Coxs Bazar International University

CASE STUDY

EMPLOYEE SATISFACTION MATTERS!

Organizational Behavior

Submitted to,

RAJIDUL HOQUE
Head of the Department, Lecturer
Faculty of Business Administration
Coxs Bazar International University

Submitted by,

MD RIFAT ZAHIR
BBA 2nd Batch
ID: 2014201004
Faculty of Business Administration
Coxs Bazar International University

SUBMISSION DATE: MARCH 8, 2016

QUESTION 1: Suitable title for the case.

The title I choose for this case is-

Employee Satisfaction Matters!

QUESTION 2: What are three things that employers could do to increase the
job satisfaction of their staff?
Job Security
Compensations
Retirement Benefits
Even though, there were some factors which directly relate to the employee job satisfaction, but these three
factors are considered the most important factor to maintain the job satisfaction at a high level. Which are
followingThe employer should consider and improve the management to provide the best deal to these components.
Job Security
The most employers are now looking at a long term of engagement. Due to unsteady global economic
condition, job security is always at the top of all other factors. The employees more satisfy with a
permanent status other than a temporary or contract position. The employees are keen to look for their job
which more secure in term of work.
Compensation
Never and ever forgotten the compensation or pay also contributes to the job satisfaction. The pay should be
equally justified with their qualification and the experiences. Under evaluated pay normally give the
employee fall into a feeling of dissatisfaction.
Retirement Benefits
To the older aged groups, they normally fall down at the job where a benefit has with an importance given to
the retirement benefit. The benefits with heath cares will satisfy the middle-class employees.

QUESTION 3: How can employers increase employee commitment?

Employee commitment can be increased if the employee drives the major key elements. Which are
following: 1.
2.
3.
4.
5.
6.
7.
8.

Employees confidence in the future with the organization.

Employees confidence in achieving career objectives.
Employees confidence in the future success of their organizations.
The degree of teamwork and cooperation.
Employees satisfaction with the type of work they perform.
The chance to do challenging and interesting work.
The company maintains its commitment to quality over quantity.
Opportunities for continued learning to improve skills.

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QUESTION 4: Explain "workforce diversity." Explain what key managerial

skill you think is most important when dealing with workforce diversity.
Workforce diversity is defined as the similarities and differences among employees in term of age, cultural
background, physical abilities and disabilities, race, religion, gender and sexual orientation. This can be
differentiated into two groups. Which are following1. Surface-level diversity
2. Deep-level diversity
A surface-level diversity is normal to the characteristic base on which tin be easily observed such as age,
gender and race. Values, personality, and work preferences, which hardly see at the 1st place will be
categorized into the deep level diversity.
There are three major key managerial skills to deal with above workforce diversity. Which are following1. Attracting, selecting, building up and retaining the diverse employees
2. Working with the diversity group
3. and lastly effective diversity programs.
I did some study and fouynd a seven step solution to manage workforce diversity. Id like to share my
thoughts in terms of this case.
Diversity is the creation of an organizational culture where the best people want to work, where everyone
are treated with dignity and respect, where people are promoted on their merits and where opportunities for
success are available to all. Embedding the principles of diversity management in everything helps in
achieving your companys most ambitious business goals.
Successful diversity management is about unleashing the rich and diverse potential of an entire workforce.
Here are seven steps to building a better diversity strategy:
Define your terms. Everyone has a different idea of what diversity means. Beyond race and gender, it can
also include but are not limited to considerations of age, ethnicity, religion, sexual orientation, mental and
physical capabilities, gender identity, family status, language, opinions and working style. Define diversity
for your organization as there are no one-size-fits-all solution.
Be realistic. When setting goals, involve everyone who has a responsibility for diversity, from the CEO on
down, as buy-in are critical. But also, manage their expectations. Diversity management is complex and not
every company will advance at the same pace.
Build in metrics. Diversity management should measure progress toward specific, quantifiable long- and
short-term goals.
Assemble your resources. You cant achieve your goals as a company if you dont have the right human or
fiscal resources in place. Just by saying you want to become a diverse organization doesnt guarantee that
you will get there. Successful diversity management are about unleashing the rich and diverse potential of
an entire workforce.
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Set up a system. Talent acquisition is about attracting the best talent from a pool of outstanding individuals
of diverse backgrounds. Once youve attracted the talent, you must enable them to become part of the
established culture of your organization.
Educate. Everyone needs to be trained. Managers must be educated about the benefits of diversity and the
processes necessary to achieve it. Employees must be given the coaching, mentoring and skills they need.
Without training, you risk losing your best talent to your competitors.
Demonstrate CEO support. Employees take their cues from the top, so you're most senior executive must
be able to articulate the business case for diversity.
Finally, Id like to refer that, In 1996, there were fewer than 10 executives nationwide responsible for
diversity. Today, almost every Fortune 100 company has one. However, surveys consistently report that
diversity management is not well understood.

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