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Sarah Callahan
Ali Reichhard
Organizational Communication Theory
Employee Satisfaction in the Workplace
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Abstract
Within any organization the thought that crosses everyone’s mind would be the notion of
employee satisfaction. Potential employees often wonder whether the work environment is
desirable, managers and CEOs question their employee’s happiness, and the employees
themselves wonder if where they are working brings fulfillment to their lives. Looking at
different forms of metaphors it is in our strong belief that the machine metaphor is the least
effective in employee satisfaction due to the flow of communication and hierarchal structure that
leaves employees feeling invaluable. Our study will prove to show that through surveys and
observation, the machine metaphor will work in some ways however the organic metaphor will
be the most efficient to the satisfaction of employees. We expect to see the flow of
communication to be horizontal as opposed to vertical therefore leaving employees to feel more
satisfied and valued. We would conclude that the organic metaphor would make organizations
satisfied more within their working environment as opposed to the machine metaphor due to the
value of shared communication. On the other hand, we can see why the machine metaphor would
work well within an organization due to its specialty of tasks assigned within specific roles, but
we expect to see that employees within the system would focus more on their satisfaction based
on the elements of communication, personal achievement and benefits in the work field.
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Introduction
Based on our research question; ‘What frame and what system works’ best to have the
highest employment satisfaction’ we will determine that the machine metaphor will be the least
effective approach within an organization in terms of employee satisfaction. For our research, we
will be conducting a study with the focus of the metaphor analysis to determine the functions of
an organization. Through this, we will be able to identify and determine their perspective of the
effects of their structure on their work environment. We have decided to focus on the concept
that though the machine metaphor may be beneficial in the structure of an organization, it does
not promote employee satisfaction. We believe that the organic metaphor has a more positive
effect on employees within the work environment therefore giving them a higher sense of
satisfaction. By studying this important aspect of employee satisfaction we will be able to
distinguish if the employees are getting both the professional and personal development within
their work field.
The workplace environment that is set in place impacts: employee morale, productivity
and engagement - both positively and negatively. It is not just a coincidence that new programs
addressing lifestyle changes, work/life balance, health and fitness – which were previously not
considered key benefits - are now primary considerations of potential employees, and common
practices among the most admired companies. In an effort to motivate workers, firms have
implemented a number of practices such as performance based pay, employment security
agreements, practices to help balance work and family, as well as various forms of information
sharing. In addition to motivation, workers need the skills and ability to do their job effectively.
And for many firms, training the worker has become a necessary input into the production
process (Sekar, 2011).
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There are many other variables, which can include the satisfaction and happiness of an
employee. Thomas Wright and Jon Wefald (1997), Leadership Chair in Business Administration
and professor of management at K-State, has found that when employees have high levels of
psychological well being and job satisfaction, they perform better and are less likely to leave
their job -- making happiness a valuable tool for maximizing organizational outcomes. "The
benefits of a psychologically well work force are quite consequential to employers, especially so
in our highly troubled economic environment," Wright (1997) said. "Simply put, psychologically
well employees are better performers. Since higher employee performance is inextricably tied to
an organization's bottom line, employee well being can play a key role in establishing a
competitive advantage (Science Daily, 2009). Happy employees are critical for an organizations
success.
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Machine Metaphor
The idea of a metaphor in organizational theorizing suggests that we can learn something
about organizations by considering a disparate object that an organization is like. The metaphor
that we will be looking at within the organization is the machine metaphor. The machine
metaphor is based off of the classical theory perspective (e.g. Fayol/Taylor). Fayol (1949)
outlines five fundamental elements of management, including: planning, organization, command,
coordination, and control. This type of organization consists of clearly defined parts that have
some determinate order. According to Morgan (1998), “When goals are fixed, environments are
stable, and the workforce eager and compliant, a mechanical mode of organization can provide a
basis for effective operation.” The machine metaphor is based on Weber’s bureaucracy that
focuses on a fixed division of tasks, hierarchical supervision and detailed rules and regulations
(Morgan, 1998). Within these parts of how an organization should be put together, Taylor
defines four principles that make up a system. A system can be broken down into the ideology
that there is one best way to do every job, the requirement of proper selection of workers, and the
importance of training workers, as well as the incorporation of the inherent differences between
management and workers (Taylor, 1911).
Organic Metaphor
In addition, through our research we will also be looking at the organic metaphor, which
focuses on the organizational needs of both the organization and employees. This metaphor
views an organization as an open system with the process of adapting organizations to
environments including the factors that influence organizational health and development
(Morgan, 1998). According to Morgan (1998), “Organization theory began its excursion into
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biology by developing the idea that employees are people with complex needs that must be
satisfied if they are to lead full and healthy lives and to perform effectively in the work place.”
This metaphor integrates the social and psychological needs of both the individuals and the
organization based on Maslow’s Hierarchy of Needs (Maslow, 1954). This approach focuses on
the different levels of Maslow’s hierarchy ranging from self-actualizing, ego, social, security,
and physiological and how an organization can satisfy these needs.
Theory X and Theory Y
According to Envision Software (2007), “In his 1960 management book, The Human
Side of Enterprise, Douglas McGregor made his mark on the history of organizational
management and motivational psychology when he proposed the two theories by which
managers perceive employee motivation. He referred to these opposing motivational methods as
Theory X and Theory Y management. Each assumes that the manager’s role is to organize
resources, including people to best benefit the company. However, beyond this commonality,
they’re quite dissimilar.” In accordance to these two theories, machine metaphor identifies with
Theory X while the organic metaphor identifies with Theory Y. Theory X emphasizes the need
for strong direction from management to accommodate for the passive and lazy attributes of the
employees. This coincides with the machine metaphor by incorporating designed tasks that
follow the standards of specialization, standardization, and predictability. This then enhances the
idea that the employees are unmotivated which then leads to dissatisfaction. On the other hand,
McGregor (1960) argues that the key focus of Theory Y proposes, “The essential task of
management is to arrange conditions so that people can achieve their own goals best by directing
efforts toward organizational rewards.” This coincides with the organic metaphor in
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emphasizing the importance of fulfilling the hierarchy of needs to enforce satisfaction among the
employees.
Here is a chart that demonstrates the differences between the two Theories derived by
McGregor:
**Image retrieved from http://www.ccel.us/hans.ch5.html.
Based on McGregor’s theoretical approach to organizational management, he advocates
for the use of Theory Y over Theory X. By aligning the organizations functions with employee
self-interest, the employees will have a larger say in decision-making and therefore, lead to a
more satisfying and productive workforce (McGregor, 1960).
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Outcome
The outcome of our study focuses on the importance of employee satisfaction. The basis
of an organization directly relates to the employees that help to run the business. Without
employees, there would be no organizational functions to be established in the success of the
organization. According to Wright (2009), there are many other variables which can include the
satisfaction and happiness of an employee. When employees have high levels of psychological
well-being and job satisfaction, they perform better and are less likely to leave their job; making
happiness a valuable tool for maximizing organizational outcomes.
Research and Reasoning
Today, in an article of ‘100 best companies to work for’ it says that though these 100
companies may escape global competition, they still have to beat hundreds of domestic
competitors in attracting the best employees (Colvin, 2006). Back in 1999, only 18 companies on
the list allowed telecommuting and now, 79 do. Additionally, today, 81 companies offer
compressed workweeks such as four ten-hour days with Fridays off and in 1999, only 25 did.
This can be proven to show that the machine metaphor is less effective in implanting employee
satisfaction because employees like to do workweeks consisting of only 4 days. We feel that this
shows that management and CEO’s appreciate their employees and reward them by offering
them shorter weeks so that the work is done exceptionally rather than just routinely.
In addition, the article states that though these factors are important for maintaining a
happy workplace environment; there are two elements that have never changed over time. These
elements include: trust and recognition (Colvin, 2006). Employees treasure the freedom to do
their job as they think best, and great employers trust them. For recognition, telling employees
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they’re doing a great job costs nothing but counts big. This relates to the organic metaphor as in
treating employees like family by having full trust in what are doing within in the organization.
This could infer that the organic metaphor carries out employment satisfaction as opposed to the
machine metaphor.
The workplace environment impacts employee morale, productivity and engagement both positively and negatively. The work place environment in a majority of industries is unsafe
and unhealthy. These include: poorly designed workstations, unsuitable furniture, lack of
ventilation, inappropriate lighting, excessive noise, insufficient safety measures in fire
emergencies, and the lack of personal protective equipment. People working in such
environments are prone to occupational disease, which directly impacts an employee’s
performance level. Thus, productivity is decreased due to the workplace environment. It is the
quality of the employee’s workplace environment that significantly impacts their level of
motivation and their subsequent performance. The extent to how well an employee engages with
the organization, particularly with its immediate environment, influences to a great degree their
error rate, level of innovation and collaboration with other employees, absenteeism and
ultimately, how long they will stay in the job. The creation of a work environment in which
employees are productive is essential to increased profits for an organization, a corporation, and
a small business.
Discussions within the interaction effects the three role stress variables, which can also
play a factor between Technology communication and employee work satisfaction. The three
role stress variables include: role conflict, ambiguity, and overload. Among different technology
organizations, job design characteristics in regards to employee satisfaction with their work are
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examined. These role variables were found to be associated with lower work satisfaction for
individuals on simple, low-scope jobs in long-linked (manufacturing) technology and for
individuals on complex, high-scope jobs in mediating (service) technology. This research on role
theory has focused on role conflict, role ambiguity and role overload as sources of role stress in
organizations (Abdel-Halim, 1981).
Conclusion
Therefore, the organic metaphor is directly related to employee satisfaction. By attending
to the social and psychological needs of the employees (Maslow’s Hierarchy of Needs), their
self-interests are incorporated into the functions of the organization. This then contributes to
both their professional and personal growth and development within the organization, prompting
the employee to want to further their participation in the organization.
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