Friday, May 24, 2019

Scope

.3 SCOPE OF THE STUDY The scope of the study in this investigate is to identify the relationship between bloodline satisfaction and employee abrasion in PETRONAS Carigali Sdn Bhd (PCSB), which focuses on the technical job areas employees. This research will also cover on the factors of job satisfaction, which are the push, the pull, as well as the personal factors. There have been numerous studies regarding job satisfaction and attrition intentions worldwide and the results are repeatedly found to be the same, negatively related to be exact.Dessler (197837) refers to job satisfaction, as the degree of needs satisfaction that is derived from and or experienced on the job?. He affirms to the ability of employees in an organization aspirations, feeling happy doing their job with the hope that their needs will be achieved. Job satisfaction reflects employees feelings regarding their work and has been found to imply many operations within the organization. If the level of satisfaction is low, the impact on the companys operation as a whole might be negative and vice versa.In contrast, when employees level of satisfaction is high, they are willing to fully utilize their effort for the sake of the organization. It is definitely increases the employees interests and instilled their work motivation that lead to a stronger-tighter bond between the employee and the organization. When these two significant facets becomes one, the intentions to leave can be decreases (Boles et al. , 1997). Motivated employees are productive, happy and committed.The spin off of this includes reduced employee attrition intentions, increased employees loyalty and workplace harmony. The intention to quit oneself job is developed from conscious and rational decision the employee make to leave the organization. Alternatively, the employee does not leave the job instantly but the intention to leave is formed gradually and the person tries to leave following a deep consideration and finding new job-opportunities elsewhere.

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