1. SUBJECT: HUMAN RESOURCE MANAGEMENT CASE STUDY
JOB SATISFACTION AT OMEGA TECHNICAL SERVICES LTD
Nguyen Hoai Nam
Chanthavong Bakham
Danquah Asah Samuel

2. Introduction Omega Technical Services Ltd is a medium-sized company
Established :middle of 1950
Provides a range of technical support services to the engineering industries
KEY ACTIVITIES:
Documentations for services
Production of operational and maintenance manuals for clients
Installation of engineering components for governmental and private sector organizations
Nature of the business is labour intensive, wages accounting for 80 percent of total costs and indirect labour is kept at a minimum and other overheads are tightly controlled.

3. Omega is structured geographically

4. JOB SATISFACTION
Job satisfaction describes how content an individual is with his or her job.
Job satisfaction and job performance are inter related.
The happier people are within their job, the more satisfied they are said to be.
Job satisfaction can be measured by the use of rating scales where employees report their reactions to their jobs

5. JOB SATISFACTION AND MASLOW THEORY OF NEED
Job quality
Self/Actualization,
Career &
Self-fufillment
motivators
Self-Esteem,
Confidence, respect, recognition
Workplace support
Social,/belonging,
Friends, family, coworker, associations
Earning & benefits
Safety/Security,
Security of body, employment, resources,property and insurance
Basic expectations
Physiological/Basic needs,
Food, water, shelter,electricity,transport & phones
Maslow’s Hierarchy of needs

6. Background to our study
INTERNAL AND EXTERNAL
In 1984 the company experienced trading difficulties as a result of:
increase competition in the market place and this resulted in falling profits
rationalization began under direction of a new financial director.
This included a major redundancy programmed and the relocation of the head office.
Changes in management-Managers and Directors positions
External pressures
recessionary climate
significant changes in the market within which it operates.

7. The situation
Limited funds available for the development of overall employee benefit package.
The training and development budget is small and there is no appraisal scheme.
No formal communication policy which resulted in both upward and downward communications being of an ad hoc nature.
Labour turnover, obtained by dividing the total number of leavers in a 12 months period by the average number of employee, was calculate for the last full year to be 33%.
Absenteeism rates has increased significantly to over 10 percent of working days.
The company’s drive towards improved quality and external pressure it faces in the market place the board of directors is becoming increasingly concerned over what it perceives as a problem of low morale amongst employees and its possible impact upon performance.

8. Questionnaire design The final questionnaires comprised 83 items:
- 68 items were closed questions
- 12 items were open-ended questions
3 items were of a demographic nature
Closed questions sought to explore issues in 5 areas: General satisfaction
Communication
Fairness/supervision
Involvement/identification
Matters relating to other jobs and companies

9. General satisfaction issues
I am not satisfied with my employment at the present time-46%
I wish I had more time to produce better quality work-70%
Working for this company is depressing-40%

10. Fairness/Supervision issues
-I prefer to work without close supervision-95%
- My work is undervalued-60%
-I am fairly treated by my immediate superior-89%
-Omega does not treat its employees well-61%
-Favouritism plays a part in promotion in this company-52%
-The management of the company care about the conditions in which we work-22%.
-(78% ….)
-Lack of management support limits my productivity-54%
-Working for Omega gives me a strong sense of belonging to a group-23%

11. Recommendation
95% respondents prefer to work without close supervision. Accordingly, the company should change the style of supervision.
For example, supervision from distance or supervision through result.
60% respondents think that our work are undervalued.
Standard must be set to evaluate exactly result of employees
Effective communication channel should be set up to improve Omega’s image.
54%. Of respondents felt the lack of support from manager, Managers need to support employees more in the future.

12. CONCLUSION
Making work more satisfying will lead to increased motivation and performance, and reduced absenteeism and labour turnover among employees.
Managers should be advice to draw and implement strategies which attempts to increase employee satisfaction at work.

13. THANK YOU FOR YOUR AUDIENCE