What Is the Connection Between Employee Satisfaction and Customer Satisfaction?

The so-called employee satisfaction is relative to user satisfaction. Employee satisfaction refers to the feeling state formed by an employee by comparing the perceived effect of the company with his expectations. It is the employee's feeling that his needs have been met. . Employee satisfaction is a subjective value judgment of employees, a psychological perception activity of employees, and the result of comparing employee expectations with employees' actual perceptions.

Employee satisfaction

So-called employees

And employee satisfaction refers to the degree to which employees accept the actual feelings of the company compared with their expectations. That is, employee satisfaction = actual feelings / expectations. Employee satisfaction, also known as employee satisfaction, is a company's happiness index, a barometer of business management, and a reference for teamwork.

This definition reflects both the degree of employee satisfaction and the actual results of the company in meeting employee needs. Satisfaction is a relative concept: Satisfaction beyond the expected value; Basic satisfaction with the expected value; Dissatisfaction below the expected value. In a specific work environment, employees determine the gap between the value they actually get and the value they expect to get through their self-knowledge of the characteristics of the work. Large gap, low satisfaction; conversely, small gap, high satisfaction.

Understanding employees' psychological and physical satisfaction with corporate environmental factors and making adaptive changes can help reduce

Employee satisfaction is a reflection of an employee's attitude in assessing various factors contained in their work. According to research by authoritative institutions, for every 3 percentage points increase in employee satisfaction, the company s

The company's employee satisfaction survey can conduct a comprehensive review of the company's management, ensure the company's work efficiency and optimal economic benefits, and reduce and correct urgent issues such as low productivity, high attrition rates, and high staff turnover.

Employee satisfaction is a barometer of the enthusiasm of employees, and it is a comprehensive indicator. It is not only affected by the individual factors of employees and related work factors, but also by the overall operating status and development prospects of the unit. Therefore, specific indicators on employee satisfaction have become an important part of the study.

Some early behavioral scientists such as Herzberg (F. Herzberg) proposed a well-known two-factor (motivation factor, health factor) theory based on the study of human satisfaction factors, which played an important role in the development of organizational behavior. However, the study was also questioned because of the limitations of the research objects and methods. Later, Locker pointed out that the constituent factors of employee satisfaction include ten factors such as work itself and compensation; Arnold and Feldman proposed that the constituent factors include six factors such as superiors and financial compensation. These studies have a very important impact on the scientific division of employee satisfaction dimensions.

"Knowing Employee Satisfaction"

Chen Chang of Peking University in 2002, "Knowing Employee Satisfaction", Xie Yongzhen and Zhao Jingling of School of Management of Shandong University in 2001, "Employee Satisfaction Index System Establishment and Evaluation Model" all proposed employee satisfaction The evaluation index system includes 16 factors in the following five aspects: satisfaction with the job itself (job suitability, responsibility matching, job challenge, job competence); satisfaction with job returns (job recognition, career achievement sense) , Fair pay for new pay, promotion opportunities); satisfaction with work background (quality of work space, working time system, completeness of work equipment, satisfaction with welfare benefits); satisfaction with interpersonal relationships at work (cooperation harmony, openness of information) Degree); the overall satisfaction of the company (corporate understanding, organizational participation), this division covers all aspects of employee satisfaction.

Employee Satisfaction Measurement Manual

The Employee Satisfaction Measurement Manual edited by Ran Bin mentioned the basic knowledge of employee satisfaction measurement. Designing a reasonable and realistic questionnaire is the key to the success of employee satisfaction surveys. The book compiles test questionnaires and actual surveys of employees' satisfaction with Empo, which has certain reference value. The content dimension of employee satisfaction proposed in the book also basically includes 16 factors in the above 5 aspects.

Yuan Shengli of Huazhong University of Science and Technology adopted a single overall assessment method in the "Empirical Research on Employee Satisfaction" in 2002, conducted file surveys and individual interviews with 22 companies, and analyzed personal factors, work factors, and corporate factors related to employee satisfaction. A classification study was conducted, and the results focused on which factors have an impact on employee satisfaction. According to the research, age and business age are the individual factors most closely related to employee satisfaction, such as job position, work stress, employee knowledge, technology and job matching, employee learning opportunities, autonomy, challenges, leadership style, and Cognition of colleague relationships, social significance, etc. are working factors that are closely related to employee satisfaction, and the development prospects of enterprises are important corporate factors affecting employee satisfaction. This article combines theory with empirical research and has good research reliability and validity.

"Focus on employee satisfaction"

Chen Xi and Xie Xiaofei of Peking University analyzed the research on employee satisfaction in domestic and foreign scholars in "Focus on Employee Satisfaction" in 2003, linking job satisfaction with more human factors such as organizational commitment and organizational citizenship behavior. , And put forward that life satisfaction also has an intervention effect on job performance. This article breaks through the traditional research of employee satisfaction that has always focused on satisfaction, such as fair pay, supportive work environment, and harmonious colleague relationships. It has theoretical innovation and timeliness.

The ultimate goal of the company is to achieve three satisfactions: employee satisfaction, customer satisfaction, and shareholder satisfaction. Among them, employee satisfaction is the basis of customer satisfaction and shareholder satisfaction. Only when employees are satisfied can they devote more enthusiasm to their work, thereby creating greater customer satisfaction, ensuring the sustainable survival and development of the enterprise, and ensuring the profit of the enterprise, thereby ensuring Shareholders are satisfied. The president of Ossington Industrial Corporation in the United States summed up a "golden rule": "Caring for your customers and your employees, then the market will care more for you."

Satisfied employees can create greater productivity. Satisfied employees are in a happy mood, have a sense of belonging, responsibility, ownership of the company, and devote more enthusiasm to the work, which can create higher work efficiency under the same production skills. And a low level of employee satisfaction will lead to a low or excessive tension in the employee's mood, and this state is not conducive to the improvement of personal work efficiency, and will directly affect the combat effectiveness of the enterprise team.

In just a few years, Google has grown from a little-known company into the most well-known search company because of its highly efficient employees, and its efficiency comes from the high satisfaction of employees. Google provides employees with a free and trusted working environment. Employees can take their beloved puppies back to the office, can eat lunch and dinner for free in the company's canteen at any time, and even allow employees to work during working hours without delaying work. Go play hockey. As a result, employees work happily in this environment of freedom and trust, creating the "Google Myth."

High employee satisfaction increases business effectiveness. Enterprises with high employee satisfaction have a low staff turnover rate, which reduces the loss caused by frequent staff turnover; satisfied employees are put into work with greater enthusiasm, creating higher work efficiency and higher work efficiency Means greater profit; the higher the satisfaction of employees, the greater the organization's citizenship behavior, which is also beneficial to improving the effectiveness of the enterprise. An authoritative survey by Harvard Business Week shows that for every three percentage points increase in employee satisfaction, customer satisfaction increases by 5%. Companies with a satisfaction level of 80% have an average profit margin higher than other companies in the same industry by 20%.

Employee satisfaction increases organizational citizenship behavior in the enterprise. Organizational citizenship behavior OCB refers to an employee's freely determined behavior, which is not included in the employee's formal job requirements, but it will undoubtedly promote organizational effectiveness. Good organizational citizenship behavior: help others in the work team, voluntarily increase their work activities, and provide constructive suggestions and opinions to the work team and the organization. In today's work environment, organizations increasingly rely on teamwork and collaborative spirit to complete tasks, organize citizenship behaviors to improve team cohesion, and ensure the successful completion of team goals. Organizational citizenship behavior of employees with high satisfaction will increase.

Employee satisfaction will reduce the turnover rate of the company and enhance its cohesion. Satisfied employees have a sense of belonging to the company, forming a psychological dependence on the company, and will not leave easily. Therefore, companies with high employee satisfaction have a low turnover rate, strong cohesion, and everyone has a strong sense of belonging.