Status, role and satisfaction among development engineers

Abstract

Purpose -To identify the problematic areas relating to the current managerial practices in motivating engineers and evaluating their relative contribution to the overall level of engineers' satisfaction. Design/methodology/approach -Based on a conceptual model, an empirical study was conducted within 11 organizations operating in the food machinery industry in Italy. A survey was carried out on 376 development engineers staffed in these companies and a statistical analysis was conducted on the data collected in order to refine and operationalize the conceptual model proposed and to investigate the relative effects of the various factors considered. Findings -From the statistical analysis it emerged that job satisfaction can be split into three dimensions and that it is impacted by five factors related to managerial policies, perception of engineers' status and job-related motivational mechanisms. Practical implications -The analysis clearly suggests that engineers in industry are generally dissatisfied and largely demotivated. It also emphasizes the importance of sound managerial practices that enables the organization to establish appropriate reward systems, to understand engineers' expectations as technical professionals and to provide them with task-related motivational tools fostering challenge and flexibility. Originality/value -It addresses an explanation of engineers' satisfaction based on a theoretical framework, striving to identify key motivational stimuli effective with engineers.

Impact of Training and Development and Supervision Support on Organizational Effectiveness

“…The outcome of the current study suggests an indispensable correlation between SS and organizational effectiveness. The results are similar to the findings of prior studies (Bigliardi et al, 2005;Tan, 2008). This indicates that if workers have obtained adequate encouragement from superiors, employees would display constructive actions towards their company in return.…”

“…The supervisory support is assessment and instruction of performance of employees regarding career management, job direction, and expansion of career network of employee (Tan, 2008). Likewise, the provision of such support it is important for motivating, developing and retaining employees (Bigliardi et al, 2005). Better and pleasant associations between managers and subordinates strengthen the employee 's willingness to remain longer in the company (Bibi, Ahmad & Majid, 2018).…”

The Impact of Training and Development and Supervisor Support on Employees Retention in Academic Institutions: The Moderating Role of Work Environment

“…As explained by Tan (2008) support from a supervisor includes the useful evaluation of one's performance, career mentoring, the development of one's career network and job direction. According to Bigliardi et al (2005) and Lee (2004) the provision of such support should facilitate positive attitudes towards the organization in general, as supervisors act as agents of the organization. At the point where the relationship between employees and supervisors is characterized by obligations, trust, long term orientation and socio emotional resources, the employees perceive their supervisors support as a social exchange construct (Dysvik and Kuvaas 2012;Eisenberger et al 2002,).…”

Effect of Compensation, Training and Development and Manager Support on Employee Commitment: The moderating effect of Co-worker Support

“…Supervisory support refers to interpersonal relationships between manager and subordinate in the organization (Tan, 2008). Provision of such support is critical for development, motivation and retention of knowledge workers (Lee, 2005;Bigliardi, Petroni, & Dormio, 2005). Employees views of organizational support and it association with work-life conflict is largely shaped by supervisors (Kossek et al, 2011).…”