Contents

Contents

Figure 1: Employee Job Satisfaction 2004-2014

Figure 2: Job Satisfaction Aspects Rated as Very Important and Very Satisfied by Employees
Figure 3: Importance of and Satisfaction with Career Development Aspects
Figure 4: Importance of and Satisfaction with Employee Relationships with Management Aspects
Figure 5: Importance of and Satisfaction with Compensation Aspects
Figure 6: Prevalence of Employee Raises and Bonuses
Figure 7: Importance of and Satisfaction with Benefits Aspects
Figure 8: Reasons Employees Seek Employment Outside of Their Organization
Figure 9: Importance of and Satisfaction with Work Environment Aspects

Employee Job Satisfaction and Engagement | 1

 E x e c u t i v e S u m m a ry

Figure 1: Employee Job Satisfaction 2004-2014

86% 86%
84%
83%
82%
81% 81%
80%
79%
77% 77%

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
(n = 604) (n = 600) (n = 604) (n = 604) (n = 601) (n = 602) (n = 605) (n = 596) (n = 600) (n = 600) (n = 600)
Note: Figure represents respondents who indicated they were somewhat satisfied or very satisfied with their current job. Percentages are based on a scale where
1 = very dissatisfied and 5 = very satisfied. Neutral/Neither satisfied nor dissatisfied responses were excluded from this analysis.
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

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Employee Job Satisfaction and Engagement | 2

 E x e c u t i v e S u m m a ry

Figure 2: Job Satisfaction Aspects Rated as Very Important and Very Satisfied by Employees
Importance Satisfaction

72% Respectful treatment of all employees at all levels (1) 33%

64% Trust between employees and senior management (2) 28%
63% Benefits, overall (3) 27%

61% Compensation/pay, overall (4) 24%

59% Job security (5) 32%

58% Relationship with immediate supervisor (6) 40%

58% Opportunities to use your skills and abilities in your work (6) 34%

56% Immediate supervisors respect for my ideas (7) 37%

55% Organizations financial stability (8) 33%

55% Managements recognition of employee job performance (8) 24%

55% Communication between employees and senior management 23%

(8)
53% Feeling safe in your work environment (9) 48%

52% Managements communication of organizations goals and 26%

strategies (10)
50% The work itself (11) 36%

48% Overall corporate culture (12) 31%

47% Career advancement opportunities within the organization 20%

(13)
47% Autonomy and independence (13) 28%
46% Meaningfulness of job (14) 35%

44% Relationships with co-workers (15) 42%

43% Teamwork within department/business unit (16) 26%

42% Organizations commitment to professional development (17) 23%

41% Teamwork between departments/business units (18) 22%

41% Job-specific training (18) 22%

41% Communication between departments/business units (18) 21%

39% Career development opportunities (19) 21%

38% Contribution of work to organizations business goals (20) 33%

37% Variety of work (21) 32%

33% Networking opportunities (22) 21%

31% Company-paid general training (23) 24%

31% Organizations commitment to corporate social responsibility 26%

(23)
29% Organizations commitment to a diverse and inclusive 28%
workforce (24)
20% Organizations commitment to a green workplace (25) 19%
Note: n = 600. Importance percentages are based on a scale where 1 = very unimportant and 4 = very important. Satisfaction percentages are based on a scale were 1 =
very dissatisfied and 5 = very satisfied. Data are sorted in descending order by the percentage of respondents who indicated very important.
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

RETURN TO THE TABLE OF CONTENTS Employee Job Satisfaction and Engagement | 3

 S u r v e y R e s u lt s : E m p loy e e J o b S at i s fac t i o n

Figure 3: Importance of and Satisfaction with Career Development Aspects

58% 36%
Opportunities to use your skills and abilities in your work
34% 40%

47% 36%
Career advancement opportunities within the organization
20% 34%

42% 48%
The organizations overall commitment to professional development
23% 31%

41% 46%
Job-specific training
22% 33%

39% 45%
Career development opportunities
21% 33%

33% 43%
Networking opportunities
21% 30%

31% 51%
Company-paid general training
24% 31%

Very Important Important Very Satisfied Somewhat Satisfied

Note: n = 600. Importance percentages are based on a scale where 1 = very unimportant and 4 = very important. Satisfaction percentages are based on a scale were
1 = very dissatisfied and 5 = very satisfied. Data are sorted in descending order by the percentage of respondents who indicated very important.
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

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 S u r v e y R e s u lt s : E m p loy e e J o b S at i s fac t i o n

Figure 4: Importance of and Satisfaction with Employee Relationships with Management Aspects
72% 26%
Respectful treatment of all employees at all levels
33% 35%

64% 32%
Trust between employees and senior management
28% 34%
58% 37%
Relationship with immediate supervisor
40% 33%

56% 40%
Immediate supervisors respect for employees ideas
37% 36%

55% 40%
Communication between employees and senior management
23% 37%

55% 39%
Managements recognition of employee job performance
24% 38%

52% 42%
Managements communication of organizations goals and strategies
26% 36%

47% 45%
Autonomy and independence
28% 41%

Very Important Important Very Satisfied Somewhat Satisfied

Note: n = 600. Importance percentages are based on a scale where 1 = very unimportant and 4 = very important. Satisfaction percentages are based on a scale were
1 = very dissatisfied and 5 = very satisfied. Data are sorted in descending order by the percentage of respondents who indicated very important.
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

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 S u r v e y R e s u lt s : E m p loy e e J o b S at i s fac t i o n

Figure 5: Importance of and Satisfaction with Compensation Aspects

61% 35%
Compensation/pay
24% 38%

57% 36%
Being paid competitively with the local market
22% 33%
50% 44%
Base rate of pay
21% 36%

42% 43%
Opportunities for variable pay
21% 30%

15% 34%
Stock options
19% 23%

Very Important Important Very Satisfied Somewhat Satisfied

Note: n = 600. Importance percentages are based on a scale where 1 = very unimportant and 4 = very important. Satisfaction percentages are based on a scale were
1 = very dissatisfied and 5 = very satisfied. Data are sorted in descending order by the percentage of respondents who indicated very important.
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

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 S u r v e y R e s u lt s : E m p loy e e J o b S at i s fac t i o n

Figure 6: Prevalence of Employee Raises and

Bonuses
63%
56%
50% 50%
39% 36%

Received a raise Received a bonus

2012 2013 2014

Note: n = 506-525 (2014); 474-514(2013); 473-513 (2012).Only respondents
answered yes to this question are shown. Respondents who indicated Not
applicable were excluded from this analysis.
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

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 S u r v e y R e s u lt s : E m p loy e e J o b S at i s fac t i o n

Figure 7: Importance of and Satisfaction with Benefits Aspects

64% 30%
Paid time off
35% 36%
64% 29%
Health care/medical benefits
30% 36%

63% 31%
Benefits, overall
27% 37%
55% 36%
Flexibility to balance life and work issues
35% 35%
47% 42%
Defined contribution plans
31% 35%
36% 41%
Family-friendly benefits
23% 34%
35% 45%
Defined benefit pension plan
25% 33%
24% 46%
Wellness programs
26% 28%
Very Important Important Very Satisfied Somewhat Satisfied
Note: n = 600. Importance percentages are based on a scale where 1 = very unimportant and 4 = very important. Satisfaction percentages are based on a scale were
1 = very dissatisfied and 5 = very satisfied. Data are sorted in descending order by the percentage of respondents who indicated very important.
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

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 S u r v e y R e s u lt s : E m p loy e e J o b S at i s fac t i o n

Figure 8: Reasons Employees Seek Employment

Outside of Their Organization
More compensation/pay 65%

Better career advancement

opportunities 33%

Better benefits 28%

More meaningful work 23%

Less workplace stress 19%

More flexibility to balance work 15%
and life issues
More job security 15%

Better location 15%

Better overall organizational 9%
culture
Better opportunities for training
and development 9%
More challenging work 8%
Better relationship with 5%
immediate supervisor
Other 6%
Note: n = 265. Only respondents who answered they were likely or very likely
to look for a job outside of their current organization were asked this question.
Percentages may not total 100% due to multiple responses.
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

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 S u r v e y R e s u lt s : E m p loy e e J o b S at i s fac t i o n

Figure 9: Importance of and Satisfaction with Work Environment Aspects

59% 37%
Job security
32% 40%

55% 41%
Organizations financial stability
33% 40%

53% 38%
Feeling safe in the work environment
48% 34%

50% 45%
The work itself
36% 37%

48% 46%
Overall corporate culture
31% 36%

46% 46%
Meaningfulness of job
35% 40%

44% 48%
Relationships with co-workers
42% 37%

43% 51%
Teamwork within department/business unit
26% 38%

41% 52%
Communication between departments/business units
21% 33%

41% 52%
Teamwork between departments/business units
22% 35%

38% 54%
Contribution of work to organizations business goals
33% 43%

37% 53%
Variety of work
32% 39%

31% 54%
Organizations commitment to corporate social responsibility
26% 32%

29% 45%
Organizations commitment to a diverse and inclusive workforce
28% 30%

20% 43%
Organizations commitment to a green workplace
19% 32%
Very Important Important Very Satisfied Somewhat Satisfied
Note: n = 600. Importance percentages are based on a scale where 1 = very unimportant and 4 = very important. Satisfaction percentages are based on a scale were 1 =
very dissatisfied and 5 = very satisfied. Data are sorted in descending order by the percentage of respondents who indicated very important.
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

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