Egypt Air

Phase 1
A. Brief idea on the company.
1. Company Name
Egypt Air

2. Vision
Deliver competitive customer service with true Egyptian spirit
3. Mission statement
Create value for our customers, employees, owners & stakeholders
4. Product
Travel services by civil aircraft
Booking
Delivery within cities
Hospitality Services
Medical services
Air Freight
Maintenance Services
5. Geographic domain
Egypt offers its services within Egypt and outside Egypt in more than 100 countries
around the world.
6. Segment
Geographic segment
Inside Egypt

serve domestic destinations with flights that were mostly too early in the morning and
too late in the evening.
Outside Egypt
Provide destination to most world countries
Income segment
Income segmentation divides the market into different income groups. Egypt Air
provide seats for travelers have medium income economic category- also provide
seats for people have high income luxury category.
7. History background
EgyptAir is the flag carrier airline of Egypt, The airline is based at Cairo International
Airport, its main hub, operating scheduled passenger and freight services to more than
75 destinations in the Middle East, Europe, Africa, Asia, and the Americas. With an
extensive network of domestic services focused on Cairo, Egypt's capital, the airline
is working to regain profitable operations following the revolution of 2011.
Egyptair is a member of Star Alliance, having joined on 11 July 2008. The airline's
logo is Horus, the sky deity in ancient Egyptian mythology, chosen because of its
ancient symbolism as a "winged god of the sun", and usually depicted as a falcon or a
man with the head of a falcon.

B. Egypt Air predict its personnel requirement by use computer application

especially for pilot because its need specific qualifications , Egypt Air subject
to Star alliance for hiring pilot, also Egypt air subject to civil aviation ministry
of Egypt.
C. Egypt Air have specific requirement to choose its employees and pilots so, it
have information system that select the suitable pilot and employees so don't
held by accountability from the Ministry of Civil Aviation.
D. YES, Egypt air ensure a suitable supply for pilots and key employees through
determine its needs of managers

and pilots from skills and abilities and

review periodically its existing employees' skill , Egypt Air determine its
future need through planning individual career paths, accelerated promotions
and planned strategic recruitment to fill short-term needs and to provide
people to meet future needs.
E. Egypt Air determines its needs from key employees internally by job posting
or personal record and performance report.
F. Egypt Air use eternal recruitment such as advertising to attract employees
have capabilities and skills.
G. Egypt air suffer from corruption such as any government agency in Egypt for
many reasons (1) depend on internal sources especially for middle and line
management
(2) Air Egypt subject to Air Aviation ministry so it's not efficient enough.
SWOT Analysis
Strength
1.
2.
3.
4.

High competitive pilot

Training and development
Better reward system and compensation
Low turnover

Weakness
1.
2.
3.
4.
5.

Corruption
Weak internal control
Depend on internal recruitment
Depend on government
Financial instability

Opportunities

Use external recruitment

Use efficient professional recruitment agencies
Threats
Increase competition
Depend on internal sources

Describe one of the jobs in details

The orientation manual should include copies of or access to the internal policies to
provide the new employee with the values and objectives of the municipality. A Code
of Conduct should be included in the Orientation Manual.
1. Employee Behaviour
2. Principles of Conduct

3. Use of - Conduct at Council Meetings This is extremely important to ensure

the consistent treatment of all issues.
4. Key polices should be explained to new staff.
Describe organization you have selected in general?
orientation program can provide employees with a proper introduction to our
company, what's expected and where they fit in to overall goals.

Tour Facility
New employees need to become acquainted with their new workplace immediately
Introduce to Co-Workers
While touring the facility, you can introduce new employee to fellow co-workers.
Review Employee Handbook and Paperwork
An employee handbook contains a company's rules and regulations.
Review Goals and Job Expectations
A new employee cannot achieve optimal levels of productivity and efficiency with a
company if she's not presented with his goals and how they fit with the overall needs
of the company or her job expectations

Definition of job satisfaction (1)

There's many definition explorer the meaning of job satisfaction
First the job satisfaction refers to how employees are ready physically and
psychologically to make their job by good quality and the suitable time .
Second Pleasurable or positive emotional state resulting from the appraisal of
one's job or job experience. Job satisfaction is a result of employee's perception of
how well their job provides those things that are viewed as important. (Ayeni &
S. O. Popoola, 2007).
1

Ayeni, C., & S. O. Popoola, P. (2007). Work Motivation, Job Satisfaction. Library
Philosophy and Practice , P4.

Finally According to (Mitchell and Lasan, 1987), it is generally recognized in the

organizational behaviour field that job satisfaction is the most important and
frequently studied attitude. While Luthan (1998) posited that there are three
important dimensions to job satisfaction:
Job satisfaction is an emotional response to a job situation. As such it cannot be
seen, it can only be inferred.
Job satisfaction is often determined by how well outcome meet or exceed
expectations. For instance, if organization participants feel that they are working
much harder than others in the department but are receiving fewer rewards they
will probably have a negative attitudes towards the work, the boss and or
coworkers. On the other hand, if they feel they are being treated very well and are
being paid equitably, they are likely to have positive attitudes towards the job.
2.1.2 Factors affecting on job satisfaction
In new dimensions of international businesses many researches describe how the
multinational companies considered how employees satisfies and its effect on
increase productivity and consequently increase profits and market sharing of
firm's .
We will discusses the determinant that affect on job satisfaction (Khan, Nawaz, &
Hamed, 22 February, 2012).
Impact of rewards/pay on job satisfaction 2
Job satisfaction is an outcome of different factors like pay, promotion, the work
itself, supervision, relationships with co-workers and opportunities for
promotions (Opkara, 2002). Out of these factors, pay is a very important factor.
Frye (2004) found that there is positive relationship between equity based
compensation and performance. It was further concluded that compensation plays
vital role in human capital intensive firms to attract
and retain expert workforce. The compensation has significant impact on the
level of job satisfaction of employees. It was also found that flexible
compensation has no effect on the level of job satisfaction. (Khan, Nawaz, &
Hamed, 22 February, 2012)
Imapct of promotion on job satisfaction .
Several studies focus on the demographic factors while others link the job
satisfaction with reference to working environment. The other factors such as fair

Khan, A. H., Nawaz, M. M., & Hamed, M. A. (22 February, 2012). Impact of job
satisfaction on employee performance. African Journal of Business Management
Vol. 6 (7), pp. 2697-2705 , P2.

promotion system, job autonomy, leadership behavior, social relations are also the
dominant in determining the level of job satisfaction.
Job satisfaction is the result of promotion opportunities in the organization.
Impact of job safety and security on job satisfaction.
Job dissatisfaction is the outcome of insecurity among employees.
Important factors like low job security, working conditions and the nature of
work, low wages and lack of promotion, low job autonomy have adverse affect
on the level of job satisfaction of employees.
According to Abegglen (1958) found during the study of Japanese workers that
employment arrangement like lifetime employment and seniority system, job
security leads to high commitment.
Impact of working conditions on job satisfaction
work environment is an important determinant of job satisfaction of employees.
variation exists in terms of pay packages, working conditions, incentives,
recognition and fringe benefits for the employees, job satisfaction is adversely
affected by the factors such as lack of promotion, working conditions, low job
security and low level of autonomy. (Khan, Nawaz, & Hamed, 22 February,
2012)
Impact of relationship with co-workers
The level of salary, promotion, appraisal system, climate management,
and relation with co-workers are the vital factors.
The working as a team has significant impact on the satisfaction level of
employees as it affects their performance.
It is essential to recognize to the significance of these factors to boost the
satisfaction level in the workforce. (Khan, Nawaz, & Hamed, 22 February, 2012).
Impact of autonomy on job satisfaction
bioethical and moral attitude, the concept of autonomy, has its ancestry. It relates
to the capacity of rational individual to take decision independently.
Impact of relationship with supervisors on job satisfaction
supervision of the immediate manager increases the level of job satisfaction in the
public sector employees. The productivity and performance of subordinates can
be improved with managerial actions and supervision. The
recognition of the achievements by the supervisors leads toward job satisfaction
and is useful to solve the problems.
Impact of nature of work on job satisfaction
the work itself has positively correlated with the satisfaction of employee.

According to Robbins et al. (2003) refer to the work itself as the extent to which
the job provides the individual with stimulating tasks, opportunities for learning
and personal growth, and the chance to be responsible and accountable for
results.

Impact of job satisfaction on productivity

In all businesses willingness to increase their profits , result for highly
competitive and highly challenges. Firms try to search the best way to increase
productivity , companies successfully if they deal with employees as an assets
must uses efficiently to increase productivity in this section try to give an view of
productivity.
Factors affecting of Productivity3
At beginning Motivation should describe meaning of motivation
Motivation is the word derived from the word motive which means needs,
desires, wants or drives within the persons. It is the process of inspiring
people to actions to achieve the goals. In the work goal background the
psychological factors motivating the peoples behavior can be- (Chaudhary &
Sharma, 2012)
- Job-Satisfaction
- Achievement
- Term Work, etc
- Need for Money
- Respect
3

Chaudhary, N., & Sharma, B. (2012). Impact of Employee Motivation on

Performance (Productivity) . International Journal of Business Trends and
Technology- volume2Issue4 , P1.

One of the most important functions of management is to create enthusiasm

amongst the employees to execute in the best of their abilities. Therefore the role
of a leader is to arouse interest in presentation of employees in their jobs. The
process of motivation consists of three stages:1. A felt need or oblige
2. A incentive in which needs have to be aroused
3. When needs are satisfied, the satisfaction or achievement of goals.
Employee satisfaction: Whether employees are happy and satisfied and pleasing
their desires & needs at work. Many measures claim that employee satisfaction is a
factor in employee motivation, employee goal.
Factors to Encourage Motivation.
-

Management and leadership actions that allow employees,

Believe about your employees strengths
Inquire employees what they want
Teach employees to measure their own success.
crystal clear &regular communication about factors important to employees,
Treating employees with respect,
Providing regular employee respect,
Feedback and training from managers and leaders,
Industry-average benefits and recompense,
Carry an idea notebook
Explain your reward systems.
Inquire employees for information about their performance.
Communicate
Stop Distracting Employees
Motivation increases the willingness of the workers to work, thus increasing
effectiveness of the organization.
Best utilization of resources: Reduction in Labor Problems: Sizeable increase in production and productivity:
Basis of Cooperation.
Better Image

The Effect of Motivation on Employee Productivity

1. Motivated Employees Are More Productive .

If employee will satisfied and happy then he/she will do his /her work in a very
impressive way, and then the result will be good, on the other hand motivated
employee will motivate other employees in office. (Chaudhary & Sharma, 2012).
2. Decision-making and practical Expectations
It is important to engage employees in the decision making process, but create
realistic expectations in the process. (Chaudhary & Sharma, 2012).
3. Job Description, Work Environment and Flexibility
Employee doing the right job for his personality and skill set, and performing well at
the job greatly increases employee motivation and satisfaction. A safe and nonthreatening work environment is necessary to maintain a high level of employee
motivation. Flexible human resource policies, flexible time, work from home,
childcare also be liable to have happier and more motivated workers. (Chaudhary &
Sharma, 2012).
4. Pay and Benefits
Keeping employees motivated with good benefits is easy. Where to draw the line at
generous benefits that motivate all employees, versus raises and larger salaries to
retain and attract the best workers and keep them happy and motivated to be working
for you, are more difficult. .
5. Company Culture
Creating a positive and employee-friendly company culture is a great motivational
tool.
Quality of work life and job satisfaction 4
There is a large economics literature on individual and economy-wide productivity.
There is also a fast-growing one on the measurement of mental wellbeing. Yet
economists know little about the interplay between emotions and human productivity.
Although peoples happiness and their effort decisions are likely to be deeply
4

Oswald, A. J., Proto, E., & Sgroi, D. (2009). Happiness and Productivity. IZA DP
No. 4645 , P5.

intertwined, evidence is currently lacking on whether, and how, they are causally
connected. The links between productivity and human well-being are of interest to
many kinds of social scientists. (Oswald, Proto, & Sgroi, 2009)

Relationship between job characteristics, working conditions and job

performance
Age, gender, experience, observation time, and interpersonal affect have been
considered in many studies, no research has been devoted to the potential effects of
job characteristics and working conditions on task and contextual performance.
Some jobs in the workshops of mechanical processing, machining, and maintenance
are high level jobs of complexity. Job type, job level, and job context create different
influences on job performance. Some jobs are required high level skill and
responsibility to perform tasks successfully. It is plausible that those employees who
carry out these jobs should undertake higher level of job performance to fulfill the job
responsibilities satisfactorily.
Blue-collar employees working in manufacturing companies exert different levels,
frequencies, and durations of the physical effort during performing the tasks of their
jobs. They use strength of kneeling, crouching/crawling, walking, standing, balancing,
lifting, and pulling/pushing objects. The physical effort requirement for a job changes
from a combination of sitting, standing, and working with little requirement to an
intense requirement for lifting objects weighing over 30 Kg with no mechanical aid.
An increase in the level of physical effort was accompanied by an increase in energy
expenditure. The majority of the energy consumption generally is converted to the
waste activities such as static effort (e.g., lifting, pulling/pushing objects), to other
awkward postures, or to inefficient equipment or method. These waste activities cause
decreasing productivity.
Some jobs in the workshops such as mechanical processing, painting, maintenance are
performed in unpleasant working conditions.
In job evaluation literature, working conditions imply two dimensions:

1. environmental conditions
2.

hazards.

Environmental conditions range from ordinary to extreme conditions in terms of the

factors such as heat, humidity, noise, smell, light, and dust.
Unpleasant environmental conditions have both direct and indirect effects on
employee job performance. The concentration to tasks of an employee who exposes to
these impacts decreases, which leads to low employee performance including
productivity, quality, emotional stress, and in turn this causes high cost.
Hazards are unavoidable direct or indirect exposure to light wound/scald, flammable
danger, electrical hazards, occupational disease, and mortal hazards. It is believed that
ergonomic deficiencies are the root causes of workplace health hazards, low level of
safety (Shikdar and Sawaqed, 2003)5.
The application of the relevant human factor principles can reduce the likelihood of
accidents and injuries. These impacts reduce worker productivity, and cause high
absenteeism.

Factors that contribute to job satisfaction

Many people think that a job is that thing they do for cash. But is a good job just
about the cash? There are a lot of factors besides money that contribute to job
satisfaction.
1. Salary Only 50.7% of people say that they're satisfied with their current jobs and
those most UNSATISFIED are making $50,000 or more a year.
2. Benefits A good salary may not look so great once you factor in the cost of
insurance, health care and retirement savings. A good benefits package can more than
make up for a lower salary.

Shikdar, A.A., Sawaqed, N.M., 2003. Worker productivity, and occupational health
and safety issues in selected industries. Computers & Industrial Engineering 45
(4), 563572.

3. Ability to Influence Decisions Having a real say in the decision-making process can
be personally satisfying and contribute to your sense of involvement and
identification with the company. When you contribute, people notice. When you
contribute, opportunities open up.
4. Job Security Job security is rapidly becoming a thing of the past. Most people will
have many jobs over the course of their working lives. What job security means today
is that you have strong transferable skills and knowledge that you can bring with you
to each new job. Plan to build solid reading, math, technical and thinking skills.
5. Workload A heavy workload can lead to stress and burnout. A light workload can be
totally boring and unsatisfying. Of course there will be more and less intense periods
with every job but over the long haul you want balance! A good job will give you
enough work to keep you productive and challenged and yet not so much that you feel
youre being taken advantage of.
6. Flexibility The office environment is expanding beyond the building walls. Workers
belonging to the same work team may be in different states or even different
countries. Approximately 20% of the US workforce telecommutes and this number
grows at the rate of 12% per year. Currently 53% of federal workers are on flexible or
compressed work schedules. The standard 9-5 work day isnt suited to everyone or to
every situation. Check out the possibilities.
7. Physical Work Environment Few workplaces are exactly as we want them to be but
a poor work environment can make us hate getting up in the morning. Is the
workplace comfortable? How is the ventilation? Lighting? Temperature? Is there
adequate privacy? Is it attractive and welcoming? Is it conducive to work? Are you
OK with the dress code?
8. Advancement and New Opportunities Does management reward achievements with
increased responsibility? Are there opportunities for growth or promotion? Can you
work towards different responsibilities? Lack of opportunity can be frustrating and
demoralizing.
9. New Technologies Companies that use cutting edge technology provide you with
new challenges, new skills and new experiences that you take with you along your

career path. Having to bumble along with insufficient resources and aging technology
can be difficult and draining.
10.Interesting Projects Working on interesting projects can be greatly rewarding.
When you work with a motivated group of people on a project that is meaningful to
youorganizing a major event, building a bridge, launching a new product, helping
out in a natural disasterit is an opportunity to build new skills and to establish
yourself as a team player who can contribute under pressure.
11.Training and Education
Training and upgrading keep you on top of your game and can greatly increase
chances for advancement. Does the company offer training? Does the company
support continuing education by giving time off as needed? Remember that the
majority of new jobs will require some postsecondary education.
12.Interpersonal Relations
Good relationships in the workplace are essential ingredients of a good job. The
workplace is a social environment. Employees are happier and do better when there is
a sense of teamwork and camaraderie. When employees get along and work well
together, there is lower turnover, less friction and better performance.
13. Challenges
A job that doesnt stretch you can lead to frustration and dissatisfaction. If youre
bored, resentful and unhappy you are not doing yourself or your employer much
good.
14.Recognition
A good company will take the time to acknowledge and appreciate employee efforts,
especially when an employee goes above and beyond the job description. Maybe this
means making a suggestion that saves the company money, streamlining a procedure
or helping the company exceed production or sales quotas. It can also mean doing
what you were hired to dotaking pride in your work, being friendly and doing your
job consistently well.

Importance of employees satisfaction

Employee satisfaction is of utmost importance for employees to remain happy and also deliver their
level best. Satisfied employees are the ones who are extremely loyal towards their organization and
stick to it even in the worst scenario. They do not work out of any compulsion but because they dream
of taking their organization to a new level. Employees need to be passionate towards their work and
passion comes only when employees are satisfied with their job and organization on the whole.
Employee satisfaction leads to a positive ambience at the workplace. People seldom crib or complain
and concentrate more on their work.

Benefits of job satisfaction

The first benefit of employee satisfaction is that individuals hardly think of
leaving their current jobs. Employee satisfaction in a way is essential for employee
retention. Organizations need to retain deserving and talented employees for long
term growth and guaranteed success. If people just leave you after being trained, trust
me, your organization would be in a big mess. Agreed you can hire new individuals
but no one can deny the importance of experienced professionals. It is essential for
organizations to have experienced people around who can guide freshers or
individuals who have just joined.
Employee attrition is one of the major problems faced by organizations. an individual
who is treated well at the workplace, has ample opportunities to grow, is appreciated
by his superiors, gets his salary on time ever thinks of changing his job. Retaining
talented employees definitely gives your organization an edge over your competitors
as they contribute more effectively than new joinees. Moreover, no new individual
likes to join an organization which has a high employee attrition rate. Employees who

are not satisfied with their jobs often badmouth their organization and also warn
friends and acquaintances to join the same.
Employee satisfaction is essential to ensure higher revenues for the organization.
No amount of trainings or motivation would help, unless and until individuals develop
a feeling of attachment and loyalty towards their organization. Employees waste half
of their time fighting with their counter parts or sorting out issues with them. Trust
me; employees who are satisfied with their jobs seldom have the time to indulge in
nasty office politics. They tend to ignore things and do not even have the time to crib
or fight with others. Satisfied employees are the happy employees who willingly help
their fellow workers and cooperate with the organization even during emergency
situations. Such employees do not think of leaving their jobs during crisis but work
hard together as a single unit to overcome challenges and come out of the situation as
soon as possible. For them, their organization comes first, everything else later. They
do not come to office just for money but because they really feel for the organization
and believe in its goals and objectives. Satisfied employees also spread positive word
of mouth and always stand by each other. Instead of wasting their time in gossiping
and loitering around they believe in doing productive work eventually benefitting the
organization. They take pride in representing their respective organizations and work
hard to ensure higher revenues for the organization.
Satisfied employees tend to adjust more and handle pressure with ease as
compared to frustrated ones. Employees who are not satisfied with their jobs would
find a problem in every small thing and be too rigid. They find it extremely difficult to
compromise or cope up with the changing times. On the other hand, employees who
are happy with their jobs willing participate in training programs and are eager to
learn new technologies, softwares which would eventually help them in their
professional career. Satisfied employees accept challenges with a big smile and
deliver even in the worst of circumstances.

A theory of job satisfaction

Herzberg developed one of the earliest theories relating to job satisfaction in the
1950s. His "two-factor" theory emphasizes that there are factors in the workplace that
create satisfaction (motivators) and those which lead to dissatisfaction if they are not
present (hygiene factors). There are four motivators in the theory: achievement,
recognition, responsibility, and advancement; and five hygiene factors: monetary
rewards, competent supervision, policy and administration, working conditions, and
security. The implication of the theory is that satisfaction and dissatisfaction are not
opposite ends of the same scale and that job satisfaction may merely be an absence of
job dissatisfaction.2 Herzberg argues that it is necessary to have hygiene factors at an
acceptable level simply to reach a neutral feeling about the job. The theory has not
been without its critics from the perspective of both the methodology of the studies
and the underlying assumption that all individuals behave in a similar way in the
workplace. However, the theory is simple and has a common sense appeal3,4, and it
supports the argument that today's manager should concentrate on removing the
dissatisfiers from the workplace and concentrate on employing and developing the
right people on the job.
Personality: A key to satisfaction
That employees are predisposed to greater or lesser job satisfaction has been studied
by Staw and his coworkers.2,5 Staw argues that individuals with a positive outlook on
life, or who are optimistic, will have higher job satisfaction irrespective of the job or
workplace they are in. It is an individual's personality that causes consistent behaviour
in given situations and which lends itself to either a positive or negative outlook on
life. Personality is a relatively stable set of characteristics that give rise to the patterns

of thinking, feeling, and behaving within a person's environment.6 One element of

personality that relates to job satisfaction is optimism. Daniel Goleman7 discusses
optimism and its relationship to an individual's outlook in life. He argues that
optimism is an attitude that allows individuals to cope in the face of adversity, which
prevents them from becoming apathetic and depressed. Further, underlying optimism
is the concept of self-efficacy, which relates to an individual's belief that they can
successfully complete tasks and meet objectives. A high level of self-efficacy
translates to a strong belief in one's own ability.5 Thus, personality must have a strong
influence on job satisfaction. It follows, then, that managers must be aware of the
personalities of their employees and how they fit into the job, the work environment,
and indeed the organizational culture. They must ensure that the work environment is
conducive to bringing out the best in their employees' personalities by removing
dissatisfiers from the workplace.
What managers need to do?
Job satisfaction and its relationship to dispositional factors supports the notion that
managers must concentrate on employing the right people for the organization in
order to maximize on the possibility that employees will be satisfied. Satisfied
employees will stay with the company for a relatively long period. Thus, they must
concentrate on removing dissatisfiers from the workplace to enable employees to get
on with their own satisfaction in an environment that is conducive to achieving both
their own needs and those of the organization.

The workplace and satisfaction

Harry Onsman8 discusses a retrospective Gallup study of one million employees in
North America. This study showed that the elements in the workplace that contribute
to a state of job satisfaction are all "group-level" items. Group-level items are those
that relate to workplace relationships with colleagues, managers, and workplace
friends. In the study there were twelve core elements which were important in job
satisfaction and which had an influence on attracting and retaining the most
productive employees. These are summarized as follows, in order of importance:

1. Do I know what is expected of me at work?

2. Do I have the materials and equipment I need to do my work right?
3. At work, do I have the opportunity to do what I do best every day?
4. In the past seven days, have I received recognition of praise for good work?
5. Does my supervisor or someone else at work seem to care about me as a
person?
6. Is there someone at work who encourages my development?
7. At work, do my opinions count?
8. Does the mission of my company make me feel like my work is important?
9. Are my co-workers committed to doing quality work?
10. Do I have a best friend at work?
11. In the past six months, have I talked with someone about my progress?
12. At work, have I had the opportunity to learn and grow?

A review of these elements confirms a couple of pertinent points. Firstly, referring

back to Herzberg's two-factor theory, most of the elements can be related to the
"motivators." Secondly, most of the elements relate to the workplace at the group
level and not the corporate level, where managers have traditionally concentrated their
efforts. Since the elements mostly relate to group-level issues, these are more easily
managed if the employees working within the organization have values that fit with
those of the organization. Moreover, it follows that there is more likely to be an
environment of job satisfaction if these elements can be achieved through the
individuals themselves. The corporate-level dissatisfiers must be removed from the
workplace in order that individuals are not distracted by them and that they have the
space to develop the work group-level elements.

Satisfaction: A joint responsibility

In today's pharmaceutical industry, managers must ensure that they employ the right
people for the jobs within their organization, a concept that applies to the entire
organization and includes the managers themselves. At the same time, management

must create a work environment that is free from dissatisfiers in order that employees
can go about achieving the aims and mission of the organization that are in line with
their own career goals and objectives. Managers should encourage employees to take
responsibility for their own job satisfaction by developing an environment that allows
them the scope to perform well. In this environment, employees need to accept that
responsibility and take steps to build on their own satisfaction.

References
1. Ross, Emily. 2001. "Love the Job." Business Review Weekly, 23.
2. Crow, Stephen M. & Hartman, Sandra J. 1995. "Can't Get No Satisfaction."
Leadership & Organization Development Journal.
3. Mitchell, Terence R., Dowling, Peter J., Kabanoff, Boris V. & Larson, James
R. 1988. People in Organizations: An Introduction to Organizational Behavior
in Australia. Sydney: McGraw-Hill.
4. Knowles, Michael C. Organization Behavior: Changing Concepts and
Applications. Sydney: Harper & Row.
5. Ivancevich, J., Olekalns, M. & Matteson, M. 1997. Organizational Behavior
and Management. Sydney: McGraw-Hill.
6. Huczinsky, Andrzej & Buchanan, David. 1991. Organizational Behavior, an
Introductory Text. London: Prentice Hall.
7. Goleman, Daniel. Emotional Intelligence: Why it can matter more than IQ.
1995. London: Bloomsbury.
8. Onsman, Harry. 1999. "The Secret of a Happy Office." Business Review
Weekly.
9. Way, Nicholas. 2000. "The Kings of Culture." Business Review Weekly.