MEASUREMENT OF EMPLOYEE SATISFACTION

MEASUREMENT OF EMPLOYEE SATISFACTION. GROUP 3: Canalita, Abby Catoran, Rosephine Casiles, Lovely Dianne Claveria, Daniel John Gallego, Hayzelle Solinap, Stephen Shane Tabar, Ronn Zedrick.

One of the main control points of ‘ human quality’ is employee satisfaction; which should be measured and balanced in the same way as customer satisfaction. An employee satisfaction survey can be undertaken after carrying out the following eight-step guidelines: Set up focus groups with employees to determine relevant topics. Design the questionnaire, including questions about both evaluation and importance for each topic. Compile presentation material for all departments. Present the material in the departments. Carry out the survey. Report at both total and departmental levels. Form improvement teams. Hold an employee conference..

11.1 SET UP FOCUS GROUPS WITH EMPLOYEES TO DETERMINE RELEVANT TOPICS.

11.2 DESIGN THE QUESTIONNAIRE INCLUDING QUESTIONS ABOUT BOTH EVALUATION AND IMPORTANCE FOR EACH TOPIC.

Daily working conditions - targets for and definition of tasks - time frameworks - measurement of the end result -importance of the end result for the firm -education and training Wages and conditions of employment - wages - working hours - job security - pensions Information about goals and policies - information about the firm’s raison d'être - information about the firm’s goals (short- and long-term) - information about departmental goals - information about results Management - qualifications - commitment - openness - credibility - the ability to guide and support..

Job elements Importance Satisfaction 1 2 3 4 5 1 2 3 4 5 I can plan and decide by myself how my job is done 1 2 3 4 5 1 2 3 4 5 My job demands that I do several different activities 1 2 3 4 5 1 2 3 4 5 so that I have to use all my creative abilities 3. I’m well trained before new work processes or new 1 2 3 4 5 1 2 3 4 5 systems are introduced 4. The work flow between the different functions of 1 2 3 4 5 1 2 3 4 5 the organization is simple 5. The co-operation and co-ordination between departments 1 2 3 4 5 1 2 3 4 5.

11.3 COMPILE PRESENTATION MATERIAL FOR ALL DEPARTMENTS AND PRESENT THE MATERIAL TO THE DEPARTMENTS It is essential to avoid the creation of myths in connection with an employee survey. Manager must be broad-minded and apply fairness for everyone . In addition, it is the assigned department manager to ensure that employees understand the survey. The most important material to present to the employees is the questionnaire to be used. The manager should take time to present the questionnaire and discuss it with his employees. . Without open communication , people begin to feel like no one is listening and that filling out the engagement surveys was a waste of their time. So the surveys start having the reverse effect and end up lowering engagement and trust. That's why it's so important to let people in your organization know that their input is valued, processed and will result in action. Don't leave them hanging. . “We need strategies to keep people focused, happy and productive, all of which naturally contributes to talent retention, innovation, productivity, customer satisfaction and a positive workplace culture”. ‍.

11.4 CARRY OUT THE SURVEY The questionnaire should be filled out within the same time interval in all department. The collection of the filled out questionnaires and check for ‘everybody’s participation’ should be done by a person who has the trust of the employees. The department’s quality co- ordinator may be the person who has the ownership of that activity. To carry out the survey is to make sure that you communicate the survey’s result to your employee. Employee survey should be designed in such a way that they drive employees to engage more and have a positive impact on them. Once you know how your employees feel, it will be easier to figure out how to better engage them and obtaining employee engagement ideas..

11.5 REPORT AT BOTH TOTAL AND DEPARTMENTAL LEVEL The result of the employee satisfaction survey should be reported in the same way as a customer satisfaction survey. Top management should receive the overall employee satisfaction index where this index shown the progress and lack of progress in employee satisfaction. After presenting the results, make sure that you act on the results as you discussed with your employees during the presentation. Create a plan of action and a set of goals to be achieved. Also, involve your employees in the plan and assign them responsibilities so that they solve the issues themselves and feel empowered . Such information will help the departmental manager and his employees to identify which elements of customer satisfaction should be improved first..

11.6 FORM IMPROVEMENT TEAMS Therefore they should also be allowed a say in how to implement the improvements. Improvement teams should therefore be formed in those parts of the company where the survey has indicated opportunities for improvements. This means that improvement teams must be formed at both departmental level and cross organizationally. Improvement teams were formed in order to identify the causes behind the gaps and to implement improvements. After only one year there were considerable improvements in employee satisfaction..

11.7 HOLD AN EMPLOYEE CONFERENCE The exchange of experiences is important as regards continuous improvements and general motivation in the firm. We therefore suggest that employees be given the opportunity at the conference to discuss the various areas they have dealt with and the suggestions they have made. The results of initiative (implemented suggestions) from earlier employee surveys can also be discussed at the conference..

Quality checkpoints and quality control points “When measuring the state of a process result, we say that we have established a ‘quality control point’. When measuring the state of a process, we say that we have established a ‘quality checkpoint”. Massaki Imai argued in his book Kaizen (1986) that western managers were most interested in the results, i.e. different quality control points while Japanese managers also focused on the various process measures, i.e. various quality checkpoints which were expected to have an effect on the results. Of course there are problems in establishing a coherent measurement system which comprises the most important check and control points. The problem is not only to establish a model of the whole measurement system but also to have the employees involved in the identification and measurement of the critical control and checkpoints of the specific processes (administrative as well as production processes)..

no. of defects Total defects per unit = no. of units Defects per unit, commonly known as DPU, is a measurement representing the average number of defects that occur with each product unit. ... This helps establish the average number of errors that will occur per unit. The lower the number, the fewer the anticipated errors and the better the situation. Q uality check points to be used for testing the product quality at any point in the production process. Quality Control Point is a point or stage of manufacturing where it is essential to control (reduce or eliminate) a risk to avoid downtime. For example, checking the temperature of oil every three hours. There is the ability to set the frequency and list required tasks and accountable personnel ..

It is our experience that most of the quality measures may be used together with control charts in order to be able to analyse and distinguish between specific causes and common causes of variation . Examples of quality measures for the whole firm, i.e general quality measures (measures which can be used for both the firm as a whole and individual departments): • Meeting delivery times as a % of filled orders . • Number of complaints as a % of filled orders .• Failure costs as a % of turnover or production value . • Rate of personnel turnover . • Number of absentee days as a % of total working days . • Number of quality improvement suggestions per employee . • Number of employees in quality improvement teams as a % of total employees . • Number of hours allotted to education as a % of planned time..

Examples of quality measures in purchasing: • Number of rejected deliveries as a % of total deliveries . • Cost of wrong deliveries as a % of purchase value. • Number of purchase orders with defects as a % of total orders. • Production stops in time caused by wrong purchases in relation to total production time. • Number of inventory days (rate of inventory turnover ). Examples of quality measures in production (in a broad sense, i.e. including the production of services): • Used production time as a % of planned time. • Failure costs as a % of production value. • Number of repaired or scrapped products as a % of total produced products. • Idle time as a % of total production time. • Number of inventory days for semi-manufactured goods. • Ancillary materials, e.g. lubricants, tools etc. as a % of production value . • Number of invoiceable hours as a % of total time consumption . • Number of injuries as a % of number of employees..

Examples of quality measures in administration and sales : • Number of orders with defects as a % of total orders. • Numbers of orders with errors as a % of total invoices. • Number of credit notes as a % of total invoices. • Service costs due to wrong use as a % of sales. • Auxiliary materials/resources as a % of wage costs. • Number of unsuccessful phone calls as a % of total calls. • Number of debtor days. Examples of quality measures in development and design: • Number of design changes after approved design in relation to total designs. • Number of development projects which result in approved projects in relation to total development projects . • Failure costs due to the development departments as a % of production or sales value. • Time consumed in development as a % of planned time consumption . ..

As the above examples show, there are plenty of opportunities for defining quality measures and establishing quality control/quality checkpoints throughout the firm. Such measures are important in connection with continuous improvements. Quality control (QC) is a process through which a business seeks to ensure that product quality is maintained or improved. The purpose of the testing is to determine any needs for corrective actions in the manufacturing process. Good quality control helps companies meet consumer demands for better products..