Credits: Nadeem Bari Nadeem@grbsol.co.

uk Job Satisfaction case in Royal Post Office, UK

Acknowledgements

First of all, I am extremely grateful to Almighty Allah who has given me the knowledge, skill and power to complete my project effectively. I shall also like to acknowledge the unparalleled help and advice of my teachers, and extend my deepest gratitude to Dr. Faisal Mahmoood for his unconditional help, advice and support during the entire write up of this dissertation which aided me in developing an in-depth knowledge regarding this course. I grasp this opportunity to acknowledge my parents unfaltering support and care, both emotionally and financially. I would also like to appreciate my peers, colleagues and friends role in the completion of this dissertation. Furthermore, and most importantly, I extend my gratitude to the employees of Royal Mail Post who made this dissertation possible by extending their priceless support for this cause in the form of compliance and trust. Last but not the least; I thank all those worthy individuals who have been a part of this project, either directly or not. Without their participation, this project would have been truly difficult to deliver.

Table Of Contents
Chapter 1: Introduction 1.1 The Concept of Job Satisfaction 1.1.1 Importance of Job Satisfaction 1.2 An Overview of the Postal Industry 1.3 Royal Mail Post 1.3.1 Brief Introduction of Royal Mail Post 1.3.2 Royal Mail Groups Business Operation Units 1.3.3 Royal Mail Post Past Chapter 2: Research Objectives Chapter 3: Literature Review Chapter 4: Research Methodology 4.1 Research Ideology 4.2 Research Tactic 4.3 Research Scheme 4.4 Research Procedure 4.5 Interviews 4.6 Collection of Primary and Secondary Data 4.7 Sampling 4.8 Time Line 4.9 Shortfalls of this Study 4.10 Involvement of Ethics Chapter 5: Case Study Analysis in the light of Royal Mail Post Chapter 6: Analysis, Findings and Relevant Discussions 6.1 Analysis 6.2 Findings 6.3 Discussions Chapter 7: Conclusion and Recommendations 7.1 Conclusion 7.2 Recommendations References Appendix Employee Job Satisfaction Questionnaire Interview Questions 4 4 8 9 13 13 15 16 19 20 35 35 35 36 36 37 38 38 39 39 40 41 45 45 46 54 58 58 61 64 68 68 72

Chapter 1: Introduction

This chapter focuses on the concept of job satisfaction in general context, its involvement in the corporate world and its participation at Royal Mail. This chapter also contains a brief history of Royal Mail and its services scope.

1.1 The Concept of Job Satisfaction:

Spector (2007) states in his works that in the discipline of organizational behavior and industrial psychology, the concept of job satisfaction is the most researched work-related study. Several researchers tried to formulate a definition for Job Satisfaction, covering the different unique aspects of this phenomenon. One may view job satisfaction as a combination of cognitive, affective and evaluative reactions (Greenberg & Baron, 1997). Job satisfaction may also be defined as a contrast between what an employee wishes to receive and what s/he actually does (Cranny, Smith & Stone, 1992). Employee retention or an employees inclination to work longer in an organization is observed more often in those cases where the employee feels satisfied with his/her job. In cases where low job satisfaction prevails, an employee is more likely to quit the organization or firm, which would incur high cost of new recruitment and training on behalf of the organization. Thus organizations are required to pay special attention to job satisfaction level in their workplace in order to maintain profitable growth. Lockes (1976) definition for job satisfaction is widely regarded as authentic: A pleasure or positive emotional state resulting from the appraisal of ones job or job experience This definition emphasizes on the significance of sentiments and thoughts in an

individuals life. In fact an individuals thinking provokes their emotions about their thoughts. Conversely, when they are feeling a certain emotion, they attempt to contemplate their feelings. In psychology and biology, thoughts and emotions are inseparably connected. Thus thinking and feeling are two elements that can never be ignored while assessing jobs. Job satisfaction is a complex and abstract emotional reaction to a particular experience or situation at workplace which can be perceived and deduced rather than objectively witnessed. Additionally, this emotion is influenced by a self-analysis of expectations met or broken. For example, if an employee in a work environment senses that s/he is being underrated in comparison with her/his colleagues, is not motivated or appraised suitably, s/he will begin showing pessimistic mannerism in behavior and thoughts towards job and workplace. On the contrary, if an employee perceives that s/he is being treated equally in comparison to her/his colleagues then s/he will exhibit optimistic job attitude toward co-workers and organization. Employees' attitudes (in general and in relation to job) undoubtedly elucidate their respective behaviors. Employees tend to display responses to their respective job characteristics quite noticeably. These characteristics may include tasks itself, compensation, appraisals, career growth opportunities, management, peers, chief and the organizational culture etc. In previous studies, two types of variables shaping job satisfaction have been highly investigated (Steijin, 2002). The first variable comprises of ones individual characteristics like age, education, gender, caste etc. In certain researches, substantial effect of age on the job satisfaction has been observed (Reiner & Zhao, 1999). Yet in some other, the impact of age and race on job satisfaction has been highlighted (Ting, 1997). The second variable
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consists of the primary determinant of job satisfaction which is the work environment itself (Herzberg, 1966). Abraham A. Korman has restated Steijins works in universally understood terms, and titled the two categories: Personal variables: A few people may attain job satisfaction from certain organizational elements which may prove to be dissatisfying for others. In these cases, the differentiating features justifying this variance in attitudes are personal variables like age, experience, education, sex etc., as these elements help shape one's way of thinking and behavior (Greenberg & Baron, 1997). Organizational Variables: These variables are essentially present in the work environment separate from ones own existence. These can be broadly identified as: 1. Occupational Level: A persons job satisfaction is highly dependent on her/his occupational level. High job levels lead to greater satisfaction and retention, as these denote prestige and power. Converse is for lower job levels which may lead to job quitting.

2.

Job Content:

The job content also determines ones level of job satisfaction. It is generally hypothesized that an employee will be more contented if there is substantial variance in job responsibilities and less uniformity in the tasks completed. The occupational level discussed previously includes job content in the form of type and diversity of tasks. 3. Considerate Leadership: Some employees experience greater level of job satisfaction in the presence of considerate leadership, as they desire to be dealt with consideration and be motivated in their jobs. Those organizational leaders who are unable to treat their subordinates with equality or to motivate them unconsciously become promoters for turnover. 4. Compensation and Promotion Opportunities: Pay and career growth correlates with job satisfaction positively as evidenced in numerous motivational and organizational theories (Greenberg & Baron, 1997). Better pay and promotional opportunities instills greater job satisfaction. 5. Relations within the Work Teams: The interactional relations between members in a work group and with other coworkers also determine ones job satisfaction level. These relations are most gratifying for employees in the following cases: i. ii. iii. A persons attitude is compliant with other members in a particular work group. An individuals task outcomes are appreciated by others. Individual and group goals achievement is facilitated (Hackman & Oldtham, 1975).

1.1.1 Importance of Job Satisfaction:

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In the present era, the connotation and implication of job satisfaction is omnipresent in the corporate world, as job satisfaction guides improved productivity, controlled skiving and low quitting. Its importance is further substantiated in a recent publish of the Employee Outlook survey conducted on 2000 UK staff. The survey results showed a decrease in score from 46 to 37 in job satisfaction among the sample, implying that the employees are now twice more likely to undervalue their living standards (People Management, 2009). However, good employee performance is not necessarily caused by her/his happiness and job satisfaction. In the present exceptionally competitive organizational environment, companies are under pressure to formulate novel methods of increasing employee productivity. Increasing employees job satisfaction is one method of achieving this. Employers often tend to underestimate the impact of job satisfaction on workers and organization (Cranny, Smith, & Stone, 1992). It was previously hypothesized that a dominant connection existed between employee performance and job satisfaction. However, research revealed this correlation to exist only in three percent cases. In reality, employees are able to perform well even in their hated job positions. Quite similarly, employees may be unable to deliver well even in their aspired jobs. Worst jobs tend to have highest turnover rates, justifying the assumption that low level of job satisfaction leads to quitting. However, turnover cannot be only attributed to low job satisfaction. For example, during economic crisis, people experiencing low job satisfaction level are forced to remain in their respective jobs without choice. Later, this economic theory was proven wrong in reality when many employees quitted their employment in the course of the Great Depression. Reaching conclusions without thorough in

depth study and with such ambiguous statistics and research would be wrong as early researches show no affects of job satisfaction on performance. Job satisfaction is undeniably important. Low job satisfaction level can induce negative behaviors in employees, as in the case of a discontented maintenance manager at an office structure in New York. In the month of July, the manager initiated the substitution of a vital part of the centralized cooling system of the building; however, the substituted component arrived three months after this initiation during which the cooling system could not be used. Resultantly, the office temperatures routinely peaked, even exceeding 90 degrees in the sealed-window building. This unfortunate incident can be considered as an example of job dissatisfaction. Following this occurrence, the company was noted wishing they had considered the importance of job satisfaction earlier. Employers need to take into account that partially satisfied employees may yield low or no output. Leading organizations around the world have immaculate HR systems which ensure their employees satisfaction with the organizations environment, facilities, and compensation plans. Hence these companies are able to lead by retrieving maximum efficiency from their employees (Greenberg & Baron, 1997).

1.2 An Overview of the Postal Industry:

The world-wide image of postal services uncovers a shady position, as this industry is confronted with tight rivalry from contemporary technologies and methodologies of communication like electronic mails etc. Additionally, Postal services are further endangered by the increasing costs of maintaining efficient delivery networks. For example, in 2009,

Japanese government's economic reform planned to undo the privatization of Japan Post together with its massive depository division. America also had to face a similar circumstance; its postal services had to adjourn expenditure to its retirement fund. Britain's Royal Mail was no different in taking the blow. In France, La Poste, the national postal service there faces privatization as deliberations continue regarding its transcendence into a legally recognized corporation. During recession, the ancient mode of delivering documents by post was still surviving in developing countries. However, rapid technological advancement was readily replacing postal services, rendering the latters obsolescence as unavoidable. In this transitory phase as the volume of letters posted decreased, postal services were able to break-even due to cost saving. The full toll of this change was felt by small businesses large organizations were the least affected by it (The Economist, 2009). Following the recession time span, the technological advancements impacted on the entire industrial sector. Direct mail advertising or personalized advertising was substantially reduced as the companies searched and moved towards more efficient and cost effective sources of marketing and advertising. Online businesses were promoted as an enticing opportunity for the customers. Not only this, environmental protection agendas also came into action by promoting less use of paper and more use of technology. Rapid transfer to technology substantially eliminated the use of personal mail as a mode of communication, proving to be even more disastrous for the postal industry. Overtime, online electronic cards for occasions gained popularity and competitive advantage over posted cards, paving way for irreversible obsolescence of postal services.

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By 2009, five to ten percent decrease in letters postage was anticipated, which was significantly more in reality. American business witnessed a reduction of up to fourteen percent in number of letters. Basing his prediction on this, Morgan Stanley stated the European postal business could shrink to almost half in the following decade. Postal services are expected to meet their doom in view of tough technological competition. In complete defiance with this hypothesis, Japanese postal services saw a decrease of only two percent in 2010 (The Economist, 2009). Making profits in postal business is challenging due to high investment. American Post has unfortunately reported major annual losses during and after the recession period, amounting to $2.8 billion in a single year. In contrast, although the European postal services have managed to remain profitable, they are expected to reach a similar end result soon. For example, Swiss Post's administered 8.5 percent decay in 2008 as compared to 3.3 percent degeneration in 2009 regarding postal volumes (The Economist, 2009). The regression stage in postal industry has raised employment questions for postmen and other numerous individuals affiliated with this career the declining trend of postal industry does not appear to improve. However, their hope exists in the form of those online portals like Amazon and eBay where orders are placed online and requires the home-delivery of goods to complete transactions. These online portals have not only grown popular since inception but also become preferential for many. National postal operators are currently dominating in these delivery options. In Germany, competitors have risen in order to combat National Post. To relive their legendary purpose, securing electronic mail communication is believed to be a viable option for the deteriorating postal industry, just as Deutsche Post intends to launch safer and secure e-letters in contrast with emails (Financial Times, 2005).

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In order to reduce their costs, postal industry can adopt automation techniques, diminishing the need for labor and hence their costs. Manual processing has harmed the profits of several European postal services like Royal Mail. Manual processing is not only time-consuming but also tedious and prone to human errors. Comparatively, Deutsche Post and TNT Post has automated a major portion of its processing, gaining a competitive advantage in the field. Royal Mail can also develop a profit of over eight percent by implementing the most basic forms of automation (The Economist, 2009). With the passage of time, drastic measures have become a need in order for business survival. Some officials believe next-day delivery options to be a lucrative strategy for survival. As it is, prompt delivery is considered as a benchmark for quality assurance, latest by the day following the order placement. Emails have rendered this urgency as pointless as they are the fastest known portals for communication nowadays. Nevertheless, this cut-down in urgency has benefitted the postal agencies by reducing their costs of immediate sorting and delivery. Another cost-saving strategy is the reduction of operational days of postal services. America has already followed this strategy by reducing its postal services working days from seven to five in a week. Pension funds maintenance is also a problem for postal businesses, which can be solved by sharing this burden with the respective government. When and if the politicians are able to reach common agreement on these strategies, change will subsequently follow (Financial Times, 2005). Some postal services have improvised on their shortcomings by extending their business, like TNT Post and Deutsche Post, which have developed a product category of large parcels. The loss of letters is made up for by this method. Introducing banking and depository facilities by postal services will also help wave off the loss incurred by mails. In

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practice, postal operators like Poste Italiane and Japan Post have already benefitted from this strategy, demonstrating more profitability with immense deposits. In France, Switzerland and Italy, postal banks have proved to be a huge success. The Swiss Post desires to obtain a proper authentic banking license in view of the profitability of banking operations (The Economist, 2009). La Poste of France and US Postal Service seem to be following in the same footsteps. Due to the vulnerability prevailing in the postal industry, mergers have taken place in order to survive, and more mergers are likely to happen in near future which is the cause of concern in several industry representatives. At present, the postal industry comprises of efficient private businesses and nonefficient government-supervised businesses. Royal Mail, in contrast with La Poste, TNT and Deutsche Post, has not adopted expansion techniques and therefore faces downfall. This improvisation is likely to help European postal industry in spite of the declining trend in their core purpose. However, mass controversy is anticipated in postal industry in near future on this account (The Economist, 2009).

1.3 Royal Mail Post 1.3.1 Brief Introduction of Royal Mail Post
Royal Mail Group Plc is a national corporation and its subsidiary is named Royal Mail Holdings Plc. Its core purpose includes supply of postal services in United Kingdom comprising of post offices, and mails and parcel deliveries. It governs four major product

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categories by the names of General Logistics System, Royal Mail, Post Office Limited, and Parcelforce Worldwide (UK parcels) in addition to certain minor businesses. Besides postal services, Royal Mail Group also extends financial packages for minor and major business clients including financial reserves, indemnity, online transactions etc which may improve their marketing strategies (Royal Mail Group, 2011). Royal Mails operations are currently restrained to within UK, with sparse existence in other countries as well. It is headquartered in London, the United Kingdom, and employs approximately 176,000 workers. In 2007, Royal Mail had witnessed a drastic annual loss of 279 million which negatively affected its stock value. Nevertheless, Royal Mail and its business groups witnessed an impressive operating income of 321 million in 2008. Royal Mails operations and market share is threatened by the legalized expansion of postal businesses. Its competitors consist of TPG, TNT Mail, the Dutch Postal group, DHK Global Mail, the German postal operator, Deutsche Post, and UK Mail (Royal Mail Annual Reports, 2010). Royal Mail was forced to confront major labor strikes during its tenure, prominently in 1971 and 2003. Year 2007 also saw such labor and management disputes, eventually reaching common agreement. In December 2008, following the proposal for rationalizing the numbers of Post offices, a strike was called into action by the affected labor. This did not allow the enactment of the proposal as the strike was destined to damage Christmas deliveries badly. Confined strikes in certain region of UK have become popular since 2009 (BBC News, 2010).

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Rampant modernization and layoffs have led the organization on course of privatization. Yahoo News revealed that such strategies would decrease 1700 job positions by shutting two mail centers in London. Threats from digital technology cannot be ignored. Consequently, 65,000 people have been laid off since the year 2000. However, these company decisions are justified on account of dramatically reduced postal mail services usage (Yahoo News, 2010).

1.3.2 Royal Mail Groups Business Operation Units

1. Royal Mail This business unit focuses primarily on collection, sorting and delivery of mails. It caters to about 83 million objects per day. Royal Mail delivers letters and parcel all over UK which weigh up to 20 kg. Collection of mails from post offices and boxes is also their duty. 2. Post Office Limited (POL) It is the parent to two brand names: Post Office Network and Post Office Counters Ltd. POL has adopted improvised postal strategies like the incorporation of a banking unit providing services of business cash, tour insurance and private financial services. POL also collects payments regarding nationalized services like passport office etc. It has also integrated shops for providing retail goods.

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3. Parcel force Worldwide It consists of timely delivery of parcels. In 2003, Parcelforce underwent a major reformation whereby it incorporated collection and delivery services on contractual basis. This reform has given Parcelforce a competitive edge over the private sector. 4. General Logistics Systems Parcelforce Worldwide is the governor to GLS. It includes parcel distribution in all of Europe. 5. Other Businesses These firms primarily provide income from interest and profits from joint ventures.

1.3.3 Royal Mail Post - Past

Originally, the government-owned General Post Office (GPO) contained Royal Mail postal services. Royal Mail was represented by the General Postmaster at GPO. It was legally privatized in 1969. In 2001, due to expansion of operations, Consignia Plc was made responsible for several tasks. In 2007, the aged post office was disintegrated and suspended. It renamed Consignia Holdings Plc and then again to Royal Mail Holdings Plc (Royal Mail Group, 2010). It has extensive historical significance; it was born in 1516 as Henry VIII ascertained the "Master of the Posts". This rank gradually developed into that of the General Postmaster. Nevertheless, its business setup was inaugurated by Charles I on 31 July 1635. At the time,

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the recipient of mail was obliged to pay the postage fee. However, a monopoly was created in postal services in 1653 when Johan Manley was entrusted with foreign and local mail by the parliment. Johan Thurloe, Secretary of State became the next person to control postal services later in 1655. Later, Commonwealth witnessed the creation of Post Office monopoly in 1657. In 1660, at some point in the Civil War, Charles II officially established General Post Office at the restoration of monarchy (Royal Mail Group, 2010). Soon after, a postmaster Ralph Allen assumed responsibility for the expansion of the British postal network. This was achieved by contracting with other post offices. The mail coaches of Wilson & Company and Williams & Company was also organized by him. In December 1839, major reformation was initiated by the revision of Uniform Penny Post postage rates. In 1840, universal rates of delivery were identified and were prepaid by the correspondent. Other innovations included prepaid designer stationery like letter sheets and envelopes. United Kingdoms stamps were the first which did not incorporate the country name. In 1969, the General Post Office (GPO) transformed into public corporation,

eliminating the title of General Postmaster. In 2000, it was renamed 'Consignia Plc which rose unease within organization as well as in the public (BBC, 2005). Consequently, in 2002, it was renamed 'Royal Mail Group Plc, consisting of the business divisions: Royal Mail for delivering letters, Parcelforce and General Logistics System for distributing packages, and Post Office Limited for supervising the nation-wide network of post offices and retail outlets. Royal Mail has legal ownership of its logo in a shade of the color red. In 2001, a postal regulator by the name of Postcomm was launched to provide and validate delivery licenses to private firms. Consumer Council for Postal Services was formed in 2001 named Postwatch to voice out consumer apprehension regarding the

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services in the UK. In 2006, the 350-year monopolistic legacy of UK postal services was eradicated with the liberalization of this market segment (Telegraph, 2010).

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Chapter 2: Research Objectives

Objective 1: To determine job satisfaction level at Royal Mail Post Office in consideration with the factors of job motivation (acknowledgment, progression, accountability, job itself, and accomplishments). Objective 2: To determine job satisfaction level of Royal Mail Post employees in relation to the hygiene factors (operational circumstances, remuneration, management and

organizational policy, interpersonal associations, and executives). Objective 3: To discover the correlation in job satisfaction levels and job performance of Royal Mail Post employees. Objective 4: To establish the connection between job satisfaction factors and Royal Mails performance as an organization. Objective 5: To acknowledge the association of job dissatisfaction (operational circumstances, remuneration, management and organizational policy, interpersonal associations, and executives) and the organizational performance of Royal Mail Post Office.

Entire plan has been developed for achieving the said objectives.

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Chapter 3: Literature Review

The term Job satisfaction implies attainment of the employees expectations regarding her/his present job. A positive or negative response towards an employment is natural phenomenon for employees. The characteristics of job satisfaction are improved yield, lesser absences, better consumer contentment, better organizational citizenship conduct and fewer occurrences of office misconduct. Conversely in cases of low job satisfaction level, presence of diminished efficiency, customer discontent, weak organizational citizenship conduct and frequent occurrences of misconduct at office is observed. In other words, a positive correlation exists between job satisfaction and employee efficiency, consumer contentment, and organizational citizenship conduct but a negative relationship exists between job satisfaction and absences and misconduct in place of work. To conclude, most career-related decisions are based on the level of job satisfaction attained during employment. Other influencers on job satisfaction, as identified by researches may consist of workplace hostility, annoyance, technological usage, reason of work, type of management, emotional factors, and ambiguity regarding job roles resulting in excessive role conflicts. Working environment also imparts an influence on employees job satisfaction optimistically and pessimistically. Furthermore, job design or structure and numbers of responsibilities assigned also promotes or demotes job satisfaction; a perfect balance of

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workload on employee tends to promote job satisfaction and employee happiness (Bodur, 2002). Conflicts are often observed amid labor union personnel and the companys Human Resource (HR) department while identifying the lists of tasks assigned to any employee. Generally, it is believed that employees are attracted to relaxed jobs with minimum workload and slow goals for achieving; however, often this category of employees is not satisfied with their job in reality. Job specification and job description, when defined with the collaboration of employees and adequately loaded with responsibilities, is noted to promote better employee performance and satisfaction. If excessive responsibilities are assigned to an employee, it is likely to create stress and if the employee is not assigned sufficient tasks, the employee is likely to become bored and uninterested (Saari & Timothy, 2004). Internal emotions influence the workforce when evaluating the returns they receive from their organization and the investment they make in the form of their jobs. It is believed if an employee senses that they make more efforts in comparison to the remuneration they receive, they become prone to job dissatisfaction. Conversely, when and if the employees perceive more gains (in the form of remuneration or compensation) as compared to their input in the organization (job performance), they are likely to be inclined towards job satisfaction and hence become delighted and happy at the workplace (Togia et al, 2004). Moyes (2007) expresses that employees approval, unbiased administration, appropriate rewarding system, job satisfaction, nondiscriminatory behavior with all employees, and external work setting constitute the factors affecting job satisfaction. Furthermore, it is stated that the employees resolution to remain with the existing employment and/or occupation influences job satisfaction. The motivating features leading to
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job satisfaction has been identified as accomplishment, acknowledgment, job, progression and accountability (Scott, 2000). Alternately, it has been established that hygiene factors including administration, their policies, earnings, interpersonal associations and external working circumstances may lead to job dissatisfaction. Ayranci (2011) asserts that job satisfaction is influenced by each characteristic of the employment, such as compensation, managers, colleagues, work settings and other features inside the organization. These features may or may not induce job satisfaction. Another perspective elaborates job satisfaction to be influenced by responsibilities burden and stress, variety of tasks assigned, uncertainty in job responsibilities and resulting conflicts, maturity, sex, perceived source of command, and selfworth (Groot & Brink, 1999 and Koustelios, 2001). Tsigilis et al. (2006), and Kazemsadeh & Bashiri (2005) unanimously agreed on ten factors affecting an individuals job satisfaction level. These factors comprise of relationships among administration and workforce, the employee correspondence with fellows, employees inspiration to achieve, educational standing, remuneration, amenities available for personal well-being of employees, their dedication towards jobs, appraisals and potential career advancement, deliverance of responsibilities, and procedures of the business. Job satisfaction is also allegedly influenced by maturity, nature and composition of employment, sexual category, level of education, working circumstances, site of organization, peers, time served to the job and pay received (Bodur, 2002). Kuo et al. (2010) maintained that work structure and employee autonomy encourage organizational loyalty and commitment towards job. Jun et al. (2006) illustrated the connection between organizational loyalty and TQM practices. They further elaborated their research and stated the relatedness of upper managements dedication, TQM and efficient Human Resource practices, and workforce satisfaction and

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consequently loyalty towards the organization. Employee satisfaction can also be maximized by creating employee participation in organizational decision making (Teh et al, 2009). By this, employees are able to feel important and central to the organization and therefore work for the betterment and prosperity of the organization. Job characteristics, workplace setting, returns of performance and interpersonal associations are the variables affecting job satisfaction (Yand and Kassekert, 2009). Organizational procedures and their acceptance comprise the explanatory variables whereas conviction and apparent sense of safety on job are individual level variables. Job satisfaction is directly connected with the elements highlighted. However, the research doesnt end here. Several employees rate their seniors behaviors as an influencer just as few focus extensively on working environment available to them. Whereas the determinants of dissatisfaction are numerous, characteristics promoting employee satisfaction are relatively few. Threats to personal security are quite validly considered as a factor of job dissatisfaction. Motivation is related to improved performance/productivity and job satisfaction. (Groot & Brink, 1999). Selection and implementation of management style in an organization is related to job satisfaction similar to the role clarity of employees, medical advantages provided, safety on site, interpersonal associations and the degree of participative decision making in organizational resolutions (Dogan, 2009). Further research has reinforced the role of personal health and related amenities, machinery, input and other equipments in job satisfaction (Saari & Timothy, 2004). Increasing involvement of employees in organization and autonomy with regards to their tasks upholds the level of job satisfaction. However, employee responses to these stimuli may not be same for all.

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A study revealed that the probability of male dissatisfaction in managerial capacity is larger than the probability of female dissatisfaction in a parallel position, quite similar to the higher probability of rural employee dissatisfaction in contrast with urban employees (Groot & Brink, 1999). Factors positively affecting satisfaction were found to be ethical principles and their implementation whereas social grade, salaries, allowances, guidelines and traditions were negatively linked with satisfaction. Greater satisfaction of female employees is due to peers, innovations, growth and favorable workplace situations. Social grade, power and accountability are also favorable elements for females. According to Togia et al. (2004), the thoughts and feelings of employees regarding their organization develops from their sense of job satisfaction. Job satisfaction is precisely the indicator of employee expectations and their attainment. Positivity and loyalty are believed to stem from job satisfaction as well. If an employee feels satisfied with her/his job, s/he is less likely to switch and instead strive for organizational success (Tuzun, 2009). If employees perceive fairness in organizations dealings, they feel comfortable being a part of it. Consequently, they are able to focus more on their jobs and be more productive for their business. Thus managers should focus on their employees satisfaction in order to improve organizational yield (Saari & Timothy, 2004). Therefore job satisfaction promulgates employee retention and organizational loyalty. A survey conducted earlier aimed to investigate the interrelatedness of environment and demographics factors with job satisfaction. The results illustrated environment factors to be stronger indicators of job satisfaction (Dogan, 2009). Appropriate remuneration and additional monetary and non-monetary incentives have proven to be beneficial for employees job satisfaction. Both intrinsic and extrinsic incentives are considered as

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motivators. The abstract nature of satisfaction encompasses innumerable factors which affect the employees directly or not. Nevertheless, satisfaction is indisputably linked with improved performance and yield. A study was initiated to investigate the impact of substandard work setting and relative wages on employees satisfaction (Goris, 2007). The employees themselves enthusiastically participated in the study which revealed that remuneration is directly linked with satisfaction on job and the importance of working conditions thereof. Compensatory rewards in lieu of poor work setting tend to diminish its existence; hence their part is relatively minor. Some workers can work overtime and earn more in order to attain job satisfaction. Nevertheless, appropriate remuneration is essential for job satisfaction (Tuzun, 2009). Conversely, poor work setting may also diminish the value of remuneration and consequently job satisfaction. Thus differences exist in wages and returns of employees. Mannings views further reinforce this theory as he elaborates the differences in each employees capacities in a work setting. Rapid switching is observed in open labor markets whereas the presence of contractual binding hinders this (Saari & Timothy, 2004). In general, job switching is a time-consuming and tedious chore. Nevertheless, non-competitive environment tends to demoralize laborers and thus lead them towards lower job satisfaction. In another study, ones perceived source of command and dedication to organizational goals tend to influence job stress (Sui & Cooper, 1998). In other words, an individuals locus of control and organizational commitment are two determinants of job satisfaction. However, importantly, employee tenure and commitment are not synonymous. On the other hand, organizational culture has recently risen to limelight in contrast with human resource
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management (Tuzun, 2009). Cultural influences also impact job satisfaction level of employees. It is generally evaluated by employees satisfaction. Two further factors of investigation include interpersonal associations between employees and their analysis of job equivalence (Goris, 2007). Effective interpersonal communication improves job satisfaction and low communication abilities decrease job satisfaction and employee performance. Inappropriate and unnecessary secrecy on behalf of management can induce dissatisfaction in employees. Conversely, better communication links will help resolve misunderstandings and negative emotions in employees. It is natural for employees to build good communication terms with upper management, and it is also beneficial for employee satisfaction as they do not feel restraints in contacting the top management. Thus they are able to participate and contribute more towards the organization (Groot & Brink, 1999). Professionals attempt to maximize employee satisfaction in the face of challenges (Altz, 2010). Fringe benefits, or additional benefits supplied by the organization positively impact the job satisfaction level and vice versa. However, the contrary is also possible. It is also likely to incorporate the fringe benefits in employee remuneration, thus rendering it unnecessary to be provided elsewhere (Sui & Cooper, 1998). Previously, fringe benefits were not provided, thus imparting no effects on job satisfaction. In addition with salary, several other factors of similar nature like fringe benefits, and extrinsic and intrinsic incentives play a part in job satisfaction level. Acknowledgement and reward system also impacts the satisfaction of employees. Theoretically, reward system plays a central role in job satisfaction. However, literature and

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research conflicts with this theory by placing more emphasis on organizational ethnicity, job sketch and working setting in relation to job satisfaction (Tuzun, 2009). More recent hypothesis encompasses several other personal and non-personal factors as determinants of job satisfaction. Personal factors like home environment can also impact employees job performance and delivery despite sincere dedication to work. Domestic problems tend to occupy more thinking space of a disturbed individuals mind, disallowing her/him to focus on work. Thus this hypothesis takes into account diverse factors affecting job satisfaction (Moyes, 2007). Job satisfaction driven from fringe benefits can be evaluated from three analyses: mutual agreement regarding fringe benefits between receiver and giver, demographically curtailed fringe benefits provision and to quantify the job satisfaction achieved by the employees (Yand & Kassekert, 2009). Importance of demographically curtailed fringe benefits may not be the same for all. Employee expectation and retrieval of fringe benefits is not directly linked with job satisfaction. Goris (2007) states employees job satisfaction is indicated by the following characteristics. An employee will readily serve time for the organization, work sincerely with their responsibilities and also promote across department betterment, possess professionalism with the horizontal and vertical lines of organizational hierarchy and participate actively in organizations decision making. Some of these characteristics are qualitative whereas some are quantitative in nature. Some determinants of job satisfaction impact employee performance and consequently organizational success more drastically whereas some dont (Kazemsadeh & Bashiri, 2005). Organizational culture may influence job satisfaction on personal level. Bureaucratic styles of management may demote job satisfaction. Each
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individual is unique with regards to her/his attitude and mannerisms. The attitudes and mannerisms may have basis in cultures and subcultures. Organizational and social cultures can improve job satisfaction if the employees are able to blend in well. As it is, satisfied employees are known to be productive members of the organization. The findings of Groot and Brink (1999) can be summarized as follows: first, job satisfaction impacts the employees of the organization by moderating the stressful natures of the job. Second, job characteristics and job satisfaction may not necessarily be equal to job consideration. Third, disparity is observed in responses of employees regarding job satisfaction with experience under a supervisor and with experiences under multiple supervisors in the same organization. Fourth, wages and education are directly proportional to job satisfaction. Fifth, skills and education are two scales for determining an employees remuneration. Even though employees prefer being compensated according to their education as compared to skills, the management often has to strike a balance between both scales (Kazemsadeh & Bashiri, 2005). Excessive pressure of work and stress may influence organizational commitment. Stressful targets are comparatively easier to achieve by employees if they feel equitably compensated for it and are able to concentrate on the job. A relationship is observed between job satisfaction and organizational commitment and identification (Tuzun, 2009). Positive job satisfaction precedes and improves organizational commitment (Moyes 2007). Also, organizational identification impacts job satisfaction positively. Age of employees also reflects their job satisfaction level; elder employees tend to be more satisfied than new inductees and youth. Job satisfaction is also affected by national culture and job aspects (Goris, 2007). Job satisfaction relates positively with national culture and dedication, and negatively with
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several other different aspects. Promotion of national cultural values improves job satisfaction level in the cases of multinational companies, even though often the importance of national cultural effect is undermined. A novel analysis of job satisfaction reveals ones likelihood or hesitance to switch over from present employment (Garboua, 2001). In this analysis, the employees response to external opportunities is observed. By using a simple test of wealth maximization, one is able to reliably predict the employees inclination towards quitting and hence authenticate this theory. According to the study, simple subjective questions can be ample indicators of job and its characteristics. According to Chandraiah, Abrawal, Marimuthu and Manoharan (2007), ambiguity regarding responsibilities and role conflicts demote job satisfaction and also diminish the value of extrinsic and intrinsic rewards. Often intrinsic rewards are beneficial for organizational progress. Several researches point towards common results: low levels of job satisfaction comes from confusions regarding responsibilities, excessive burdening of work load, low employee involvement, powerlessness and low social grades. The contrary holds true for satisfied employees (Yand & Kassekert, 2009). Age seems to be an undeniable influence in job satisfaction or dissatisfaction. According to Jain, Jaben and Mishras (2009) hypothesis, no variation in the level of job satisfaction level attained is observed when considering managers or engineers despite the immense difference in the nature of these jobs. Often, managerial positions are observed to maintain high levels of job satisfaction due to control and authority attributed with it. For engineers, it has been observed that managerial stress proves to be dissatisfying for them. A further observation with relation to age was made whereby older professionals from both
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fields tend to attain same level of satisfaction as the youth. Occupational stress also links with job satisfaction inversely; more stress leads to low satisfaction and vice versa (Yand & Kassekert, 2009). This observation holds equally true for both professions. The effects of organizational climate were surveyed, which showed that higher organizational climate was attributed with more job satisfaction as compared to those on lower climate. It can also be stated likewise; if an employee perceives to experience high organizational climate, s/he tends to be more satisfied with the job. The converse also holds true. Similarly, engineers belonging to higher organizational climate displayed more satisfaction with their jobs as compared to those who belonged to the lower organizational climate (Kazemsadeh & Bashiri, 2005). Dogan (2009) observed a variation in job satisfaction level against income with respect to difference in professions. High salaried managers were more satisfied with their jobs as compared to low salaried individuals. On the other hand, high salaried engineers showed no major difference in job satisfaction attained as compared to low salaried individuals. The underlying reason for this positive correlation is that generally, monetary incentives and bonuses tend to increase the job satisfaction and performance of employees. A positive correlation exists between job satisfaction and compensation, inclusion, belief, recognition, job security and appraisals (Lime, 2008). Technological advancement and upgrade tends to promote organizations productivity. Appraisals are an integral part of job satisfaction. Though in general context, same responses are not received from every employee. Personal and organizational inclination and priorities tend to vary (Moyes, 2007). Some employees are more concerned with monetary incentives than other factors of job satisfaction. Due to the difference of preferences, organizational facilities are not received by
30

every employee with the same emotion. Every organization needs to invest time and money in their employees to find out their preferences regarding cultural factors and personal preferences so that their betterment can be achieved. It is more effective to consult the employees regarding their satisfaction rather than enforcing ones own assumptions (Tsigilis et al, 2006). All employees have unique characteristics with less probability of common grounds. Thus most critics have divided managerial focus in three ways. Firstly, employees on the same horizontal organization level tend to possess same satisfaction whereas the converse is true for vertical organizational level change. Secondly, middle level managers and employees are far-sighted, that is, they focus more on future benefits and overlook the present benefits they receive. Thirdly, the converse is true for frontline managers they are more concerned with present incentives and bonuses and are prone to ignore the future perspectives of the organization. Leadership is not regarded by them (Tsigilis et al, 2006). Further, upper management employees showed more regard for job immunity, work setting and all other factors affecting job satisfaction, with a few showing increased inclination and regard for organizational culture (Kazemsadeh & Bashiri, 2005). Different organizations possess diverse contingency plans for their employees job satisfaction at all hierarchical levels. Thus they can identify the employee needs and deliver when they can. Employee performance and satisfaction can also be determined through the organizations brilliance regarding appraisals (Goris, 2007). Employees with high EQ also tend to be more satisfied with their jobs as compared to those with low EQ. The employees ability to perceive and emotionally influence others promotes their leadership skills and satisfaction.

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Upper management has more power and responsibilities with regards to other employees and thus tends to enjoy their authority and posses higher job satisfaction (Green, 2000). Chairmanship is observed to be more satisfying than other managerial positions. The underlying reasons are the provision of fringe advantages and social services to chairmen whereas other staff is usually governed by regulations and given smaller incentive plans by the organizations. Chairmanship is generally obtained after completing a specified tenure at an organization, and thus tends to be more satisfying. Satisfaction is also driven from their comparative analysis of benefits they receive and benefits others get. They are also aware of the fact that in the labor market, they cannot strike such a deal. A critic has pointed out six factors affecting job satisfaction of proprietor as well as workforce: (Ayranci, 2011) the nature and responsibilities of the job, the compensation and bonuses received, good interpersonal associations with other employees, organizational image in the market, emotional intervention of employees during goals achievement, and inclusion of employees in organizational decision making process. All these and several old and new theories play an important role in determining the roles of the human resource department. Also, all employees are not affected by these factors in a similar manner and at times, their preferences also vary. In general, employees intend to play their role in the betterment of the organizational image by imparting their thoughts and ideas. Awareness about the importance and delivery of their job roles promotes job satisfaction. Therefore the hypothesis holds true, elder or long tenured employees are more satisfied as they are fully aware about their jobs (Tuzun, 2009). Personal and team spirit of employees also promote job satisfaction, inclusive of headship and companionship. Job satisfaction is positively correlated with dedication in group works.

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Personal or individual attributes of employees play a part in their job delivery, and may also clash with it (Skibba, 2002). Job satisfaction and job characteristics are positively linked. Several job positions require certain specific personality features and traits; a perfect match results in both high performance and greater job satisfaction as the employee feels comfortable in the job. Better performance contributes towards organizational betterment and the employees are able to achieve more financial and non-financial rewards thereafter. It was initially believed that financial benefits are sole governors of job satisfaction; however, its importance was ultimately reduced to a portion after due research (Tuzun, 2009). Control spans and structures also impact job satisfaction. Some researchers observed that certain employees pay more attention to respect and honor, and that the financial incentives were second on their priority. They may compromise on monetary benefits but not on their prestige and honor. Thus it was illustrated that job satisfaction is not centrally connected with monetary returns. Work setting and stylistics also depict no impact on job satisfaction in manufacturing companies. Organizational amenities and atmosphere do have an effect on job satisfaction of employees. Each employees recipe for attainting job satisfaction if different and unique some may prefer monetary returns, others may not, and same holds true for all other factors. Thus organizations are required to cater to all the relevant factors to achieve employees job satisfaction. Career growth and development, and high employee autonomy are both promoters of jab satisfaction (Tsigilis et al, 2006). Furthermore, employee retention and job satisfaction are both linked with organizational loyalty. An improvement in any of the above factors will immediately reveal a positive change in employees and organizations performance. Job redesign in collaboration with employees also aids job satisfaction. As mentioned above,

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middle level managers in the entire hierarchy are farsighted; they tend to worry and focus on future opportunities and are fueled by organizational loyalty. Organizations need to cater to their minute and specific demands in order to unleash their full potential. They achieve greater job satisfaction by achieving appraisals and career growth. They are also fortunate enough to have the chance of promotion in designations within their organizations. Saari and Timothys (2004) study shows that the futuristic view of employees is due to their intention to remain in an organization and to obtain job satisfaction. Often organizations evaluate their employees way of thinking and behaviors towards the factors of job satisfaction to introduce an improved rewarding system to support and motivate the employees. Professional associations and interactions with seniors and peers also promote job satisfaction. Generally, employees wish to be able to communicate with superiors about their concerns and ideas in a friendly manner, and also to obtain intrinsic motivational rewards from them. Such employees are more satisfied with their work setting. Employees relationship with their job is a mirror reflection of her/his relationship with superiors and juniors. Satisfied individuals tend to show concern about their job performance and organization. Also, satisfied and happy employees tend to show more support for their seniors, and complete their jobs well. In return, employees expect to receive appreciation and acknowledgement for their performance and rewards. Acknowledgement and appreciation for tasks performed tends to promote job satisfaction in employees (Tsigilis et al, 2006).

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Chapter 4: Research Methodology

4.1 Research Ideology

Research can be conducted using several ideologies like positivism, realism and interpretism. To fulfill the purpose of conducting this research, interpretism ideology has been used as it is the handiest tool for completing case study analyses. In interpretism, the results are deduced from assumptions and not based on real information. Assumptions help in substantiating and explaining the theories and models of research (Perry, 1998). This holds exceptionally true for my research on Royal Mail Group Plc.

4.2 Research Tactic

To authenticate this research substantially, two tactics have been used qualitative or abstract analysis and quantitative or numbered analysis. The responses were obtained from a large population of employees working at Royal Mail Post. The underlying reason was to identify the employee opinions and point of view. Qualitative research analysis helps in explaining the individual and group behaviors of employees (Cavusgil & Das, 1997). For collecting data in order to conduct quantitative analysis, a questionnaire survey was prepared with the help of previously available literatures. Deductions were made from the analysis done on the data collected. Personal interviews were also conducted with the employees for collecting qualitative data and analyze it. Due to the small number of employees entertained
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for this research, older studies and current research were amalgamated to reach appropriate all-encompassing results.

4.3 Research Scheme

There are several schemes and research strategies available to conduct such studies. First is the investigational research scheme whereby the hypothesized factors are controlled and deductions are made through cause and effect analysis. Such schemes are usually carried out in laboratories. Second is the survey scheme whereby the attitudes and viewpoints of research sample are quantified. Third is conducting the case study, whereby the actual problem is identified as appropriately and closely as possible, and the relevant solutions are discussed and shortlisted afterwards. Fourth is the grounded scheme whereby earlier researches are used as a base for formulating and conducting further studies. Further schemes include ethnography and action research (Yeo, 2002). All these schemes are useful in conducting research. However, to fulfill the purpose of this dissertation, case study analysis has been used. To achieve the motive of this dissertation, the problems faced by Royal Mail were identified as precisely as possible, the underlying causes of these problems were subsequently registered, the background setting of the problems are also taken into account in order to reach a solution. This scheme has proved to be most appropriate for this dissertation based on the employees of Royal Mail Post. The second purpose of this study was to identify those job satisfaction related factors affecting employees in reality.

4.4 Research Procedure

In order to devise generalized results which can be conveniently applied on all employees, the sample consisted of representatives from the entire organization including

36

several middle and upper level management employees from different divisions. The data collection process was completed by obtaining filled questionnaires from employees, conducting partly structured interview sessions with the employees and also through keen personal observations. This dissertation intends to suggest and analyze the organizations status in reality. Stylistics of conducting interviews vary, each style possessing its own strengths and weaknesses and a unique way of extracting relevant information from the interviewees (Perry, 1998). The style of conducting formal interviews was adopted for obtaining information except that special efforts were made to keep the employees relaxed and at ease during the interview sessions. Questions related to the job, salaries and financial benefits and job satisfaction were asked and answers noted. The questions were deliberately kept open ended so that the employees were free to respond without confinements of given options.

4.5 Interviews
The preliminaries of this study were completed before formal initiation including informing the upper management about the idea of this research and the requirements to fulfill its purpose. A mail was sent to the management providing them with the details of this proposal. Such intimation is deemed necessary so that the organization and its employees are prepared for the subsequent research related activities (Alexander & Doherty, 2010). Following their positive response, dates were fixed for conducting all relevant activities including survey and interviews. The interview questions specially took care about not including any personal or uncomfortable questions which the employees would not be willing to answer. Also, interviews were recorded only after the permission of the employee was obtained.
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4.6 Collection of Primary and Secondary Data

Open ended questions and their responses are known to be better and more effective in obtaining relevant information, as they are not restricted to answer from within the given choices. When interviewees are free to answer the questions according to their perspectives, more and authenticate information is received (Alexander & Doherty, 2010). As with all other techniques, this style has its own strengths and weaknesses. Executives were also interviewed and their responses were noted. In order to cover major portion of the entire workforce, survey was also conducted through questionnaire. The employees filled the questionnaire in their idle times. All organizational divisions and teams were requested to contribute in this study. The data collected included different perspectives of all employees and focused on several dimensions which helped in doing further studies.

4.7 Sampling
The sample size selected for conducting this research was small consisting of randomly selected employees. Some criterion were selected for making employees eligible for this research, such as only those employees were included in the study which had at least one year work experience in Royal Mail Post. This criterion was implemented on all employees participating in this research from all divisions and short listing was done thereafter. In other words, convenience sampling methodology was applied to select the sample for this research and a medium sized sample was obtained. Line managers from every division were specifically included in the study. Employees from varied cultural and demographical backgrounds constituted the sample (n=109).

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4.8 Time Line

A timeline was decided which decided when and how the specific stages of this dissertation and research were to be conducted and completed. There are two strategies of timelines in theory: Cross-sectional and longitudinal methodologies. In longitudinal methodology, everything is planned and carried out in the given time period (Cavusgil & Das, 1997). In cross-sectional methodology, the research is conducted once only. For this dissertation, cross-sectional methodology was implemented as the Royal Mail Post employees were not to be put through such ordeal for more than once. The aim was to identify the factors and their influence on job satisfaction of employees over a period of minimum one year. A number of variables were taken into account during this research. Cross-sectional methodology has proved to be most efficient in such case studies.

4.9 Shortfalls of this Study

As with every other research, time constraints greatly affect all study work, including other external factors which are not remotely under the control of the interviewer. These factors may arise during the interactional sessions which may hinder the acquisition of appropriate reactions as the employee may not contemplate the question or the options correctly (Lehaney & Vinten, 1994). Biased behavior of the interviewee may also negatively impact the research findings. Biased responses regarding questions, or worse, answering questions out of context will disallow authenticity in the findings. Also, as an integral part of qualitative studies, there are no formulae for measuring or analyzing the responses which implies researches are usually based on assumptions and may not necessarily reflect genuine data.

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4.10 Involvement of Ethics

Ethics were kept at the center of the interview sessions and questionnaires employee privacy response confidentiality was wholly honored to the best capacity. All personal information retrieved was kept secret and not publicized. The participants of this research were convinced rather than forced to indulge in it in order to respect their rights and honor. Time frame was especially respected during the interview sessions and special care was taken to make sure all relevant questions were asked in the same session so repeated interviewing with the same employee was avoided (Lehaney & Vinten, 1994). Repeated interviewing is known to disrupt the answers and focus of employees. The information collected was utilized in strict accordance with the guidelines that the interviewees had conformed to. Biased or wrongful analysis of the study material was avoided as it is utterly unethical.

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Chapter 5: Case Study Analysis in the light of Royal Mail Post

Royal Mail Post showed immense curiosity in finding out the level of Job Satisfaction prevailing in their organization. Several methodologies are already implemented in Royal Mail Post Office to induce job satisfaction in employees. However, few of these factors or features have been implemented adequately in order to promote job satisfaction and performance.

Culture: The employees generally prefer friendly environments where communication can
be created with other employees on the same level and also with the upper level managers. Seeing this, Royal Mail has provided its employees with a flexible cultural system whereby informal or friendly gatherings can be conducted with ease just as employees are free to indulge in friendly relationships with each other. The environment at Royal Mail Post Office is also maintained peaceful and less stressful so the employees do not feel overburdened. Interdepartmental communications and visits are not restricted therefore the employees are free to socialize. Freedom of speech and thought is rigidly practiced so that interdepartmental exchange of thoughts and ideas is allowed. Such flexibility is rated as highly satisfying factor at Royal Mail Post Office. Multicultural and dynamic value system prevails at the organization. This value system especially incorporates variety of values so that conflicts can

41

be avoided and workers are able to work in peace. However, this flexibility is also abused by some employees to create and manage rebellion against upper management.

Reward System: Theoretically, the reward system and job satisfaction are integrally
linked. Overtime work and better performance by employees demand monetary or nonmonetary rewards and recognition. At Royal Mail Post Office, better and longer work times are appreciated and promoted so that the employees can be involved in organizational betterment as well. Also, unfavorable employee behavior can also be rewarded with penalization and decreasing the organizational level of the employee. Due to the sensitive nature of its services, timely delivery of completed tasks is considered integral to the organization. Hence timely delivery of services is encouraged and those employees unable to meet deadlines are punished through demotion.

Compensation: All organizations have different systems of determining an employees

suitable pay. On the other hand, employees always try to maximize their earnings and other amenities they receive in exchange for their services. Controversy is observed regarding this specific topic: due to the declining business, Royal Mail is inclined towards cost-cutting procedures to sustain, and hence does not favor more payments. Also, the compensation system of Royal Mail Post Office does not cater to the needs of the employees appropriately. On the other hand, the pay packages of employees have been increased after a complete analysis of employee performances.

Training System: Royal Mail Post Office has a dedicated training department. Novel
methodologies have been employed to improve training procedures and to increase their efficiency. Their training system aims to achieve two main objectives: to provide the fresh

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recruits with relevant experiences of their jobs and tasks which they will be assigned and to develop their individual skills in relation to their jobs like multi-tasking, headship skills, companionship skills, decision-making skills etc. The first objective mentioned has a direct relationship with organizational performance as when the employees are aware about their jobs and tasks, they will be able to perform better and also promote organizational success. The second objective is more complimentary with the first. Royal Mail Post Office has a well-defined and specialized recruiting system focusing on the following major ideologies: hiring of highly competent and specialized labor, instilling organizational commitment and practicing employee retention of trained labor. The employees at Royal Mail are given job immunity, which gives them the freedom to involve in organizational decisions and also to convey their ideas and thoughts to the organization. Royal Mail holds rights to terminate any employee contract as they may deem necessary. However, it is ensured that the employees do not feel threatened by this organizational right.

Working Environment: A healthy and fine work environment is provided to the

employee of Royal Mail. The administration of Royal Mail is ever ready to help and support the employees of Royal Mail. All resources are made available to the employees as they may require. Also, employees are also expected and instructed to play their part in the achievement of organizational goals. Ease for clients have also been created whereby they can easily access and oversee the organizational functions. With advanced technology adoption, most of Royal Mail services can be tracked online, enabling the evaluation of the delivery staff and all coordinated divisions of the organization. Technological change has generally impacted the employees positively although rebellion against this advancement has also been observed.
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Communication: Sharing of novel ideas is heartily welcomed at Royal Mail which has
impacted the organizations performance positively. Every employee is given a say in contributing towards organizational goals. Adoption of changes is also brought about through employee support. Employees satisfaction is also driven from witnessing the implementation of their proposals. Acknowledgement and recognition have been deemed important for employee satisfaction. This appreciation stems from upper management and recognizes the employees for their performance and contribution in organizational goals.

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Chapter 6: Analysis, Findings and Relevant Discussions

6.1 Analysis
Following primary and secondary data collection, work was initiated regarding converting the data into measurable and analyzable form. For conducting the analysis of this research, quantitative methodology was employed whereby each variable is quantified according to popularity and employee response. Further analysis was done with the help of phenomenological approach which effectively defines the quantified variables.

Phenomenological approach is known to be useful in identifying and elaborating personal and team behaviorisms (Yeo, 2002). Phenomenological methodology evaluates the effectiveness of job satisfaction promotion strategies used by Royal Mail by contrasting the before time period and after its enactment time period. This analysis of incorporates Risk Analysis. Statistical instruments were especially beneficial in collecting primary and secondary data from the sources. Primary data was evaluated through the use of software whereas previous studies and investigations enabled the evaluation of secondary data obtained from the sources. Authenticity was also checked for the data collected. Only after authenticity was ascertained were the employee behaviors and responses to different stimuli were observed. Likert scale ranging from 1 to 5 was employed to obtain employees views. This research was

45

practically based on identifying the level of job satisfaction prevalent in the employees of Royal Mail Post Office.

6.2 Findings Table: 1.

Variables Gender

Demographic Characteristics of Respondents.

Characteristics Male Female N 73 36 64 45 39 70 55 54 29 33 28 19 34 75 Percentage (%) 67% 33% 59% 41% 36% 64% 50% 50% 27% 30% 26% 17% 31% 69%

Age

<40 >40

Marital Status

Single Married

Duration of Service

Long Service Short Service

Level of Education

In Service Training Certificate Diploma Degree

Job Title

Admin and Supporting Delivery and other staff

The employment procedures of Royal Mail Post Office show no existence of gender discriminatory practices, as is evident in the presence of both genders in the sample size. A

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total of 109 employees were made a part of this research. 73 males and 36 are females participated in this research activity. 64 employees belonged to the youth category with ages between 18 and 40 years, whereas the rest of the 45 employees were aged beyond 40 years. In the sample, 39 participants were single whereas 70 were married. Also, regarding employee retention, Royal Mails workforce depicted 50% had spent more than 8 years in their respective positions at the organization in contrast with the remaining 50% which showed a tenure of less than 8 years. The observations regarding qualifications were interesting. Few upper management employees were graduates. 47 middle level employees possessed certifications or diplomas. Around 69% of the sample was involved with Royal Mails delivery processes whereas left over 31% constituted administration and supporting staff of Royal Mail.

Table: 2.

General Satisfaction Level.

Levels Strongly Agree Agree N 41 23 12 20 13 33 39 10 20 7 15 Percentage (%) 37.61% 21.10% 11.01% 18.35% 11.93% 30.28% 35.78% 9.17% 18.35% 6.42% 13.76%

Satisfaction Variables

Choice of career

Uncertain Disagree Strongly Disagree Strongly Agree Agree

Job advantages & disadvantages

Uncertain Disagree Strongly Disagree

Income

Strongly Agree

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Agree Uncertain Disagree Strongly Disagree Strongly Agree Agree Personal growth at work Uncertain Disagree Strongly Disagree Strongly Agree Agree Intention to change career Uncertain Disagree Strongly Disagree Strongly Agree Agree Work enjoyment Uncertain Disagree Strongly Disagree Strongly Agree Agree Overall job satisfaction Uncertain Disagree Strongly Disagree

12 6 40 36 15 28 15 25 27 21 22 14 25 27 46 35 11 13 4 33 35 14 21 6

11.01% 5.50% 36.70% 33.03% 13.76% 25.69% 13.76% 22.94% 24.77% 19.27% 20.18% 12.84% 22.94% 24.77% 42.20% 32.11% 10.09% 11.93% 3.67% 30.28% 32.11% 12.84% 19.27% 5.50%

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A major portion of Royal Mails workforce was convinced regarding the opportunities for career advancement and growth existent in the organization. This instilled satisfaction and employees dedication towards achieving organizational goals. Several employees regarded their affiliation with Royal Mail as pleasurable. Discontent was evident in employees regarding Royal Mails reward and compensation systems. Employees can foresee the survival and sustenance of Royal Mail as an organization. Job switching was scarce. Organizational culture and good work setting were regarded as major factors responsible for employees happiness and enjoyment at work. Majority displayed greater job satisfaction levels.

Table: 3.
Variables

Opportunity To Develop.
Strongly agree 38 35 16 15 48 44 53 49 19 17 39 36 Agree 25 23 38 35 33 30 39 36 30 28 37 34 Uncertain 7 6 21 19 9 8 6 6 19 17 10 9 Disagree 33 30 29 27 16 15 7 6 32 29 16 15 Strongly Disagree 6 6 5 5 3 3 4 4 9 8 7 6

Opportunity to develop Percentage (%) Work variation Percentage (%) Work challenge Percentage (%) Work frustration Percentage (%) Lack of stimulation Percentage (%) Expectation at work Percentage (%)

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Total Percentage (%)

33

31

11

20

Royal Mail employees perceive ample opportunities for career advancement and growth in the postal industry, better than most other industries. Less work variation was observed implying repeated performances of tasks. Specialized labor was also observed. For the new recruits, working at Royal Mail poses certain challenges and problems but with due time spent at the organization and the training provided, employees tend to settle in rapidly. Frustration with regards to repeated performances was also observed. Job repetition and no job variety were observed, being the reason of frustrations in employees. Around 25% of the employees showed dissatisfaction with their employment and jobs.

Table: 4.

Level of Responsibility
Levels Strongly Agree Agree N 37 40 12 14 6 27 30 11 27 14 36 Percentage (%) 33.9% 36.7% 11.0% 12.8% 5.5% 24.8% 27.5% 10.1% 24.8% 12.8% 33.0%

Level of Responsibility Variables

Status in the community

Uncertain Disagree Strongly Disagree Strongly Agree Agree

Recognition for task well done

Uncertain Disagree Strongly Disagree

Great responsibility

Strongly Agree

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Agree Uncertain Disagree Strongly Disagree

46 12 14 1

42.2% 11.0% 12.8% 0.9%

The status of Royal Mail in the society was rated as good by a majority of employees, implying that the organizational image was also appreciable in most publics eyes. A minor 20% of the employees disagreed with this observation, claiming that the image and status of Royal Mail was not satisfactory to them. Royal Mail convincingly acknowledges its employees on accounts of better performance. Also, the experience and specialization of employees was also regarded as high though some did disagree with this observation. Employees are aware about the importance and significance of their jobs and hence are aware of its responsibilities and pressures with concern to the clients. A minor 15% disapproval regarding this observation was noticed, mainly from those not in direct contacts with the clients.

Table: 5.

Staff Relations
Levels Strongly Agree Agree n 55 39 10 4 1 32 Percentage (%) 50.5 35.8 9.2 3.7 0.9 29.4

Satisfaction Variables

Working relationship

Uncertain Disagree Strongly Disagree

Co-operation between staff & Strongly Agree

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management

Agree Uncertain Disagree Strongly Disagree Strongly Agree Agree

32 15 21 9 25 36 17 24 7 24 27 25 23 10 18 29 17 30 15 37 33 17 15 7 29 18

29.4 13.8 19.3 8.3 22.9 33.0 15.6 22.0 6.4 22.0 24.8 22.9 21.1 9.2 16.5 26.6 15.6 27.5 13.8 33.9 30.3 15.6 13.8 6.4 26.6 16.5

Channel of communication

Uncertain Disagree Strongly Disagree Strongly Agree Agree

Managers concern about staff Uncertain wellbeing Disagree Strongly Disagree Strongly Agree Agree Staff involvement in decision Uncertain making Disagree Strongly Disagree Strongly Agree Agree Colleagues support Uncertain Disagree Strongly Disagree Management style Strongly Agree Agree

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Uncertain Disagree Strongly Disagree

18 24 20

16.5 22.0 18.3

The flexible culture at Royal Mail (mentioned earlier) promotes employee interactions within and across departments and hierarchical levels. Employees are capable of working independently yet they feel no hesitation in communicating across hierarchical levels. They are able to communicate with the upper management freely and also indulge in discussions with them regarding the organization. Employees maintain friendly relationships in the organization without being envious or jealous of others achievements. The upper management of Royal Mail is especially skilled in managing the clients, resources and employees all three of them and very efficiently too.

Table: 6.

Level of Job Satisfaction

N 7 11 33 27 31 109 Percentage 6.4 10.1 30.3 24.8 28.4 100

Level of satisfaction Highly dissatisfied Not satisfied Fairly satisfied Moderately satisfied Highly satisfied Total

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This table of results substantiates the existence of adequate job satisfaction at Royal Mail Post with regards to environmental features and job-related features. Remuneration and bonuses schemes are not satisfying for the employees and some employees show extreme disapproval for the current reward and benefit system. The rest of the factors investigated show average or above average satisfaction results, which encourages the employees to ponder about the organizations well-being. The organizational culture and work setting has been graded exceptionally good. Also, it is easy for recruits to settle in this organization due to the friendly environment. Nevertheless, 16% minority displayed extreme annoyance and discontent regarding every feature related to job satisfaction.

6.3 Discussion
The following discussions can be made and initiated to increase job satisfaction of employees, following the research results and its findings. The research methodology incorporated literature review whereby previous researched were used to form the basis for this study, industrial background and review in order to identify the organizations present standing and an elaborate case study analysis of Royal Mail Post. These discussions will also enable management and labor unions to survive in harmony. Production of Dynamic Workforce: Competitor information should be considered as it is a useful tool of retaining competitiveness in an organization. For Royal Mail, competitor information will enable this organization to devise and assign a more appropriate consumer price for delivering a mail package. To achieve maximum efficiency and yield, it is important to train and organize an appropriate workforce and to motivate them to contribute towards

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organizational goals. Competitor information is also a mirror image for identifying the organizations own market share. Total Quality Management and Standardization: Royal Mail should try to standardize its procedures of mail delivery and introduce continuous improvements in this regard. Standardization will enable to organization to measure its service quality in a quantitative manner. Growth in Market: Royal Mail should expand its business and enter into those market segments not currently occupied by it. For achieving this, it is important for the organization to choose the right way for expansion, ensure that the organizational goals include the newly set aim, and hires the best and qualified labor for the operations of the expanded business and to generate novel services and goods to capture the newly identified target market. Capability to adopt the change: The organization should be flexible enough to employ and accept technological and market changes with open hearts. Resistance in this regard can be detrimental for the organization. Thus the leadership of the organization should be capable enough to not only introduce such changes but also to motivate its employees and subordinates to adopt such changes and support them. Training: Employees should be trained how to perform their jobs and also personal skills like how to maintain competence and self-confidence as these are helpful to organizational benefit. Dr. Loehr states, "There is very close relationship between feelings of effectiveness on the job and high job satisfaction. Moreover, self-confident employees are more likely to attain higher job satisfaction. Irrespective of automation and mechanization level in an organization, training enables employees to be motivated towards maximizing productivity.

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Increased productivity has its roots in employee motivation and job satisfaction. Even nonmechanized firms are in need of training employees as it gives them better understanding and knowledge regarding their jobs and tasks and also makes them competitive for the market. Positivity: In the contemporary corporate setting, the need to induce and promote positivity in employees regarding the organization is felt strongly. Loehr says, High job satisfaction enables the people to attach extraordinary with mission, vision and work of the organization with passion and great zeal. In a positive atmosphere, employees are more likely to feel satisfied with their jobs. Also, match between an employees work and organizational values also promote positivity and job satisfaction. If employees are made aware regarding their integral part in delivering value to the consumer, an employee will feel positive and look upon her/his job with pride and respect. Motivation: Employees should be motivated and encouraged to take risks regarding organizational betterment in financial and non-financial forms. It promotes innovation, consequences-handling skills and also solution-finding skills regarding relevant identified issues. Dr. Loehr says, They work as missionary person for the organization to adopt the change with more level of consistency. Confidence: Employees should be made confident regarding their decisions and work delivery. Self-confidence can be built when an employee feels positive regarding her/his seniors, juniors and peers. According to Dr. Loehr, They perceive low hassle factor in presence of prominent sense of opportunity. Entertainment: The employees should be given appropriate entertainment and leisure time to relax as overwork can stress out an individual. Inclusion of relaxing time off, recreational

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gaming and enjoyment on work promotes greater motivation and job satisfaction in employees. Dr. Loehr says, High satisfied employees work in morning, taking the rest and then sleep. In my experience, this is regular activity of athletes from thirty years. Rest and recovery is the basic part for top performers of every field. Information and Communication: Managers should confide in her/his subordinates about organizational information and communicate the organizational goals effectively. This promotes a sense of belonging in employees and motivates them towards enhanced production. In organizations where information is kept secret and communicate modes are highly blocked or restricted, less co-operative team work is observed. Information and Communication enables employees to compete and complement each other. It promotes increased performances (Olajide, 2000).

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Chapter 7: Conclusion and Recommendations

7.1 Conclusion
To conclude this study we can say that job satisfaction and motivation are integral to the achievement of organizational goals. At times, the term job satisfaction and job motivation are used as synonyms even though both terms differ substantially in meaning. Job satisfaction is an employees psychological analysis and response towards the structure and functions of ones job. Job Motivation is that force which promotes employees to pursue personal and organizational goals and to achieve them. Herzberg and Maslow's concepts, when implemented appropriately, are direct indicators of job satisfaction and motivation in an organization. In the light of Royal Mail, the ideologies of increased efficiency, job satisfaction and job motivation are exceptionally important, more specifically after the liberalization of the UK postal industry. Additionally, the controversies of labor strikes, downsizing and automation of processes have already led Royal Mail towards uncertainty. Herzberg and Maslow claims that high productivity, innovativeness and organizational dedication are characteristics of satisfied employees. Hence job satisfaction of employees precedes all organizational goals. It has also been observed that increased yield results from greater employee dedication towards the organization, greater job satisfaction, more training regarding skills, and job motivation. Job satisfaction is comparable indicator

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of an employees attitude towards her/his work and also affects employee retention, absences, and quitting. Moreover, job satisfaction also aids in reconciling personality and job conflicts and helps in maintaining peaceful relationship between the two. Job satisfaction is most importantly linked with life satisfaction. However, the cause and effect relationship seems to be reversed in this case; an employee experiencing life satisfaction is likely to be satisfied with her/his job as well. The converse also hold true. Nevertheless, some studies evidence their lack of connection; job satisfaction is remotely linked with the satisfaction of life. Moreover, personal variables seem to impart more affect on job satisfaction and improved yield which will enable the organization to compete. HRM practices need to evolve to increase the numbers and quality of encouraged and dedicated workers. HRM practices can impart favorable effects on job satisfaction and ultimately control job quitting behavior of employees. Research in HRM practices has revealed that job satisfaction of employees can be improved via regulating three characteristics in an organization namely management, exercise and compensation systems. A strong relationship exists between HRM practices and job satisfaction which can be utilized for the benefit of an organization. On the other hand, it is also important to provide fine management, exercise and compensation programs to reduce job quitting. Thus a negative correlation exists between HRM practices and job quitting. High job satisfaction implies low probability of quitting. Those businesses concerned to decrease their turnover should reconsider and reapply HRM practices. HRM and

industrial/organizational psychology has survived through a long history of troubled times while researching job satisfaction and employee behaviors. It is through such researches that employers were able to understand employee attitudes and behaviors appropriately (Edwards & Fisher, 2004; Kraut, 1996). It is also predicted that in future, more research work will be conducted towards a better contemplation regarding the effects of personal and external
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environmental factors. Such factors have been ignored in previous studies. This case study analysis of Royal Mail intends to throw light on the impacts of job satisfaction and employee thinking on organizational aims. However, the research scope of this study is limited to postal industry. In order to support HRM practices, it is necessary to examine the relation connecting the attitudes of employees and the organizational performance. Increased job satisfaction also uplifts employees morale which can contribute towards the organizations competitive advantage. Online stores have provided Royal Mail with an immense scope for expansion. Such online platforms usually require the services of a trusted postal agency to deliver the purchased goods on the customers doorstep. Royal Mail is influenced by the presence of competition in the UK postal market. Not only this, new entrants in this field are also common. All online and postal agencies have to fulfill the standards of completing transactions like timely home delivery. In such a condition, maintaining costs and providing best services has proved to be a challenge for postal companies. Achieving economies of scale has now become tricky. Investments in novel mail machineries also pose certain risks. Earlier, the process of mail delivery was majorly manual involving sorters and postmen. Efficiency and cost effectiveness can be achieved by adopting the mechanized sorting technology. Government interventions in Royal Mails manager and labor disputes have proven to be a big challenge. They aim to establish peace between the two parties. The stake of shareholders cannot be taken for granted as the corporation board and employees are answerable to them for any wrong step taken which diminishes the organizations financial standing. Thus it is reinforced that HRM plans be developed which exclusively focus on organizational goals and also devise methods of improving productivity and profits.

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7.2 Recommendation
Recommendation One: The efficiency of Royal Mail Post Office can be greatly increased by the use of advanced technological equipments. Although Royal Post is currently working effectively and dealing with clients and employees in a mature and experienced way, basic technological upgrade can do wonders for their time constraints and efficiency. Such upgrade will impact the employees job satisfaction positively. Also, the employees should be trained regarding the use of such technologies and related skills in order to maximize organizational productivity and goals achievements. Recommendation Two: Royal Mail needs to revise its compensation and reward system on priority basis as employees show discontent for this factor of job satisfaction. Royal Mail should not only focus on goals but also consider the time and efforts made by the employees to achieve the organizational goals. Royal Mail should improvise on its remuneration strategies. Also, the pay raise already implemented should also be revised to suit the needs and desires of the employees as the salary increase has rarely been regarded as positive by any. Friendly and interactional environment has been regarded as a benefit of the organization; however, these features can be utilized to maximize the quality of services delivered. Also, participative management should be implemented so that employees can actively take part in organizations decision making and also help in the implementation of the devised strategies and results. Recommendation three: Royal Mail should target and cater to the more specific needs of its employees on individual basis. Even though Royal Mail has invested deeply and appreciably in satisfying its employees, this additional step will enable the organization to achieve greater level of job satisfaction in the workplace. Job satisfaction is directly and positively linked
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with employee and organizational performance. As employees tend to care more about their own and others efforts in a group, it is viable to formulate reward systems to appreciate groups as compared to individual employees. This strategy will not only promote team work but also benefit in organizational success. This recommendation is likely to bring back the long sought job satisfaction back into Royal Mail. Recommendation four: Royal Mails market image plays an important role in determining employees job satisfaction. Workers feel pride in being a part of a well-reputed and favorably positioned organization. This instills in the workers a sense of responsibility to upkeep the goodwill of the organization. This emotion contributes towards employees own performances and also towards the organizational performance. Hence favorable organization image benefits the organization both internally and externally. Also, in case of a specific goals achievement, all employees should be equitably involved and included in the relevant celebrations and acknowledgements. It should be kept in mind that such an achievement is more of the entire workforces honor than the chiefs. All employees should be appreciated and acknowledged for their parts performed in achieving organizational goals. Recommendation five: All factors determined to impact job satisfaction of employees should be catered to and improved, not only for individuals but also for groups and teams working in collaboration to meet the goals. Good working environments should be maintained for teams just as compensation and reward policies should be formulated to reward groups and not only individuals. Social networking should be promoted within the organization by allowing free communication between employees. Rewards and penalties should be devised in order to appreciate or punish teams and groups together. This will allow individuals to think beyond their own selves and more towards fellowship and group work.

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Such methods will not only reduce political practices inside organizations but also promote organizational performance as groups are known to be more effective and efficient than individuals alone.

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References

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Groot, W., and Van Den Brink, H. M. (1999). Job satisfaction of older workers, International Journal of Manpower, pp.343-360. Jain, K. K., Jabeen, F., and Mishra, V. (2009). Job Satisfaction as Related to Organizational Climate and Occupational Stress: A Case Study of Indian Oil, International Review of Business Research Papers, pp.193-208. Jun, M., Cai, S. and Shin, H., (2006), TQM practice in maquiladora: Antecedents of employee satisfaction and loyalty, Journal of Operations Management, Vol.24, pp.791812. Koustelios, A. (2001), Personal characteristics and job satisfaction of Greek teachers, The International Journal of Education Management, Vol.15 No.7, pp.354-358. Kuo, T.H., Ho, L., Lin, C. and Kai, K.K. (2010), Employee empowerment in a technology advanced work Environment, Industrial Management and Data Systems, Vol. 110, No. 1, pp. 24-42. Moyes, G. D. (2007). Determinants Of Job Satisfaction And Retention Of Mexican American Accounting Professionals, Journal of Business and Economics Research, 5 (5), pp.77-88. Saari, L. M., and Timothy, J. A. (2004). Employee Attitudes And Job Satisfaction Human Resource Management, pp.395-407. Skibba, J. S. (2002). Personality and Job Satisfaction: An Investigation Of Central Wisconsin Firefighters, Applied Psychology, pp.1-117.

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Teh, P., Yong, C., Arumugam, V. and Ooi, K. (2009), Does total quality management reduce employees role conflict?, Industrial Management and Data Systems, Vol. 109, No. 8, pp. 1118-1136. Togia, A., Koustelios, A., and Tsigilis, N. (2004), Job satisfaction among Greek academic Librarians, Library and Information Science Research, Vol.26, pp.373383. Tuzun, I. K. (2009). The impact of identification and commitment on job satisfaction, Management Research News, pp.728-738. Yand and Kassekert. (2009). Linking Management Reform with Employee Job Satisfaction: Evidence from Federal Agencies, The Journal of Public Administration Research, and Theory, Vol. 20, pp.413436. Greenberg, J. & Baron, R. A. (1997). Behavior in organizations: Understanding and managing the Human side of work, 6th ed, Prentice-Hall: New Jersey. Cranny, C. J., Smith, P. C. & Stone, E. F. (1992). Job satisfaction: How people feel about their jobs and how it affects their performance. Lexington Books: New York. Royal Mail Group (2011). http://www.royalmailgroup.com/portal/rmg/content1?catId=23200554&mediaId=23200552 (Accessed on January 4th, 2012). BBC News (2010). Royal Mail is to be privatized, government confirms. http://www.bbc.co.uk/news/business-11258649 (Accessed on January 4th, 2012).

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Yahoo News (2010). Royal Mail to cut 1,700 jobs. http://news.yahoo.com/s/afp/20110321/wl_uk_afp/britainindustryroyalmailjobcuts (Accessed on January 4th, 2012). People Management (2009). UK job satisfaction has plunged http://www.peoplemanagement.co.uk/pm/articles/2009/10/uk-job-satisfaction-has-plungedsays-cipd-report.htm (Accessed on January 4th, 2012). Royal Mail Annual Reports (2010). http://www.royalmail.com/portal/rm/content1?catId=23300505&mediaId=23300508#444002 59 (Accessed on January 4th, 2012). The Economist (2009). The world's ailing postal services http://www.economist.com/node/14756838 (Accessed on January 4th, 2012). Telegraph (2010). http://www.telegraph.co.uk/news/uknews/royal-mail/7814591/The-RoyalMail-a-history-of-the-British-postal-service.html (Accessed on January 4th, 2012). BBC (2005). 1971: Post strike ends with pay deal http://news.bbc.co.uk/onthisday/hi/dates/stories/march/8/newsid_2516000/2516343.stm (Accessed on January 4th, 2012).

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Appendix

Employee Satisfaction Survey Questionnaire

Gender Age Male/ Female Less than 40 years More than 40 years Marital Status Duration of Service Single/ Married More than 7 years Less than 7 year Level of Education In Service Training Certificate Diploma Degree Job Title Admin and Supporting Delivery and other staff

For the following questions, please use the following scale to express the extent to which you agree or disagree with the statement given in the questionnaire, and if strongly disagree. Disagree or neutral please explain:

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Statements

To what extent do you If strongly disagree, Disagree agree with statement? or neutral please explain Strongly disagree (1) Disagree Neutral Agree Strongly Agree (2) (3) (4) (5) 4 5

1. I am happy with the fringe benefits Package offered by Royal Mail. 2. I am satisfied with my salary level at Royal Mail. 3. The overall morale level at Royal Mail is good.

4. At Royal Mail, I dont personally experience any type of harassment (bullying, sexual, etc,). 5. I enjoy my work and job assignment at Royal mail.

6. Royal Mail provides needed resources to perform my job. 7. Each department at Royal has clear-cut goals to be achieved by the team

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member. 8. The Royal Mail has constituted very easy and clear reporting structure between my superior and me. 9. Royal Mail seniors encourage high achievement by reducing the fear of failure. 10. I get support and teamwork from other departments at Royal Mail. 11. Royal Mail considers its employees as assets. 12. Royal Mail provides me opportunities to do innovative things at work. 13. I get adequate paid leaves at Royal Mail. 14. I feel secure about my job at Royal Mail. 15. Royal Mail has good and safe working conditions. 16. The Royal Mails organizational structure facilitates teamwork, which enhances effective accomplishment of tasks. 17. In Royal Mail, the individuals performance is assessed with reference to ones experience and expertise. 18. The Royal Mails management has created and open and

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comfortable working environment. 19. Royal Mail praise and reward hardworking and results oriented people. 20. I am satisfied with the gratuity policy adopted by Royal Mail. 21. Royal Mail reviews my compensation satisfactorily from time to time. 22. Royal Mails management is flexible and understands the importance of balancing my work and personal life.

Any suggestions: ________________________________________________________

THANKING YOU FOR GIVING YOUR PRECIOUS TIME!!

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Interview Questions

1.

Over the last decade the landscape of postal market has taken new look, and a decline

in letters and an increase in packet have been introduced. Do you think the new delivery methods being introduced at Royal Mail would enable your employees to deal with the changes in the postal market?

2.

Cultural diversity of the organization has significant impact on its employees. Do you

have reliable policies and procedures to avoid diversity related issues at Royal Mail and keep multicultural workplace happy?

3.

The commercial nature of the postal industry is changing rapidly due to the

substitution of traditional mail with e-mail and ever increasing use of the internet for commercial activities. Do you think you have been successfully managing this change at Royal Mail without raising employees concerns for training requirements?

4.

In the past you have faced major strikes due to the conflict between you and

Communication Workers Union over the issues of trailing and implementation of new technology and automation, as an HR manager, how would you avoid such conflicts to occur in future and keep an agreement between Royal mail and CWU as result of introducing change to working practices?
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5.

You are reducing the number of your operational line managers in Royal Mail, across

the UK, by up to 1000 by voluntary means in order to build productivity and right-sized workplace, how would you take handle this issue with Unite/CMA?

6.

You are known to be an equal opportunity employer; do you think you provide a

workplace free of employment discrimination and successfully address the workers concern regarding employment discrimination?

7.

You have a workforce of more than 180,000 talented people who are ambitious

individuals bringing fresh ideas and determination to make an impact on a business, do you think your compensation plan is competitive and keep them motivated?

8.

Now-a-days, big corporations are shifting most of their supply chain operations to

third parties (outsourcing). In this scenario, how would you ensure that employees at Royal mail feel secure about their jobs?

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