Make TechnoChip the Employer of Choice

Content

1 Introduction

2 Job Satisfaction, turnover rates and commitment to the organization

2.1 Results of the study

2.2 Motivation and Job Satisfaction

2.3 Commitment to the organization

2.4 Employee turnover

3 Increasing Strategies and recommendations

4 Group processes and teamwork in my work group

5 References

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1 Introduction TechnoChip is a nationwide computerfacturing and sales comapany which have to improve several parts within the organisation. Especially the sales division is in focus of a wide change management process. The company has to deal with an increasing competitiv pressure and decreasing job and customer satisfaction.

According to our group decision I would like to figure out the problem of job satisfaction wihtin the company. I also focus on the reduction of turnover especially from the telephone sales reps. My part includes changes mainly based on the Sales Survey Results and deal with both, telephone and on-site reps. I would like to examine the last strategic objective, to make TechnoChip the employer of choice. Therefore I will merge the main results of Sales Survey which are important for my consideration in the second part of this paper. In addition to this I will figure out some interessting theoretical aspects which deal with job satisfaction and motivation in general, prevention of job turnover and commitment to the organization. At the end of this chapter I will explain some strategies to increase the satisfaction of employees and the performance of the division.

In the summary at the end of this paper I will outline the major results.

2 Job Satisfaction, turnover rates and commitment to the organization This chapter deals with the major results of an internal survey to figure out the main problems. After this I will show some theories which are linked to these problems and give some solution possibilities. Finally I give some spezialised recommendations to reduce the nuisances of this organization.

2.1 Results of the study

I focus on seven points of the survey to identify the major problems: The results in autonomy and participation in decision making are ok and can stay like they are (also there`s always space to increase) The main problems of this organization results from the other points. Nearly 60% of both types of reps were dissatisfied with the promotional opportunities within the organization. The major drawback of this cirumstance is that there are only a few opportunities for vertical promotions. Strongly related to this are the insufficient career guidance and development options. Nearly 70% critized this. Also related to each other are the critics of the coaching system (65% dissatisfied), the insufficient role clarity (75% especially team leaders), and the

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deficient opportunities for an accurate coaching process by team leaders mainly based on other time consuming duties (100%). Also there`s a too high level of employees, which experienced job-induced tension (45%). Last but not least there`s a high rate of sales reps, which felt insecure about their job (35%).

These are the seven main problems, I will try to deal with by increasing the job satisfaction, achieve a organizational commitment and decrease the turnover rate.

2.2 Motivation and Job Satisfaction

If you take a shorter look to the definition of motivation how I/O Psychology use it (see Riggio 2003 p. 184) it is necessary for a company to deal with this topic. All of the different theories can be used to increase the motivation, but the most important theories for this paper are: the reinforcement theory, goal-setting theory, expectancy and equity theory, and the job characteristics model, (see Riggio 2003 p. 189-206). All of these theories emphasize several parts of a job, required styles of leadership to produce a higher level of motivation or different individual behavior of motivation. Some aspects of these models could be transfered to the TechnoChip Case Study and lead to recommendations. Motivation is a central issue of work behavior but the assumption that a motivated worker is also a productive worker is wrong. Thehe can be a lot of other issues which influence the worker. So we need to look for other aspects which can solve our problems at TechnoChip.

The main aspect, according to the strategic objectives of TechnoChip, is job satifaction that means the positive and negative feelings and attitudes about a job (see Riggio 2003 p. 214). According to the Discrepancy Theory satisfaction is a result of the comparison of the actual and the expected situation (see lecture from 10/19/06). There are some links between employee satisfaction, motivation and perfomance. If you take a shorter look on the Job Characteristics Modell which emphasizes five core characteristics which determine satisfaction and also motivation. The Porter-Lawler model (see Riggio 2003 p. 223) is a theory, where the relationship between job satisfaction and performance is mediated by work-related rewards. This model mainly use the Equity Theory which mention that motivation is a result of the perceived match between work inputs and appropriate outcomes. The relationship between job satisfaction and performance is not clear. There is a correlation which is moderate (r=.30) but the causality is not clear. In other words, we

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