Job Satisfaction of Low-skilled Employees of Manufacturing Industry in Bangladesh: A Case Study
Journal of Investment and Management
Volume 5, Issue 6, December 2016, Pages: 166-170
Received: Sep. 26, 2016;
Accepted: Oct. 7, 2016;
Published: Nov. 19, 2016
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Ruhul Amin, Department of Management Studies, Bangabandhu Sheikh Mujibur Rahman Science & Technology University, Gopalganj, Bangladesh
Employees are one of the most important stakeholders in an organization because the employees provide their efforts; share their knowledge, skills, mental and physical abilities that contribute to the productivity and profitability of the organization. So, the organization should do everything they need to retain the employees. Job satisfaction is one of them. But the factors of job satisfaction of low-skilled employees are different from those of high-skilled employees. The objective of the study is to examine the factors and level of job satisfaction of low-skilled employees in manufacturing industry; Meghna Cement Mills Ltd., Bangladesh. Data had been collected through a case study, semi-structured interview and observation. This study reveals that job satisfaction level of full time low-skilled employees is much more than that of casual low-skilled employees in Meghna Cement Mills Limited. According to this study, equal benefits and wages, medical allowances, education, house rent and entertainment allowances, yearly leave and festival bonus, weekly holiday, tolerable working hours, job security, life insurance, compensation in case of any accident, scope to relax, good relation with the supervisors and existence of labor union should be considered as the most important factors to motivate and satisfy the low-skilled employees in an organization specially manufacturing organization. The findings and theoretical discussion of this study will help the concerned parties for further studies and policy formulation.
Job Satisfaction of Low-skilled Employees of Manufacturing Industry in Bangladesh: A Case Study, Journal of Investment and Management.
Vol. 5, No. 6,
2016, pp. 166-170.
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