Employee satisfaction is a major factor in an organisation, as it influences their performance and commitment to their job (De Sivatte I. et al., 2015). If workers are not happy in their position, they are not productive, do not put much effort and care while undertaking their tasks, they are also more likely to suffer from stress and finally may decide to search for a different opportunity somewhere else. This will cause a high rate of turnover, which is very costly for the organisation under various aspects, such as money, time and other resources necessary during the hiring, selecting and training processes.The factors that increase the satisfaction can be summarised under two broad umbrellas: individual behaviour and organisational relations (Wnuk, M., 2016).
The first includes all the variables that ensure a person-organisation fit, such as professionality, preparation, qualification, flexibility, interest, opportunities. In the second categories we find elements, such as organisational support, meaning the feeling of friendliness in the work environment and the co-workers relationships and supervisor support, intended as the positive attitudes of the supervisor, managers and employer towards the workers, but also the ways that HR practices are implemented by them (Dysvik, A, Kuvaas, B., 2012).
Researches show that the more effective these elements are perceived by the employee, the higher their commitment to the organisation. As stated at the beginning of the present paragraph, a remarkable commitment is directly and positively correlated to the employees work attitude and performance.There are multiple reasons why the employees’ satisfaction is relevant to the organisational performance. Focusing on the business point of view, each company faces a vast competition, especially nowadays in a globalised world. To deal with such a relevant market, it is important for the organisation to find, hire and retain the best professionals. For said reason, it is fundamental the existence and practice of efficient HR initiatives and bundles that will attract the candidates. Employee development and Organisational performanceEmployees’ commitment to the organisation they work for is also linked to their development, in a two-sided relationship.
Firstly candidates are more prone to apply for a job that will ensure them a good skills and knowledge development, and consequently a career growth. After the employment, the attitude of the workers will not change if their expectations are met by the organisation. They will keep learning through vertical training, so actual programs and practices to help efficient and creative thinking, but also through horizontal training, which is a day-to-day learning (Saks, A. M., Burke-Smalley, L. A., 2014). Their satisfaction will help them bond to the organisation and be more enthusiastic.
On the other side, their commitment will cause them to be keener to learn, develop new skills and improve their performance and give back to the same organisation (Madan, S, 2017). For said reason, it is necessary for the organisation to implement good training practices, monitor the progress and evaluate the results, with potential improvements (Florea, N. V.
, Duica, A., Duica, M. C.). Considering the organisational point of view, it is evident that the employees’ training and professionality are useful to the business strategy and long term performance. Satisfied and well qualified staff will work harder to achieve their individual goals and to add their contribution to the general objectives.
Consequently, the organisation’s performance will advance and excel.