Attitude and Job Satisfaction : A new model in context of Bangladesh Software Industry

Attitude and Job Satisfaction : A new model in context of Bangladesh

Software Industry

Muktadiur RahmanNorth South University

ABSTRACT

The relationship between job satisfaction and employee performance evaluation is

complex. Employees leave their bosses not jobs as they feel they are not evaluated

effectively so their attitude towards company become negative and their job satisfaction go

down and they perform bad. Point Based Performance Evaluation is based on Goal and

Competency which helps the manager to manage and evaluate their team very easily, more

effectively. As it gives the employee the clear and real time update to their performance on

based on their Goal and Competency so they feel that they are evaluated properly and its

improve their productivity and job satisfaction

INTRODUCTION

There are many studies which explored the existing trend on job satisfaction and work

motivation around the globe but there was scarcity of this work in the local software

industry. The relationship between effective performance evaluation and job satisfaction is

one the critical success factors in any organization. Researchers have analyzed that there

are many factors that can effect the job satisfaction of the employees; performance

evaluation is one of the factors. This study will cover the effect of point based evaluation

based on goal and competency on the job satisfaction.

The study is surrounded to software organizations in Dhaka.

REVIEW OF LITERATURE

Job satisfaction or Employee Satisfaction is one of the most widely used variables in

organizational behavior. It is an employee's attitudinal response to his or her organization.

As an attitude, job satisfaction is summarized in the evaluative component and composed

of cognitive, affective, behavioral components. As with all attitudes, the relationship

between satisfaction and behavior, most specifically job performance and membership, is

complex. The following sections summarize the cognitive and affective components of job

satisfaction; their relationship to organizational inducements systems and their impact on

performance and membership.

An individual's overall response to the employing organization is summarized in the

evaluative component. It represents dislike vs. like for the organization. When asked for a

single response to the question, How satisfied are you with your job, individuals response

with their overall evaluation.

An individual's perceptions, opinion, beliefs and expectations regarding the organization

are the focus of his or her cognitions. Employees hold cognitions about each of the four

major inducement systems. Cognitions in which the individual perceives that his or her

expectations have been met generally lead to positive evaluations. Additionally, positive

evaluations are more likely when cognitions (expectations) support a positive and secure

future with the organization

This component represents the feeling evoked by the organization. Does thinking about

and association with the organization evoke pleasurable or uncomfortable feelings; feelings

of anger or joy; feelings of security or stress; feelings of affirmation or invalidation? In

general, positive affect results from information, feedback, and situations that affirms or

reinforces the individual's self worth and self concept, while negative affect is evoked by

invalidating situations (See Affective Motivation). Self worth is validated when individuals

feel accepted as values members of the organization and their competencies and core

values are affirmed. When individuals are in a positive affect state while working, they tend

to evaluate the organization positively.

The strongest tie between job satisfaction and behavior is found in the employee

membership decision. In the evaluation is negative, employees tend to look elsewhere for

employment when alternatives are available. When expectations of future security

advancement or low (cognitive evaluation), the organization does not compare favorably to

alternative employment sources. When individuals experience strong negative affect and

are consistently in a negative affect the state, they avoid coming to work (absenteeism) and

look for ways to relieve themselves of this negative affective state by looking for other

means of employment (negative reinforcement). Therefore, we find a relatively strong

relationship between satisfaction and long-term membership and dissatisfaction and

turnover and absenteeism

As long as individuals remain satisfied in which to continue employment, they tend to do

what is necessary to stay employed, that is, meet at least the minimum role expectations.

Additionally, they engage in behaviors that maintain satisfying relationships with

supervisors, subordinates, and co-workers. As individuals become dissatisfied with their

work, they tend to look for ways to reduce minimum requirements. In some cases, extreme

dissatisfaction (especially dissatisfaction that has a strong affective component) can lead to

behaviors destructive to the organization. Highly dissatisfied employees can sabotage

programs and services in an attempt to "get back" at the organization for its managers

Employees’ perceptions of their immediate managers matter just as much. People

recognize that a multitude of organizational factors, some outside their supervisor’s

control, influence their motivation, but they are discriminating when it comes to evaluating

that supervisor’s ability to keep them motivated. They recognized that a manager has some

control over how company processes and policies are implemented. Employees don’t

expect their supervisors to be able to substantially affect the company’s overall evaluation

and reward systems, culture, job design, or management systems. Yet managers do have

some discretion within their spheres of influence; some hide behind ineffective systems,

whereas others make the most of an imperfect model. Managers can, for example, link

rewards and performance in areas such as praise, recognition. They can also allocate a

bonus pool in ways that distinguish between top and bottom performers. Many supervisors

are regarded well by their employees precisely because they foster a highly motivating local

environment, even if the organization as a whole falls short. On the other hand, some

managers create a toxic local climate within a highly motivated organization by evaluate

their employee effectively.

RESEARCH METHODOLOGY

Data was collected from employees spread across 4 different organisations located in

Dhaka of which all were Software development units. Around 30 employees working in

these organizations were requested to participate in the survey and included programmers,

team leaders, managers, project leaders etc. Only 2 survey questionnaires were

asked in person. 1. Are you satisfied with your current job? 2. What is the main reason for

being satisfied/unsatisfied? . More than 50% said they are not happy with the way they

evaluated by their manager. The evaluation process is not clear and they don’t know how

they are evaluated.

POINT BASED PERFORMANCE EVALUATION FRAMEWORK

In software company in Dhaka employees performance are evaluated at the end of each

year and most of the manager don’t clear the goal to their team members and

communicate their performance time to time. At the end of the year when the team

member got the evaluation they become very unsatisfied. Most of the time the managers

forget the employee performance through out the year, sometimes they evaluate a team

member based on last two or three month. For example, One employee did very good first

eight months but perform average in last four months but the team lead/managers only

evaluate his performance based on last few months.

Point based performance evaluation is based on Goals and Competency. It not only

evaluate what the team members achieved in a year but also evaluate how well they’ve

achieved it. So it gives the clear picture to the managers and team members. Point based

evaluation based on followings :

Goals :

• Strategic

• Financial

• Operational Excellent

• People Management & Leadership

Competencies:

• Innovation

• Leadership

• Execution

• Collaboration

• Organizational Influence

• Develops telent

Based on above goals and competencies the employee set their goals and competencies and

they are evaluated based on that. If they do good job on something then the line manager/

team lead will provide them positive point from 1-5(1=Nice, 2=Bravo, 3=Good,

4=Excellent, 5=Outstanding)and if they do anything bad then they will provide negative

point(1=Not good, 2=Poor, 3=Very Poor, 4=Worst, 5=Speechless). At the end of each

month the line manager and employee with sit together and they will review performance

based on Goal and Competency. As the employee knows where he/she is doing good and

what are places he/she need to improve so he/she got the clear picture and try to improve

that. At the end of the year they will not surprise on their performance evaluation. It will

also help the manager to work with only those competency his team members have

performing poorly.

Point based performance evaluation model helps manager to understand the strength and

weakness of a employee so they could design and assign job accordingly. For an example a

employee doing very good in Leadership then he could think that employee the next Team

Lead/Manager.

IMPLEMENTATION & SNAPSHOTS

I’ve developed a android app based on Point based performance evaluation framework.

Development Stack : Android, PhoneGap, Hi-Chart, HTML5, Bootstrap, CSS3

The app is downloadable from following link :

Url : https://play.google.com/store/apps/details?id=com.ims.PBPE&hl=en

PIN : 5657

*All the data showing on the snapshot are test purpose only

RESULTS

Point based performance is implemented on a team of one local software company and

become very effective. Though the employee turnover in software company in Bangladesh

is very high but after implementation of Point Based Performance Evaluation, none of the

team members of that team leave the job and they become a very successful team.

CONCLUTION

Since a major challenge faced by all software organization is job satisfaction among its

employees mostly for poor performance evaluation, so it would be beneficial for

organizations and managers to evaluate their employees effectively. In this study i’ve also

pointed out that if line manager/team lead evaluate the performance of their team

members effectively then it improve the job satisfaction and minimize the employee

turnover . But the effective performance evaluation is a very complex task for manager so

they need a framework which helps them to make that task easy and the Point Based

Performance Evaluation is a framework to help them.

REFERENCES

Nitin Nohria, Harvard Business Review(2008). Employee Motivation: A Powerful New

Model

Frederick Herzberg, Harvard Business Review(2003). One More Time: How Do You

Motivate Employees?

Lise M. Saari and Timothy (2004). Employee attitudes and job satisfaction

Stephen p. Robbins, Timothy A. judge (15th edition, 2015), Organizational Behaviour.

http://www.uri.edu/research/lrc/scholl/webnotes/Satisfaction.htm

http://sloanreview.mit.edu/article/measuring-the-benefits-of-employee-engagement/

https://www.utm.edu/staff/mikem/documents/jobsatisfaction.pdf

http://blogs.wsj.com/atwork/2015/04/02/what-do-workers-want-from-the-boss/?

mod=e2tw