Employee Research Market Research
DJS Research’s previous research suggests employees have a series of needs at the workplace. Satisfying each level of needs will generate some degree of satisfaction, favourability and ultimately, employee commitment.
If the basic ”hygiene” or functional needs relating to issues such as pay, the tools required for the job and safety or security are not met, this will result in active employee dissatisfaction. Providing for these basic, functional needs will create satisfaction amongst employees; however, satisfaction can be a very passive state and does not, necessarily result in a motivated, committed workforce.
To turn satisfaction into more active favourability towards the organisation, an image and culture needs to be in place with which the employee feels comfortable. This is likely to involve a corporate vision and set of values to which the employee can subscribe. It may also involve recruiting people who fit in well with those organisation values; this will ensure that employees have respect for each other, enjoy working together and can do so productively. Providing for these more intangible needs will begin to create a sense of belonging amongst employees.
However, in a time of career mobility, employers need to go beyond even these feelings of favourability and belonging in order to engender active employee commitment. In order to maximise such commitment, an organisation needs to provide the necessary conditions.
Such fulfilment is most likely when employees feel actively involved in the organisation and know where they fit into that organisation. Employees require recognition for their efforts and need to feel that their contribution is valued and appreciated. They need to achieve a combination of both the organisation’s goals and their own personal goals at the same time. It is only then that employees will begin to feel in a relationship with their employers and a sense of commitment to the organisation will evolve (see below).