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  • Employee Job Satisfaction and EngagementOptimizing Organizational Culture for Success

    A R e s e a r c h R e p o r t b y t h e S o c i e t y f o r H u m a n R e s o u r c e M a n a g e m e n t ( S H R M )

  • Founded in 1948, the Society for

    Human Resource Management (SHRM)

    is the worlds largest HR membership

    organization devoted to human resource

    management. Representing more than

    275,000 members in over 160 countries, the

    Society is the leading provider of resources

    to serve the needs of HR professionals

    and advance the professional practice

    of human resource management. SHRM

    has more than 575 affiliated chapters

    within the United States and subsidiary

    offices in China, India and United Arab

    Emirates. Visit SHRM Online at shrm.org.

    Media Contact Kate Kennedy

    Email kate.kennedy@shrm.orgPhone + 1.703.535.6260

    Vanessa GrayEmail vanessa.gray@shrm.org

    Phone +1.703.535.6072

    USASHRM Headquarters

    Alexandria, VA 22314Phone +1.800.283.7476

    Email SHRM@shrm.org

    ChinaGateway Plaza

    Chaoyang DistrictBeijing, 100027

    Phone +86.10.59231033Email SHRMChina@shrm.org

    IndiaGurgaon, Sector 26Haryana 122002Phone +91.12.44200243Email SHRMIndia@shrm.org

    United Arab Emirates Dubai Knowledge VillageDubai, UAEPhone +971.050.104.6330Email SHRM.MEA@shrm.org

    OnlineSHRM Online shrm.orgSHRM Research shrm.org/researchSHRM Survey Findings shrm.org/surveysSHRM Research on Twitter @SHRM_ResearchSHRM Research on LinkedIn LinkedIn.comSHRM Research on SHRM Connect http://community.shrm.org/home

    To order printed copies of this report, visit shrmstore.shrm.org or call 1-800-444-5006.

    15-0133

    Employee Job Satisfaction and EngagementOptimizing Organizational Culture for Success

    A R e s e a r c h R e p o r t b y t h e S o c i e t y f o r H u m a n R e s o u r c e M a n a g e m e n t ( S H R M )

  • Employee Job Satisfaction and Engagement | 1

    Contents

    Contents

    About This Research Report 4Executive Summary 6Survey Results: Employee Job Satisfaction 12

    Career Development 13Opportunities to Use Skills/Abilities 13Career Advancement Opportunities 14Organizations Commitment to Professional Development 14Job-Specific Training 14Career Development Opportunities 15Networking Opportunities 15Company-Paid General Training 15

    Employee Relationships With Management 16Respectful Treatment of All Employees at All Levels 16Trust Between Employees and Senior Management 17Relationship with Immediate Supervisor 17Immediate Supervisors Respect for My Ideas 17Communication between Employees and Senior Management 17Managements Recognition of Employee Job Performance 17Managements Communication of Organizations Goals and Strategies 18Autonomy and Independence 18

    Compensation and Benefits 19Compensation/Pay 19Benefits 20

    Work Environment 23Job Security 23Organizations Financial Stability 23Feeling Safe in the Work Environment 24The Work Itself 25Overall Corporate Culture 25Meaningfulness of the Job 25Relationship with Co-Workers 25Teamwork Within Department/Business Unit 25Communication Between Departments/Business Units 25Teamwork Between Departments/Business Units 26Contribution of Work to Organizations Business Goals 26Variety of Work26Organizations Commitment to Corporate Social Responsibility 26Organizations Commitment to a Diverse and Inclusive Workforce 26Organizations Commitment to a Green Workplace 27

  • 2 | Employee Job Satisfaction and Engagement

    Survey Results: Employee Engagement 28Conditions for Engagement29Engagement Opinions 29Engagement Behaviors 30

    Conclusions 32Respondent Demographics 34Methodology 36Appendix: Tables 8 - 24 38Endnotes 56Additional SHRM Resources 58Project Team60

    Contents

  • Contents

  • About This Rese arch Report

    About This Research Report

  • Employee Job Satisfaction and Engagement | 5

    About This Rese arch Report

    The following report represents the findings from the SHRM Employee Job Satisfaction and Engagement Survey of 600 U.S. employees, conducted in November 2014. The purpose of the annual employee survey is to identify factors that influence overall employee satisfaction and engagement in the workplace. This information will provide insight on employee preferences and highlight key areas for organizations to consider as they develop and enhance initiatives for organizational improvement.

    The survey assessed 43 aspects of employee job satisfac-tion and 37 aspects of employee engagement. Each year the aspects are examined and modified, if necessary. The aspects are categorized into the following eight areas:

    The overall findings are explained in text and through supporting visual references. Analysis by demographic variables can be found in the Appendix. The research objectives of this report are to provide the following information:

    An analysis of the importance of various contributors to employee job satisfaction, including statistically significant differences.

    An analysis of the relationship between employee satisfaction levels of job satisfaction contributors.

    A ranking of the top five contributors to overall employee job satisfaction by demographic variables, including employee gender, age and job level.

    An analysis of employee engagement through an engagement index computation.

    A ranking of the top five aspects of employee engagement by demographic variables, including employee gender, age and job level.

    Additional analyses by demographics, including employee gender, age and job level.

    1 Career development.2 Employee relationships with management.3 Compensation.4 Benefits.5 Work environment.6 Conditions for engagement.7 Engagement opinions.8 Engagement behaviors.

  • E xecutive Summary

    Executive Summary

    In 2014, 86% of U.S. employees reported overall satisfaction with their current job, an improvement of five percentage points since 2013.

  • Employee Job Satisfaction and Engagement | 7

    E xecutive Summary

    This year marks the greatest increase in the number of employees satisfied with their current job since SHRM began administering the Employee Job Satisfaction Survey in 2002. Although the degree of the increase may be a bit unexpected, the direction of employee job satisfaction is less surprising. As the economy becomes progressively stable, it may be easier for organizations to acquire additional resources. This allows for more flexibility in

    areas such as hiring and organizational development. By the same token, workers are gaining confidence in the labor market and seeking new employment opportunities that are more compatible with their needs and wants.

    In 2014, 86% of U.S. employees reported overall satisfac-tion with their current job, an improvement of five percentage points since 2013; of this group, 39% reported being very satisfied and 47% somewhat satisfied. This percentage matches the highest level of satisfaction over the last 10 years, which was in 2009. Between 2009 and 2013, levels of job satisfaction had gradually declined.

    Top Five Contributors to Employee Job Satisfaction in 2014

    Respectful treatment of all employees at all levels was rated as very important by 72% of employees in 2014, making it the top contributor to overall employee job satisfaction. At 64%, trust between employees and senior management was the second most important contributor to job satisfaction. This year marks the first year these aspects have been included in this report. With the addition of these two new aspects come changes in the leading five job satisfac-tion contributors. Because both of these components encourage stronger rapport between employees and upper management, it is not surprising that these factors were rated highly as organizations transitioned out of a period of uncertainty.

    Figure 1: Employee Job Satisfaction 2004-2014

    2004 (n = 604)

    2005 (n = 600)

    2006 (n = 604)

    2007 (n = 604)

    2008 (n = 601)

    2009 (n = 602)

    2010 (n = 605)

    2011 (n = 596)

    2012 (n = 600)

    2013 (n = 600)

    2014 (n = 600)

    Note: Figure represents respondents who indicated they were somewhat satisfied or very satisfied with their current job. Percentages are based on a scale where 1 = very dissatisfied and 5 = very satisfied. Neutral/Neither satisfied nor dissatisfied responses were excluded from this analysis. Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

    77% 77%

    80%79%

    82%

    86%84%

    83%81%81%

    86%

    Respectful treatment of all employees at all levels was rated as very important by 72% of employees in 2014, making it the top contributor to overall employee job satisfaction.

  • 8 | Employee Job Satisfaction and Engagement

    E xecutive Summary

    Figure 2: Job Satisfaction Aspects Rated as Very Important and Very Satisfied by Employees

    Importance Satisfaction

    72% Respectful treatment of all employees at all levels (1) 33%

    64% Trust between employees and senior management (2) 28%

    63% Benefits, overall (3) 27%

    61% Compensation/pay, overall (4) 24%

    59% Job security (5) 32%

    58% Relationship with immediate supervisor (6) 40%

    58% Opportunities to use your skills and abilities in your work (6) 34%

    56% Immediate supervisors respect for my ideas (7) 37%

    55% Organizations financial stability (8) 33%

    55% Managements recognition of employee job performance (8) 24%

    55% Communication between employees and senior management (8) 23%

    53% Feeling safe in your work environment (9) 48%

    52% Managements communi