Three Pillars of Consumer Behaviour w.r.t Influence on Satisfaction and Delight
- Author Aparna P. Goyal
- DOI
- Country : India
- Subject : Marketing & HR
Keywords : Customer Satisfaction, Consumer Behaviour, Organizational Behaviour, Employee Delight, Intrinsic Motivation, Culture
Abstract
Each organization differs from the other not only in the structure but also in the attitudes and behavior that they arouse in the people, and these differences related to the psychological structures. In fact, individual personalities and their work requirements interact to produce a climate that can be meaningful to both the individual and the organization. By climate, we refer to those characteristics that influence the behavior of people in organizations. It is indeed what one reacts to the whole context of stimulation and confusion where one works. A total of 39 questions have been developed for this Organizational Climate Survey to be asked from the respondents, i.e. NPC Officers & Staff. This survey contains both open and close ended questions. The survey responses have been primarily designed on Likert scale of 1-5. Likert scale measures the extent to which a correspondent agrees or disagrees with the question. The scale was 1 to 5 (1-strongly disagree, 2-disagree, 3-neutral, 4-agree, and 5-strongly agree). After review and changes the survey converted to online form through Google forms. Job satisfaction is the level of contentment a person feels regarding his or her job. This feeling is mainly based on an individual's perception of satisfaction. Job satisfaction can be influenced by a person's ability to complete required tasks, the level of communication in an organization, and the way management treats employees. On the other hand, satisfaction with these facets is linked to results related to performance, including participation, turnover intentions, and absenteeism. Staff attitudes seem to be driven mainly by the perceived low support of their divisions, perceived injustice, the presence of obstacles to performance and job insecurity. The data suggest several strategies for improving staff morale including - improving communication to clarify performance procedures and expectations, showing concern and appreciation for staff, reducing perceived injustice due to inaccurate or inadequate information, and reducing Job insecurity, to examine the training needs for the employees. Others are identify and eliminate obstacles to performance, monitor the working climate for employees working in technical and service positions and finally ensure the consistent application of the policies that determine the payment and promotion decisions of staff.
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