1.  Employee Satisfaction
1.1.Introduction:
 Job satisfactionoremployee satisfactionhas been defined in many
different ways. Some believe it is simply how content an individual is with
his or her job, in other words, whether or not they like the job or individual
aspects or facets of jobs, such as nature of work or supervision. Others
believe it is not so simplistic as this definition suggests and instead that
multidimensional psychological responses to one's job are involved.
 Researchers have also noted that job satisfaction measures vary in the extent
to which they measure feelings about the job (affective job satisfaction). or
cognitions about the job (cognitive job satisfaction). In an instance like this,
the employee will search for another position that offers the financial
security he or she needs with job characteristics that challenge them
appropriately; thus increasing the initial company’s turnover rate
(Koslowsky & Krausz, 2002).
 The Sources and Effect of Stress Stress is one of the leading causes of
employees’ discontentment with their job. Branham (2005) asserts that, “it
seems clear that one quarter to one half of all workers are feeling some level
of dysfunction due to stress, which is undoubtedly having a negative impact
on their productivity and the probability that they will stay with their
employers.” Stress can have many causes, including when companies
cannot, or will not, supply the tools necessary to produceor work efficiently
while on the job. This produces higher stress levels because these workers
are expected to perform at certain rates, yet they are unable to do so. This
results in lower productivity and higher turnover becausequotas cannot be
met by the employees on staff. Knowing that management is able to provide
the tools essential for the position is crucial to the employee trusting the
intentions of their employer.

2.  Another sourceof stress is the now common practice of employers which
attempts to cut costs byeliminating positions and disbursing the workload to
other employees. The issue that arises is that tasks will not be performed
effectively or efficiently because the employees become more concerned
with having an overbearing workload. Consequently, the efforts of these
employees fail to reach their own, or their employers’, standards. These
actions, and employee responses to them, result in employees who attempt to
finish incomplete work assignments during personal time, such as lunch
breaks, in an effort to keep their jobs .
 When a company expects their employees to perform outside normal
working hours, it detracts from those employees relaxation time. Personal
time is essential in maintaining relationships, personal wellbeing, and sanity.
The extra strain of needing to finish an unreasonable amount of work to keep
the job dramatically increases 30 31 employee anxiety. Employees that
struggle to finish their tasks become less likely to attempt advancement and
more likely to begin the search for a new job elsewhere. Thosewho do not
attempt to complete all of the assignments are eventually terminated. The
termination of some employees also causes stress to the remaining
employees. Those remaining begin to wonder whether they are going to be
the next people “onthe chopping block.” The excessive strain can have a
very detrimental effect. Employers that are untrustworthy are a burden to
their employees and may cause stress.

3. 1.2 .What organizations can do to improve job satisfaction.
 Focus on employeeengagement. Invest the time and resources in creating
an environment where employees thrive and love to work. Monitor
employee engagement and strengthen areas that foster it.
 Offer competitive compensation. Lookat all aspects of compensation
including health benefits and retirement contributions and make sure your
compensation and benefit package is competitive. Benchmark like jobs and
work to keep salary ranges in line with similar jobs.
 Expand job benefits. Explore benefits that employees appreciate and
value. Benefits that the survey found were important to employees were:
health and medical, paid time off, defined contribution plans, defined benefit
pension plans, work-life balance, and family friendly benefits.
 Strengthen employee relationships. Job satisfaction is also connected to
relationships that the employee has with coworkers as well as their
immediate supervisor. Fostertrust by proactively communicating and
treating all employees equally. Incorporateteam building to help develop
and strengthen coworker relationships.
 Provide opportunities for careeradvancement. Employees want to know
that there are opportunities within the organization to grow and advance
their careers. Develop employees through coaching and mentoring
programs, leadership skill development and successionplanning to help
ensure that employees are prepared when higher level job openings become
available.
 Train on job skills. Employees value the investment organizations make
into ongoing job skill training. This results in employees being more

4. engaged in their roles, improved internal processesand increased worker
productivity.
 Provide professionaldevelopmentopportunities. Investing in the career
development of an organization’s workforce results in employees who grow
professionally and feel valued. This includes training that results in
certifications or degrees that enhance employee skills and professional
knowledge.
 Provide a clearcareerpath. Provide high performing employees with
developmental plans that prepare them for promotions and increased job
responsibilities. Use the performance management process to highlight gaps
in skills and to plan for specific skill development.
 Strengthen relationships with immediate supervisor. The relationship
with the immediate supervisor has been among the top five indicators of job
satisfaction for three years in a row. This means organizations need to invest
time and resources into strengthening these relationships. One way to help
with this is to provide adequate training and a transition plan for employees
who are promoted to a supervisor role.
 Recognize employee job performance. Employees want to know that
management recognizes their contributions and accomplishments. Positive
feedback that reinforces performance behaviors can impact improved job
performance. Make recognizing employees a part of day-to-day management
practices.
 Fosterjob security. The recent recession caused workers everywhere to feel
insecurity in their job. Employers can help by communicating with
employees about the financial state of the organization, strategic goals and
objectives and overall performance. It is also important to include employees
in global problem solving to ensure they feel like they are part of the process
and solution to organizational growth and success.

5. 1.3.Relationship Between Job Satisfaction and Work
Behaviour :
Generally, the level of job satisfaction seems to have some relation with various
aspects of work behaviour like absenteeism, adjustments, accidents, productivity
and union recognition. Although several studies have shown varying degrees of
relationship between them and job satisfaction, it is not quite clear whether these
relationships are correlative or casual. In other words, whether work behaviour
make him more positively inclined to his job and there would be a lesser
probability of getting to an unexpected, incorrect or uncontrolled event in which
either his action or the reaction of an object or personmay result in personal injury.
Job Satisfactionand Productivity :
Experiments have shown that there is very little positive relationship between the
job satisfaction & job performance of an individual. This is becausethe two are
caused by quite different factors. Job satisfaction is closely affected by the amount
of rewards that an individual derives from his job, while his level of performance is
closely affected by the basis for attainment of rewards. An individual is satisfied
with his job to the extent that his job provides him with what he desires, and he
performs effectively in his job to the extent that effective performance leads to the
attainment of what he desires. This means that instead of maximizing satisfaction
generally an organisation should be more concerned about maximizing the positive
relationship between performance and reward. It should be ensured that the poor
performers do not get more rewards than the good performers. Thus, when a better
performer gets more rewards he will naturally feel more satisfied.
Job Satisfactionand Absenteeism:
One can find a consistent negative relationship between satisfaction and
absenteeism, but the correlation is moderate-usually less than 0.40. While it
certainly makes sense that dissatisfied Sales Persons are more likely to miss work,
other factors have an impact on the relationship and reduce the correlation
coefficient. e.g. Organizations that provide liberal sick leave benefits are
encouraging all their Sales Persons, including those who are highly satisfied, to
take days off. So, outside factors can act to reduce the correlation.

6. Job Satisfactionand Turnover :
Satisfaction is also negatively related to turnover, but the correlation is stronger
than what we found for absenteeism. Yet, again, other factors such as labour
market conditions, expectations about alternative job opportunities, and length of
tenure with the organization are important constraints on the actual decision to
leave one's current job.
Evidence indicates that an important moderator of the satisfaction-turnover
relationship is the Sales Person's level of performance. Specifically, level of
satisfaction is less important in predicting turnover for superior performers because
the organization typically makes considerable efforts to keep these people. Just the
oppositetends to apply to poorperformers. Few attempts are made by the
organization to retain them. So one could expect, therefore, that job satisfaction is
more important in influencing poorperformers to stay than superior performers.
Job Satisfactionand Adjustment :
It the Sales Personis facing problems in general adjustment, it is likely to affect his
work life. Although it is difficult to define adjustment, most psychologists and
organisational behaviourists have been able to narrow it down to what they call
neuroticism and anxiety.
Generally deviation from socially expected behaviour has come to be identified as
neurotic behaviour. Though it may be easy to identify symptoms of neuroticism, it
is very difficult to know what causes. Family tensions, job tensions, social
isolation, emotional stress, fear, anxiety or any such sources could be a sourceof
neuroticism.

7. 1.4.Influencing factors
Environmental factors
Communication overload andunderload
One of the most important aspects of an individual’s work in a modern
organization concerns the management of communication demands that he or she
encounters on the job. Demands can be characterized as a communication load,
which refers to “the rate and complexity of communication inputs an individual
must process in a particular time frame.” Individuals in an organization can
experience communication over-load and communication under- load which can
affect their level of job satisfaction. Communication overload can occurwhen “an
individual receives too many messages in a short period of time which can result in
unprocessed information or when an individual faces more complex messages that
are more difficult to process.”Due to this process,“given an individual’s style of
work and motivation to complete a task, when more inputs exist than outputs, the
individual perceives a condition of overload which can be positively or negatively
related to job satisfaction. In comparison, communication under load can occur
when messages or inputs are sent below the individual’s ability to process
them.”According to the ideas of communication over-load and under-load, if an
individual does not receive enough input on the job or is unsuccessfulin
processing these inputs, the individual is more likely to become dissatisfied,
aggravated, and unhappy with their work which leads to a low level of job
satisfaction.
Superior-subordinatecommunication
Main article: Superior-subordinate communication
Superior-subordinate communication is an important influence on job satisfaction
in the workplace. The way in which subordinates perceive a supervisor's behavior
can positively or negatively influence job satisfaction. Communication behavior
such as facial expression, eye contact, vocal expression, and bodymovement is
crucial to the superior-subordinate relationship (Teven, p. 156). Nonverbal
messages play a central role in interpersonal interactions with respect to impression
formation, deception, attraction, social influence, and emotional. Nonverbal
immediacy from the supervisor helps to increase interpersonal involvement with
their subordinates impacting job satisfaction. The manner in which supervisors
communicate with their subordinates non-verbally may be more important than the
verbal content (Teven, p. 156). Individuals who dislike and think negatively about

8. their supervisor are less willing to communicate or have motivation to work
whereas individuals who like and think positively of their supervisor are more
likely to communicate and are satisfied with their job and work environment. A
supervisor who uses nonverbal immediacy, friendliness, and open communication
lines is more likely to receive positive feedback and high job satisfaction from a
subordinate. Conversely, a supervisor who is antisocial, unfriendly, and unwilling
to communicate will naturally receive negative feedback and create low job
satisfaction in their subordinates in the workplace.
Strategic employee recognition
A Watson Wyatt Worldwide study identified a positive outcome between a
collegical and flexible work environment and an increase in shareholder value.
Suggesting that employee satisfaction is directly related to financial gain. Over 40
percent of the companies listed in the top 100 of Fortune magazine’s, “America’s
Best Companies to Work For” also appear on the Fortune 500. It is possible that
successfulworkers enjoy working at successfulcompanies, however, the Watson
Wyatt Worldwide Human Capital Index study claims that effective human
resources practices, such as employee recognition programs, lead to positive
financial outcomes more often than positive financial outcomes lead to good
practices.
Employee recognition is not only about gifts and points. It's about changing the
corporateculture in order to meet goals and initiatives and most importantly to
connect employees to the company's core values and beliefs. Strategic employee
recognition is seen as the most important program not only to improve employee
retention and motivation but also to positively influence the financial situation. The
difference between the traditional approach(gifts and points) and strategic
recognition is the ability to serve as a serious business influencer that can advance
a company’s strategic objectives in a measurable way. "The vast majority of
companies want to be innovative, coming up with new products, business models
and better ways of doing things. However, innovation is not so easy to achieve. A
CEO cannot just order it, and so it will be. You have to carefully manage an
organization so that, over time, innovations will emerge."

9. Individual factors
Emotion
Mood and emotions at work are related to job satisfaction. Moods tend to be longer
lasting but often weaker states of uncertain origin, while emotions are often more
intense, short-lived and have a clear object or cause.
Some research suggests moods are related to overall job satisfaction. Positive and
negative emotions were also found to be significantly related to overall job
satisfaction.
Frequency of experiencing net positive emotion will be a better predictor of overall
job satisfaction than will intensity of positive emotion when it is experienced.
Emotion work (or emotion management) refers to various types of efforts to
manage emotional states and displays. Emotion management includes all of the
conscious and unconscious efforts to increase, maintain, or decrease one or more
components of an emotion. Although early studies of the consequences of
emotional work emphasized its harmful effects on workers, studies of workers in a
variety of occupations suggest that the consequences of emotional work are not
uniformly negative.
It was found that suppressionof unpleasant emotions decreases job satisfaction and
the amplification of pleasant emotions increases job satisfaction.
The understanding of how emotion regulation relates to job satisfaction concerns
two models:
1. Emotional dissonance.Emotional dissonanceis a state of discrepancy
between public displays of emotions and internal experiences of emotions,.
that often follows the process ofemotion regulation. Emotional dissonance
is associated with high emotional exhaustion, low organizational
commitment, and low job satisfaction.
2. Socialinteractionmodel. Taking the social interaction perspective,
workers’ emotion regulation might beget responses from others during
interpersonal encounters that subsequently impact their own job satisfaction.
For example: The accumulation of favorable responses to displays of
pleasant emotions might positively affect job satisfaction.

10. Genetics
It has been well documented that genetics influence a variety of individual
differences. Some research suggests genetics also play a role in the intrinsic, direct
experiences of job satisfaction like challenge or achievement (as opposed to
extrinsic, environmental factors like working conditions). One experiment used
sets of monozygotic twins, reared apart, to test for the existence of genetic
influence on job satisfaction. While the results indicate the majority of the variance
in job satisfaction was due to environmental factors (70%), genetic influence is still
a minor factor. Genetic heritability was also suggested for several of the job
characteristics measured in the experiment, such as complexity level, motor skill
requirements, and physical demands.
Personality
Some research suggests an association between personality and job satisfaction..
Specifically, this research describes the role of negative affectivity and positive
affectivity. Negative affectivity is related strongly to the personality trait of
neuroticism. Individuals high in negative affectivity are more prone to experience
less job satisfaction. Positive affectivity is related strongly to the personality trait
of extraversion. Thosehigh in positive affectivity are more prone to be satisfied in
most dimensions of their life, including their job. Differences in affectivity likely
impact how individuals will perceive objective job circumstances like pay and
working conditions, thus affecting their satisfaction in that job.
There are two personality factors related to job satisfaction, alienation and locus of
control. Employees who have an internal locus of control and feel less alienated
are more likely to experience job satisfaction, job involvement and organizational
commitment. A meta-analysis of 187 studies of job satisfaction concluded that
high satisfaction was positively associated with internal locus of control. The study
also showed characteristics like high machiavellianism, narcissism, trait anger,
type A personality dimensions of achievement striving and impatience/irritability,
are also related to job satisfaction.
Psychologicalwell-being
Psychological well-being (PWB) is defined as “the overall effectiveness of an
individual’s psychological functioning” as related to primary facets of one’s life:
work, family, community, etc. There are three defining characteristics of PWB.
First, it is a phenomenological event, meaning that people are happy when they

11. subjectively believe themselves to be so. Second, well-being involves some
emotional conditions. Particularly, psychologically well people are more prone to
experience positive emotions and less prone to experience negative emotions.
Third, well-being refers to one's life as a whole. It is a global evaluation. PWB is
primarily measured using the eight-item Index of Psychological Well-Being
developed by Berkman (IPWB). IPWB asks respondents to reply to a series a
questions on how often they felt “pleased about accomplishing something,”
“bored,”“depressedorunhappy,” etc.
PWB in the workplace plays an important role in determining job satisfaction and
has attracted much research attention in recent years. These studies have focused
on the effects of PWB on job satisfaction as well as job performance. One study
noted that because job satisfaction is specific to one’s job, the research that
examined job satisfaction had not taken into accountaspects of one’s life external
to the job. Prior studies had focused only on the work environment as the main
determinant of job satisfaction. Ultimately, to better understand job satisfaction
(and its close relative, job performance), it is important to take into account an
individual’s PWB. Research published in 2000 showed a significant correlation
between PWB and job satisfaction (r = .35, p < .01). A follow-up study by the
same authors in 2007 revealed similar results (r = .30, p < .01). In addition, these
studies show that PWB is a better predictor of job performance than job
satisfaction alone.

12. 1.5.Models (methods)
Affecttheory
Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job satisfaction
model. The main premise of this theory is that satisfaction is determined by a discrepancy
between what one wants in a job and what one has in a job. Further, the theory states that how
much one values a given facet of work (e.g. the degree of autonomy in a position) moderates
how satisfied/dissatisfied one becomes when expectations are/aren’t met. When a person values
a particular facet of a job, his satisfaction is more greatly impacted both positively (when
expectations are met) and negatively (when expectations are not met), compared to one who
doesn’t value that facet. To illustrate, if Employee A values autonomy in the workplace and
Employee B is indifferent about autonomy, then Employee A would be more satisfied in a
position that offers a high degree of autonomy and less satisfied in a position with little or no
autonomy compared to Employee B. This theory also states that too much of a particular facet
will produce stronger feelings of dissatisfaction the more a worker values that facet.
Dispositional approach
The dispositional approach suggests that individuals vary in their tendency to be satisfied with
their jobs, in other words, job satisfaction is to some extent an individual trait.[14] This approach
became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to
be stable over time and across careers and jobs.[15] Research also indicates that identical twins
raised apart have similar levels of job satisfaction.[16]
A significant model that narrowed the scope of the dispositional approach was the Core Self-
evaluations Model, proposed by Timothy A. Judge, Edwin A. Locke, and Cathy C. Durham in
1997.[17] Judge et al. argued that there are four Core Self-evaluations that determine one’s
disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and
neuroticism. This model states that higher levels of self-esteem (the value one places on his/her
self) and general self-efficacy (the belief in one’s own competence) lead to higher work
satisfaction. Having an internal locus of control (believing one has control over herhis own life,
as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels
of neuroticism lead to higher job satisfaction.[17]
Equitytheory
Equity Theory shows how a person views fairness in regard to social relationships such as with
an employer. A person identifies the amount of input (things gained) from a relationship
compared to the output (things given) to produce an input/output ratio. They then compare this
ratio to the ratio of other people in deciding whether or not they have an equitable
relationship.[18][19] Equity Theory suggests that if an individual thinks there is an inequality
between two social groups or individuals, the person is likely to be distressed because the ratio
between the input and the output are not equal.[20]

13. For example, consider two employees who work the same job and receive the same pay and
benefits. If one individual gets a pay raise for doing the same work as the other, then the less
benefited individual will become distressed in his workplace. If, on the other hand, both
individuals get pay raises and new responsibilities, then the feeling of equity will be
maintained.[20]
Other psychologists have extended the equity theory, suggesting three behavioral response
patterns to situations of perceived equity or inequity (Huseman, Hatfield, & Mile, 1987; O'Neil
& Mone 1998). These three types are benevolent, equity sensitive, and entitled. The level by
each type affects motivation, job satisfaction, and job performance.
1. Benevolent-Satisfiedwhentheyare under-rewardedcomparedwithco-workers
2. Equitysensitive-Believe everyone shouldbe fairlyrewarded
3. Entitled-Peoplebelieve thateverythingtheyreceive istheirjustdue[21]
Discrepancytheory
The concept of discrepancy theory explains the ultimate source of anxiety and dejection.[22] An
individual, who has not fulfilled his responsibility feels the sense of anxiety and regret for not
performing well, they will also feel dejection due to not being able to achieve their hopes and
aspirations. According to this theory, all individuals will learn what their obligations and
responsibilities for a particular function, over a time period, and if they fail to fulfill those
obligations then they are punished. Over time, these duties and obligations consolidate to form
an abstracted set of principles, designated as a self-guide.[23] Agitation and anxiety are the main
responses when an individual fails to achieve the obligation or responsibility.[24] This theory also
explains that if achievement of the obligations is obtained then the reward can be praise,
approval, or love. These achievements and aspirations also form an abstracted set of principles,
referred to as the ideal self guide.[23] When the individual fails to obtain these rewards, they
begin to have feelings of dejection, disappointment, or even depression.[24]
Here's a thought, an individual does fulfill those obligations and responsibilities to the company;
but the employer punishes the employee regardless of the fulfillment of duties. Agitation and
anxiety is the main response toward an ungrateful employer who refuses to recognize
improvement to companies bottom line because of employees endeavor.
Two-factortheory(motivator-hygienetheory)
Frederick Herzberg’s two-factor theory (also known as motivator-hygiene theory) attempts to
explain satisfaction and motivation in the workplace.[25] This theory states that satisfaction and
dissatisfaction are driven by different factors – motivation and hygiene factors, respectively. An
employee’s motivation to work is continually related to job satisfaction of a subordinate.
Motivation can be seen as an inner force that drives individuals to attain personal and
organizational goals (Hoskinson, Porter, & Wrench, p. 133). Motivating factors are those aspects
of the job that make people want to perform, and provide people with satisfaction, for example
achievement in work, recognition, promotion opportunities.[26] These motivating factors are
considered to be intrinsic to the job, or the work carried out.[25] Hygiene factors include aspects

14. of the working environment such as pay, company policies, supervisory practices, and other
working conditions.[25]
While Herzberg's model has stimulated much research, researchers have been unable to reliably
empirically prove the model, with Hackman & Oldham suggesting that Herzberg's original
formulation of the model may have been a methodological artifact.[25] Furthermore, the theory
does not consider individual differences, conversely predicting all employees will react in an
identical manner to changes in motivating/hygiene factors.[25] Finally, the model has been
criticised in that it does not specify how motivating/hygiene factors are to be measured.[25]
Jobcharacteristicsmodel
Hackman & Oldham proposed the job characteristics model, which is widely used as a
framework to study how particular job characteristics impact on job outcomes, including job
satisfaction. The model states that there are five core job characteristics (skill variety, task
identity, task significance, autonomy, and feedback) which impact three critical psychological
states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of
the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work
motivation, and performance). The five core job characteristics can be combined to form a
motivating potential score (MPS) for a job, which can be used as an index of how likely a job is
to affect an employee's attitudes and behaviors. Not everyone is equally affected by the MPS of a
job. People who are high in growth need strength (the desire for autonomy, challenge and
development of new skills on the job) are particularly affected by job characteristics.[27] A meta-
analysis of studies that assess the framework of the model provides some support for the validity
of the JCM.
Questionnaire for survey
1.How happy are you with your job overall? Not happy at all … Allow
alternative work schedules for salaried workers, like a 4 day work week with 10-
hour shifts.
2. How do you feel about your benefits at Wild Oats? Terrible/ Great] .Love the
profit sharing -- real incentive.
3. How do you feel about the pay levels at Wild Oats as compared to similar
employers? Worsethan most/ Better than most]
4. How do you feel about the employee-review system at Wild Oats? Hate it /
Love it
5. How is the overall morale in your store? Awful/Wonderful

15. 6. How do you feel about the responsibilities of your job? Too little/ Too much
7. How effective is your store manager? Very poor/Very good
8. How effective is your department manager? Remarkably bad/ Terrific]
9. Why do you come to work every day? Have to/ Want to
10. How does Wild Oats compare with your previous employers? Worse/ Same/
Much better
11. What department do you work in? (optional)
12. How long have you worked for Wild Oats? 4 months
13. How do you feel about the training and orientation program you experiences
when you started? Do you feel you understand the procedures, policies, and
responsibilities that are part of your job? How would you change things? Should
be more standardized so all employees learn the job the same way.
14. What do you like least about you job and/or the company? Please explain. Not
enough time to do the job.
15. What do you like most about the job and/or the company? Please explain.
People, atmosphere.
16. What would you change if you were the owner? Use more local vendors! Give
good support to general managers.
Michael Gilliland explains how the system keeps the owners in touch:
* * *
17. I'm looking for an overall mood. Some employees circle a very high grade,
then rag on you on 20 different points. Maybe they haven't thought their responses
through very thoroughly.
18. Even now that we've added the wellness benefit, health insurance is still an
issue we hear about. Because of the responseto this question, this year we're going
to increase the company's contribution from 50% to 94% for employees with at
least one year's service.

16. 19. We used to ask, "What do you think about your pay?" but, of course, the
responsewas always bad. The new phrasing helps us make adjustments based on
employee feedback comparing our pay with industry averages.
20. Since we started this, the number one complaint was that reviews weren't done
on time, so we've made raises retroactive. And people want their managers to
spend some time with them on reviews, instead of just grabbing them in the aisle
and saying, "You're doing OK." So in the last six months we've hired three full-
time training and review people.
21 If the personis happy but reports low store morale, it could be that the store is
understaffed. Some of our managers get overzealous in cutting costs forthe profit-
sharing program.
22. In our large stores, responsibility is decentralized, and a department manager
can have more effect on an employee than a store manager might. We can learn a
lot, especially if the employee answers question #11.
23. Once a person answered, "Greed."Another wrote, "To meet women." This
is a mood indicator -- I want to see that I've created a fun place to come to. If
everyone answers, "To get a paycheck," I'll know there's a problem.
24. This is the first section I go to, because I want to make sure we're being
competitive. I want people to be happier at Wild Oats than at other places they've
worked, and most have worked at other grocery stores.
25. I'm most interested in new people's impressions and their fresh look at the
company. I figure the people who've been here for years are probably pretty much
satisfied.
26. I like to see two pages of suggestions. I'm looking for thoughtful responses and
a keen eye for retail -- half a dozen suggestions says this person really has a future
with Wild Oats, and this kind of personusually volunteers his or her name on the
survey. I don'tmind seeing criticism, either.
27 . Overall, how satisfied are you working for The Company?
Extremely Dissatisfied
Very Dissatisfied
Somewhat Dissatisfied
Neutral

17. Somewhat Satisfied
Extremely Satisfied
28. To what extent do you agree with the following statement: I would recommend
this company as a good place to work.
Disagree Completely
Strongly Disagree
Somewhat Disagree
Somewhat Agree
Strongly Agree
Agree Completely
29. How many years have you been with The Company?
Less than a year
1 - 3 years
4 - 6 years
More than six years
Q-30 Compared to a six months ago how would you describe your current job
satisfaction level?
○
MuchLessSatisfied
○
Somewhat LessSatisfied
○
Same
○
Somewhat MoreSatisfied
○
MuchMoreSatisfied
31. Overall how satisfied are you with your position at this company?
○
Very dissatisfied
○

18. Somewhat dissatisfied
○
Neutral
○
Somewhat satisfied
○
Very satisfied