After identifying the most prominent factors, specify corrective measures to solve the problem. Bhutan Power Corporation Limited (BPC) is one of the largest companies in Bhutan with over two thousand five hundred employees. BPC is well known in Bhutan for implementing the new and advanced HR policies and systems such as Performance Management System (PMS) and Performance Based Incentive System (PBIS).
Overall, BPC has been able to portray itself as one of the successful organizations to work in. The survey determines employee satisfaction, engagement and finds out overall work aspects, job satisfaction and job satisfaction level of the employees in the company. The survey has become as one of the tasks of the Human Resources Administration Services (HRAS) to perform after every three years only to obtain the annual bonus.
The survey did not in any way help solve employee problems or improve the overall condition of the organization. This way we understand the danger of employee dissatisfaction in the organization and its consequences for the health and working environment of the company. The satisfaction level of the employees often determines the goodwill, name and fame and survival of the company.
Out of the thirteen different departments in the year amp; 2018 the HRAS was found to be the least satisfied department with the most dissatisfied employees.
LITERATURE REVIEW
- Definition of Job Satisfaction
- The Importance of Job Satisfaction
- Factors of Job Satisfaction
- Theories & Frameworks
- Hertzberg’s Two Factor Theory
- The conceptual framework affecting job satisfaction
- Job Characteristics Model
This directly implies that the positive or the negative behavior of the employees results from one's job satisfaction. He also mentioned that job satisfaction is organisation's/unit's activity which indicates that the variation in the satisfaction level of different units/departments in organization can be measured via the job satisfaction level. The job satisfaction indicator can be taken as one of the measurement elements that necessitates the requirement of change to promote better performance.
The level of job satisfaction is influenced by various factors, namely the nature of the work, carrier growth and advancement, working conditions and work groups, pay and the management that leads the success of the organization (Ghazzawi, 2008). In addition to supporting the above factors, Robbins and Judge (Robbins & . Judge, 2013) have listed 21 factors that directly relate to job satisfaction, which are as follows. One of the well-known and most used theories about job satisfaction is Herzberg's two-factor theory, which is also known as the motivation-hygiene theory.
His theory states that intrinsic factors lead to greater job satisfaction and motivation than extrinsic factors. It shows that the relationship an individual has with his work and the attitude he projects determines its success or failure. Thus, in his theory he classifies the satisfactory factors as Motivators/Internal factors which are (job recognition, individual achievements, job responsibility and work itself, growth and advancements) and external/hygiene factors consists of (policy of company, work supervision, working environment and conditions, salary, peer relationship, relationship with subordinates, status and job security).
Suggestions derived from Hertzberg state that to increase job satisfaction, focus on motivation factors or intrinsic factor (Robbins & Coulter, 2005). According to the figure, there are two critical factors namely intrinsic and extrinsic factors of job satisfaction/dissatisfaction which directly affect its results. In addition to these two factors, there are four other external factors that also influence job satisfaction/dissatisfaction, namely values, personal disposition, social influence.
With a positive correlation of the four factors, this leads to job satisfaction with organizational commitment, citizenship and employee well-being. The model looks at two input factors for job characteristics and critical psychological states in the job. Within the job characteristics with the availability of skill variation, task identity and meaning with autonomy and feedback indicate a positive psychological state with meaning for the work, responsibility towards results and knowledge about the actual outcome of the work, which translates into positive personal and work outcomes that lead to satisfaction. .
RESEARCH METHODOLOGY
Interviewee Selection Criteria
The decision to conduct four interviews with HRAS employees who had been with HRAS for more than five years was chosen due to the multiple changes of the head of the HRAS department. In addition, of the four interviewees, two are managers at HRAS, and the other two are human resources. The selection of four employees was made as they all work in different departments of the HRAS department.
The choice to interview the two managers has been the first approach and then followed by two HR officers. Should be at officer level and above position having better knowledge of business processes. Must work in one of the divisions of HRAS, but with different work tasks.
Interview Questions
Each person has different responsibilities and this will be a better mix and richer perspective that will allow examination of similarity and polarity in ideas that can be drawn for comparison and contrast. The intention of keeping the question open is to enable the interviewees to explore all possibilities and areas. In addition, the same questions will be asked to all four employees participating in the interview, so that each respondent can share his/her opinions frankly and honestly and can make similarities and contrasts of statements clearly.
What are some of the good things about the organization that motivate you to work. The version of the dates, time and manner of interview conducted with the interviewees is mentioned below. As the basic principles of research and its ethical considerations and for the purposes of confidentiality, disclosure of the names of the interviewees will be withheld.
The Sun took place via Skype on February 2, 2019 from 13:00 to 15:00, with the interviewee responding from the place of residence. Moon's interview was conducted on February 3, 2019, from 10:00 AM to 12:30 PM via We Chat voice call answered from home. Star's interview, which was conducted on February 8, 2019, on a call via Facebook messenger, which responded from the residence, and the same method of communication was used for Ms.
Earth, but the interview was conducted on February 9, 2019 from 17:00 to 19:30 in the evening with a response from the residence.
Description of Interviewees
FINDINGS & ANALYSIS
- The Repetitive Nature of Work
- The Work Environment in HRAS
- Lack of Autonomy
- The Motivation Factor that makes them Cling On
- The Isolation of the Divisions
- Lack of Appreciation for their Work & Department
- Conclusion
- Recommendations
- Start a Job Rotation
- Establish Bimonthly HR Catch-Up Meetings
- Informal Mentoring & In-house Trainings
- Single Common Department Yearly Targets
She added that HRAS is one of the busiest and most visited offices by both internal and external clients, and most of the time it is difficult to even see the person behind the cubicle. Star, who is one of the HR officers, cited an example stating that the managers are always on the way to extend their personal management chambers. When examining the statements of the four interviewees, one reason that appeared directly or indirectly at different times was the lack of independence at work.
Star & Earth on the other hand talking about their autonomy says that their immediate managers trust them and offer them little room to make decisions on behalf of the division. Al., (Dedahanov, Rhee, & Gapurjanova, 2018) the results of their findings also showed that self-confidence for an individual's work is increased by its work autonomy. Another motivation that drives them to work is the happiness they get when the company's internal customers (employees) and external customers show appreciation and are satisfied with the services they provide.
When faced with the question of defining the work environment of the division, all four respondents said that they only match when there is a need and they mostly stick to their work boundaries. If there was some crossover of work, space for learning and teaching the basic requirements of data extractions and findings of data and basic requirements could be fulfilled by all. Star feels that none of the Managers initiates the cross-section trainees and there is also no pressure from the relevant authority.
Moon pointed out in their statements that in most management meetings and important meetings, the HR department is always treated like a punching bag and blamed for things they are not responsible for and some that HRAS has no control over. Overall, it shows that the importance of the job should be there for the employees to relate to the job. The purpose of this study is to understand why HRAS employees are dissatisfied with their work, while the rest of the departments in BPC are controversial.
The need to find out the reasons is critical because there are variations in the results of job satisfaction under one umbrella of the company. The results of the factors leading to HRAS employee dissatisfaction summarized into six strong statements which are listed below:. one). The findings from this study also suggest that employees are no longer encouraged and interested in working in the department due to job repetition.
As mentioned in previous studies, e.g. Game (Game, 2007), the repetitive nature of the job can result in workplace stress. In BPC, the annual bonus is paid based on the departmental target achievement, which is decided at the beginning of the year.
APPENDICES
APPENDIX A: INTERVIEW QUESTIONNAIRES
Respondents Details
