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|Title:||Job satisfaction of human resource personnel||Authors:||Bee, Sock Hwee
Chng, Lay Peng
Ong, Su Kee
|Keywords:||DRNTU::Business::Management||Issue Date:||1994||Abstract:||Job satisfaction ( JS ) of individuals is one of the major concerns of most organisations as it has impact on the behaviours and attitudes of their employees, which in tum affect organisations' effectiveness. The purpose of the study is to survey the JS level of human resource ( HR ) personnel in a few sectors of the economy, namely the commercial, finance, manufacturing and transportation sectors. It aims to determine the factors that are associated with JS and to make recommendations as to how JS can be further enhanced. Data was gathered by distributing anonymous questionnaires by mail, to seventy HR personnel. Correlation and multiple regression were used in the analysis of the data. Based on the information collected, it was found that for HR assistants, majority of them ( approximately 63% ) were satisfied with their jobs. To further enhance their JS level, it was recommended that organisations should not overload them but seek temporary help to ease their workload. Besides, organisations should also provide opportunities for them to voice out their grievances, a clean working environment, increase their pay, give them tasks that can utilise their potential to a large extent and sensitivity training for their supervisors in order to better understand HR assistants. As for HR officers, approximately 70% of them indicated that they were indifferent towards their jobs. As most of them were dissatisfied with their orientation programmes and pay, it was recommended that organisations should further improve their orientation programmes and adjust their pay to reflect both internal and external equity. Lastly, according to the survey, it was found that approximately 60% of the HR managers were satisfied with their jobs. As they have high growth needs, it is recommended that organisations should provide opportunities for advancement and career development. In addition, organisations should also give them more challenging work which allow greater utilisation of their capabilities, and some of the administrative tasks could be assigned to the HR officers and assistants. Also, their supervisors should also adopt a more participative leadership style.||URI:||http://hdl.handle.net/10356/63007||Rights:||Nanyang Technological University||Fulltext Permission:||restricted||Fulltext Availability:||With Fulltext|
|Appears in Collections:||NBS Student Reports (FYP/IA/PA/PI)|
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