Unit 5job Satisfaction

Unit 5
Job Satisfaction
A. Which of these factors would motivate you to work harder? Choose your top five and
rank them in order of priority. Explain your priorities.
bonus more responsibility working for a successful company
bigger salary threat of redundancy better working environment
commission hard-working boss promotion opportunities
praise supportive colleagues more time off
important job title perks more flexible working hours
B. Discuss these questions.

How true do you think these statements are?
Only successful people can have a good work-life balance.

Job satisfaction is about personality , not external factors.
Job satisfaction increases with age.
Improvements in technology lead to greater job satisfaction.
Job sharing and job rotation are not good for motivation.
C. Complete this extract with passive forms of the verbs in brackets.

Over time, job satisfaction ...................... 1 (define) in a number of ways. Edwin Locke
said that job satisfaction ....................... 2 (determine) by the difference between what one
wants in a job and what one has in a job. Herzberg states that satisfaction and
dissatisfaction ..........................3 (drive) by different things - motivation and 'hygiene'
factors (such as pay), respectively . Motivation ...................... 4 (can /see) as an inner
force that drives people to perform. One of the most famous ways of measuring job
satisfaction is the Minnesota Job Satisfaction Questionnaire, which ........................ 5
(create) in 1963. Some researchers say that people who .......................6 (satisfy) with life
tend to ........................... 7 (satisfy) with their job.
D. Match the news extract a) – h) to the tenses 1 – 8
1.Present simple 4. Past perfect 7. Modal verb with passives
2.Past simple. 5. Present continuous 8. Passive infinitives
3.Present perfect 6. Future simple
a). The report says supervisors should be trained to manage telecommuters and should
define the hours and tasks expected of them.
b). Those least happy with their work/life balance were the ones who felt they had been
forced to choose between work and home.
c). Campaigners for paternity leave say it is particulary needed in the UK where men work
the longest hours in the EU.
d). Half-term is being seen as an increasingly attractive break by working parents in their
late 30s and early 40s.
e). A survey of workers in 13 industrialised countries found the desire for a decent work/life
balance was rated more highly than a good salary.
f). It used to be argued that women had not achieved pay equality because descrimination
kept them in more junior jobs.
g). Efforts to encourage more women to return to work after having children will be
hampered if employers force staff to stick to rigid hours and limit their time off.
h). Some smaller businesses have been founded on the principle that work/life balance
makes for commercial success.
CASE STUDY 5 Office attraction

Background
Karl Jansen, Managing Director at London based Crawford PLC, has always believed that
employees perform better in a relaxed working atmosphere. The staff rule book is slim and he’d
like to keep it that way. However, recent events have made him wonder whether the company
cukture has become a little too casual. It could be because staff are working later at night and at
weekends, or because fierce competition is causing more stress. Whatever the reason, close
relationships between colleagues are definitely becoming more common.
Memo URGENT AND CONFIDENTIAL

From Karl Jansen, Managing Director
To Jenny Cunningham, Human Resources Director
Date 30 June
Policy on office relationships

I’m extremely concerned about the growing number of close relationships between members of
staff. This is having a very bad effect on both performance and morale.
As you know, there have been three cases recently where employees have developed personal
relationships which seriously affected both their own performance and their colleagues’.
Furthermore, I’ve heard this morning that one of the individuals concerned is threatening the
company with legal action.
As a result, I’d like the Human Resources Department to review in detail each of the three cases
and advise how to proceed. These are:
The appointment of Tania Jordan

The re-assigenment of John Goodman
Complaints against Derek Hartman
The details
Appointment of Tania Jordan
A few mounth ago, Karl and two other directors, Marcus Ball and Julia Kovacs,
appointed a new manager. There were three excellent candidates. Finally Tania Jordan
was selected – mainly because Marcus had argued strongly in her favour. Karl discovered
later that she and Marcus started living together. When Karl told him he should have
withdrawn from the selection process, Marcus said angrily, ‘Listen, I didn’t knoe her so
well at the time. In anycase, it’s my private life. I supported Tania because she was the
best person for the job’. Karl discussed the matter with Jenny. They decided to take no
further action.
Re-assignment of John Goodman
A few weeks later, a problem arose in the Finance Department. The Financial Director
and her ambitions deputy, John Goodman, had formed a very close relationship.
Unfortunately, the relationship went sour and they had bitter rows in public. Because of
these problems, serious mistakes were made in the annual report and the morale of the
whole department was affected.
Karl and the other directors decided to move John to another department. However,
John’s new position is less challenging with little opportunity for promotion. He believes
he’s been very badly treated by the management and is threatening to take his case to an
industrial tribunal.
Complaints against Derek Hartman

A week ago, a part-time employee in the General Office, Claudia Northcott, e-mailed
Karl asking for a private meeting with him. When they met, he found out that she was
representing all the part-time staff in the department. According to her, the Office
Manager, Derek Hartman, is showing favouritism towards one of his staff, Petra Palmer,
and this is upsetting everyone in the office. Karl asked for more details.
Specific questions
Later on in his memo, Karl asked Jenny and her team to consider the following questions.
Did we make the right decision concerning Marcus Ball and john Goodman? What
further action, if any, should we take in each case?
If the accusation against Derek Hartman is true, what action should we take?
Should the company have a written policy on close relationship at work? If so, what
should be the main guidelines for staff? What sanctions should there be for staff who
don’t follow the guidelines?
How can we avoid someone gaining an unfair advantage from having a close relationship
with another member of staff? Are there any specific examples of bad practice that could
be written into the policy document?
Task
You are members of the Human Resources Department at Crawford PLC. Discuss the questions
in Karl’s memo and agree what action to take. One of you should take the role of Jenny and chair
the meeting.
Writing
As a member of the Human Resources Department, write a set of guidelines which could be used
as a discussion document at the next board meeting. (Writing file page 142)
Case Study
Office attraction
A managing director is worried about close relationships between employees and their effect on
the company. Ss role play members of the Human Resources Departement and suggest what
action the company should take.
Stage 1
Working atmhosphere
preferred by
Karl Jansen, MD
Staff rule book
Company culture
Working hours
Competition with other

companies and its effect
Close relationships
between members of
staff
Get the Ss to read the memo and meanwhile write the points on the left of the table below
on the board. When the Ss have finished reading, elicit information about the points on
the left, and write them up
Subject
Main point
Result of three recent

relationships
Names of those involved

and nature of problem
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Unit 5

B. Discuss these questions.

Only successful people can have a good work-life balance.

C. Complete this extract with passive forms of the verbs in brackets.

CASE STUDY 5 Office attraction

Memo URGENT AND CONFIDENTIAL

To Jenny Cunningham, Human Resources Director

Policy on office relationships

The appointment of Tania Jordan

Complaints against Derek Hartman

Staff rule book

Competition with other

Result of three recent

Names of those involved

Lembar Evaluasi Tugas Praktik Unit 5

Reading (Case Study)

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