-50%
Solution
3.1 Job Satisfaction Concept
Job satisfaction represent a strategy used to measure how staff are committed to an organisation in executing their functions. The antecedents of job satisfaction include cognitive, affection, and behaviour (Dziuba et al., 2020). In HWE case, Post-COVID occurrences have contributed to redefinition of the aspect of job satisfaction and evidenced through evaluation of the quality of work life and sense of fulfilment achieved by an individual in their roles. As evidenced in CIPS (2021), job satisfaction entail different factors set to maximise employees value;
Figure 7:Factors impacting HWE
Source: Summarised from internal survey
3.2 Leadership approaches impact on Job satisfaction
As noted in the external environment analysis section, leadership in HWE is tasked with a responsibility of ensuring they influence their subordinates behaviour to achieve their roles. In this regard, Ibrahim et al. (2023) argue that job satisfaction level is largely impacted by leadership strategies pursued in an organisation. This however changes form one person to the other in regard to leadership style followed and factors of job satisfaction. For example, Bernarto et al. (2020) argued that through an adoption of transformational leadership style, organisations effectively promote intrinsic job satisfaction contrary to transactional leadership. For example, considering HWE case, by investing in transformational leadership in their program intended to improve readiness in management of COVID-19 pandemic, through their transformational leadership, all their employees have achieved a high satisfaction. According to Gorgenyi-Hegyes et al. (2021) among the different issues which impact on staff wellbeing, research has noted satisfaction of employees as leading which outperform dissatisfied staff. Hence, for HWE, they popularly reference to the 2019 Mental Health at Work Report which is an SAP organisation and Qualtrics development to achieve this (Rossi et al., 2020);
Figure 8:Summary of the roles of leadership in supporting employees wellbeing
Source: Summarised from CIPS Module Notes
Capacity development opportunities– In last quarter of 2023, HWE began investing on training initiative which target staff for boosting their wellbeing. From their training hub (HWE Training Hub, 2023a), this has made HWE to be competitive and be regarded as an employer of choice by many qualified people. After the emergence of COVID-19 pandemic, approximately 35% of employees in the organisation were affected by challenges with their wellbeing (HWE, 2023a).
Modification of policy and practice– The leaders in HWE are mandated with a responsibility of coming up with policy work and initiatives which boost their staff wellbeing. Consistently, leaders and managers are involved in reviewing of the policies and initiatives particularly regarding remote working strategy, time-off work which need to be paid.
Measuring employees wellbeing– This is noted by Camilleri (2021) as increasing accountability through recognition of main stressing factors of staff wellbeing. The identification of entire causative aspects guide HWW in improving skills development strategy for their staff to identify best strategy in improving overall wellbeing.
In order to not whether leadership in HWE is task-centered or people centric, Blake Mouton Grid described in CIPS Module Notes, the leadership grid can be used.
Figure 9:HWE Leadership Grid Analysis
Source: CIPS Module Notes
For HWE case, leadership grid illustrated in figure 9 can be used with the leadership process being illustrated to include;
Impoverished Management (Low Results/Low People)- This include a task-centered leadership noted in Shafiq et al. (2023) to include limited efforts to ensure entire tasks are completed. For HWE, their leadership make sure there is staff satisfaction, organised well and work in harmony for achieving their assigned functions.
Produce-or-Perish Management (High Results/Low People)- This entail task-centered leadership which is lacking in HWE. For example, in year 2022, HWE (2022) note that the organisation had a total CDEL of £343m, it had attracted immense roles for leadership prioritising on it. A limited priority was on teams.
Middle-of-the-Road Management (Medium Results/Medium People)-
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