still are satisfied with their work, what their level of motivation is, and what decreases or improves them. The respondents for this study consisted of em-ployees in the factory and the office workers.
Organizational culture and climate are discussed in the first chapter of the theoretical part. The following chapters are about leadership and motivation and how they connect to the job satisfaction. The last chapter of the theoretical part is job satisfaction itself and what are its effects in an organization.
The empirical part followed the quantitative research approach by doing a survey study. In the questionnaire respondents were asked to give opinions about job satisfaction, climate, work design, communication, leadership, motivation, work load, and their own behaviour. The respondents answered to the surveys at work without their supervisor being there. All the 35 employees working at time in three shifts answered the questionnaire.
The results of the study showed that the employees are not satisfied at work and the job satisfaction had decreased within a year. Comparing to the average points, the organizational climate, the work itself and motivation to the work are not really bad, as well as the respondents said that they try to enhance the climate and are responsible and flexible. Unfortunately the better averages were only in some individual questions and not in the whole topic. For example, in the leadership, communication, and motivation in general the averages were quite low. The biggest reasons for the low averages were constant hurry, lack of advantages, and lack of appreciation of the management and owners. With the analysing the results the aim was to find what there is to improve.
Organizational culture and climate are discussed in the first chapter of the theoretical part. The following chapters are about leadership and motivation and how they connect to the job satisfaction. The last chapter of the theoretical part is job satisfaction itself and what are its effects in an organization.
The empirical part followed the quantitative research approach by doing a survey study. In the questionnaire respondents were asked to give opinions about job satisfaction, climate, work design, communication, leadership, motivation, work load, and their own behaviour. The respondents answered to the surveys at work without their supervisor being there. All the 35 employees working at time in three shifts answered the questionnaire.
The results of the study showed that the employees are not satisfied at work and the job satisfaction had decreased within a year. Comparing to the average points, the organizational climate, the work itself and motivation to the work are not really bad, as well as the respondents said that they try to enhance the climate and are responsible and flexible. Unfortunately the better averages were only in some individual questions and not in the whole topic. For example, in the leadership, communication, and motivation in general the averages were quite low. The biggest reasons for the low averages were constant hurry, lack of advantages, and lack of appreciation of the management and owners. With the analysing the results the aim was to find what there is to improve.