Employees play a vital role in any organization. Through their performance and productivity, they boost the company’s mission and vision. However, it is important for the management to understand various aspects that might affect the performance of employees. Two of these aspects are job satisfaction and organizational commitment. Descriptively, job satisfaction entails the positive emotional state of being that results from one’s appraisal of his or her job experiences. Therefore, it is a vital element when it comes to motivation at the workplace. Further, it also helps determine an employee’s behavior in an organization (Culibrk, Delic, Mitrovic & Culibrk, 2018). While that is the case, organizational commitment is defined as the degree to which an employee identifies with the organization in terms of how engaged he or she is. A good metric to demonstrate organizational commitment is an assessment of the turnover rate (Culibrk, Delic, Mitrovic & Culibrk, 2018). A low turnover rate demonstrates that workers are committed to the organization while a higher rate would signal issues with the organization, for instance, its culture.
Based on the description given, one can notice that job satisfaction is more involved with how an employee behaves in the organization. This means that his or her attitude is likely to demonstrate whether he or she will leave or not. For instance, putting Google into context, the company provides employees with the autonomy to be creative. The management does not suppress its workers demanding that they follow a certain protocol which would only undermine their ability to create. For this reason, allowing workers such kind of freedom makes them satisfied and in turn, committed to the organization. Valaei and Razaei (2016) explained that job satisfaction determines, in part, how committed an individual is to his or her workplace. Therefore, between the two, job satisfaction is likely to make workers at Google remain productive and exhibit a high-level performance.
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Google uses various techniques to motivate its workers. One of them is allowing employees invest in their hobbies among other things that they have passion for. Doing so allows workers to explore their skills and abilities with limited inhibition. The approach that Google uses induces a desire to innovate and invent on the part of employees. Osabiya (2014) used Maslow’s hierarchy or needs to demonstrate employee motivation. He noted that when employees are allowed a certain degree of autonomy, they become motivated to create and even take on additional tasks at work due to a high self-esteem. They develop a sense of fulfilment as the organization demonstrates its recognition for their ability to advance set objectives with minimal supervision. Na-Nan, Chairprasit and Pukkeeree (2017) noted that employee participation promotes effective performance management on the part of the management hence moving the company towards success or desired goals. Google’s organizational culture is not only inclusive, but it also accommodates the different abilities of employees thereby emphasizing on the importance of diversity. The organization leverages having employees with different skill-sets to generate or create innovative products and services. This explains why it remains one of the best employers across the globe.
Based on information gathered, one can notice that job satisfaction promotes organizational commitment and is more strongly associated with employee performance. A company like Google invests in enabling its employees to create and explore without fear of failing. The company is based on a culture that considers the potential benefit of diversity at the workplace. Such an approach boosts employee’s self-esteem the result of which is a motivated and engaged workforce. Other companies should adopt Google’s model of interacting with employees.
References
Ćulibrk, J., Delić, M., Mitrović, S., & Ćulibrk, D. (2018). Job satisfaction, organizational commitment and job involvement: The mediating role of job involvement. Frontiers in psychology , 9 , 132. doi:10.3389/fpsyg.2018.00132
Na-Nan, K., Chaiprasit, K., & Pukkeeree, P. (2017). Performance management in SME high-growth sectors and high-impact sectors in Thailand. International Journal of Engineering Business Management, 9 , 184797901771845. doi:10.1177/1847979017718451
Valaei, N., & Rezaei, S. (2016). Job satisfaction and organizational commitment. Management Research Review, 39 (12), 1663-1694. doi:10.1108/mrr-09-2015-0216
