Building employee engagement and improving employee performance among academic workers are the goal of many educational researchers. A new study by the Center for Studies in Higher Education, University of Colorado at Denver, addresses this need by examining how various reward systems including monetary compensation, raises, promotions and perks affects academic work output. The study found that the effects of these systems are positive and can help academic workers stay committed to their jobs. The system does not seem to have a significant effect on student achievement or on student retention, but those results will be examined in future studies. The study is published in the Journal of Economic Psychology.
Most academic employers, such as colleges and universities, have an organizational commitment to maintaining their work environment to a high standard of academic performance and job satisfaction. Many of these employers require their employees to sign up for incentive plans such as long-term bonuses, but they also use different types of rewards to promote increased job satisfaction. These incentive plans from private employers seem to be more successful at increasing job satisfaction than do reward systems such as bonuses, raises and profit sharing.
In the current economic environment, people are looking for ways to increase their job satisfaction. In the current economic climate, individuals are taking a hard look at their personal finances. Many are trying to reduce debts and increase their income. Increasing income may be one way to increase job satisfaction, but a decrease in debt may also have similar positive benefits to students. It is hard to say which would be the best way to make an educational institution more appealing to undergraduates. However, if an educational institution demonstrates its commitment to teaching, researching, supporting and cultivating an open economy, it would likely have greater benefits to students.
How to build job satisfaction is easier when the educational environment is considered in light of an organization's organizational commitment to its workers. The organizational commitment refers to the culture within an educational institution that relates success to having good wages and a good work atmosphere. An academic institution that places a high importance on an academic's salary will likely have less motivation to develop a culture that promotes job satisfaction. An academic institution that places little emphasis on an employee's intellectual ability may also be lacking a sense of motivation to develop a work environment that promotes intellectual growth.
The extent to which an employee enjoys his or her work environment is important. A person's sense of satisfaction with a job typically peaks when the work environment is enjoyable. This may not be possible for all work environments since some jobs can be very monotonous. However, the majority of work environments should provide an employee with a wide variety of stimulating activities and opportunities to create a good work environment. When an employee is happy at his or her work environment, he or she is much more likely to get more done during each working day, which increases job satisfaction.
Learning how to build job satisfaction is a combination of recognizing the needs of employees and providing them with opportunities to be able to be their best at work. A company can do a lot to help employees feel satisfied at work. If a business takes the time to listen to what employees are asking for and addressing their needs, it can help to increase job satisfaction and promote employee engagement.