Job satisfaction: a case study of Steelline Manufacturing Company.

Abstract

The quest for job satisfaction within the workplace has created much interest among the largest of corporations; however, the concept of job satisfaction eludes most. Organisations cannot expect job satisfaction to be experienced by workers naturally, but if they strategically implement interventions, the environment created could result in positive satisfaction levels. Human nature drives individuals to desire more, and it is critically important for companies to manage this desire in order to increase or sustain their profitability. Whilst it can be said at the outset that money is the primary motivator for employee satisfaction, it is not the only motivator that influences the drive of an individual. This study aimed to establish what can be done to improve job satisfaction in a SMME manufacturing company. Steelline manufacturing company is a SMME manufacturer and is located in Phoenix Industrial Park, Durban. For the purposes of this study judgement sampling was used. The participants in the case study were chosen from Steelline manufacturing company in KwaZulu-Natal. Seventy-one subjects completed an online questionnaire which represented a response rate of 94%. The data collected was analysed using case study analysis. This study found that, apart from monetary gain, career development and communication also influence job satisfaction within Steelline. In keeping with the literature, money was found to be the strongest extrinsic motivator whilst a sense of accomplishment was found to be a strong intrinsic motivating factor. The findings of this study have important implications for the way in which Steelline manage employees in terms of satisfaction. It may not always be financially feasible for Steelline to employ, retain or promote staff who are primarily driven by financial rewards. Accordingly, Steelline can strategically manage this challenge by basing their employment on intrinsic factors of job satisfaction. A recommendation that would come out of this study is that Steelline should implement a monthly monetary-based stretch production target. Furthermore, Steelline should recognise employees in their succession planning within the workplace which would positively influence employees intrinsically. This would be mutually beneficial to both the company and employees as it would encourage employee motivation and would ensure retention of skill and experience.