A Research Report by the Society for Human Resource Management (SHRM)

Employee Job Satisfaction and Engagement

Optimizing Organizational Culture for Success
 Employee Job Satisfaction and Engagement
Optimizing Organizational Culture for Success
A Research Report by the Society for Human Resource Management (SHRM)

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 Contents

Contents

About This Research Report����������������������������������������������������������������������������������������� 4

Executive Summary����������������������������������������������������������������������������������������������������������� 6
Survey Results: Employee Job Satisfaction������������������������������������������������������ 12
Career Development���������������������������������������������������������������������������������������������������������� 13
Opportunities to Use Skills/Abilities������������������������������������������������������������������������������������ 13
Career Advancement Opportunities����������������������������������������������������������������������������������� 14
Organization’s Commitment to Professional Development����������������������������������������������� 14
Job-Specific Training����������������������������������������������������������������������������������������������������������� 14
Career Development Opportunities������������������������������������������������������������������������������������ 15
Networking Opportunities��������������������������������������������������������������������������������������������������� 15
Company-Paid General Training����������������������������������������������������������������������������������������� 15
Employee Relationships With Management�������������������������������������������������������������� 16
Respectful Treatment of All Employees at All Levels��������������������������������������������������������� 16
Trust Between Employees and Senior Management��������������������������������������������������������� 17
Relationship with Immediate Supervisor���������������������������������������������������������������������������� 17
Immediate Supervisor’s Respect for My Ideas������������������������������������������������������������������� 17
Communication between Employees and Senior Management���������������������������������������� 17
Management’s Recognition of Employee Job Performance���������������������������������������������� 17
Management’s Communication of Organization’s Goals and Strategies�������������������������� 18
Autonomy and Independence��������������������������������������������������������������������������������������������� 18
Compensation and Benefits��������������������������������������������������������������������������������������������� 19
Compensation/Pay�������������������������������������������������������������������������������������������������������������� 19
Benefits��������������������������������������������������������������������������������������������������������������������������������20
Work Environment�������������������������������������������������������������������������������������������������������������23
Job Security�������������������������������������������������������������������������������������������������������������������������23
Organization’s Financial Stability����������������������������������������������������������������������������������������23
Feeling Safe in the Work Environment�������������������������������������������������������������������������������� 24
The Work Itself���������������������������������������������������������������������������������������������������������������������25
Overall Corporate Culture���������������������������������������������������������������������������������������������������25
Meaningfulness of the Job��������������������������������������������������������������������������������������������������25
Relationship with Co-Workers���������������������������������������������������������������������������������������������25
Teamwork Within Department/Business Unit���������������������������������������������������������������������25
Communication Between Departments/Business Units����������������������������������������������������25
Teamwork Between Departments/Business Units�������������������������������������������������������������26
Contribution of Work to Organization’s Business Goals�����������������������������������������������������26
Variety of Work��������������������������������������������������������������������������������������������������������������������26
Organization’s Commitment to Corporate Social Responsibility���������������������������������������26
Organization’s Commitment to a Diverse and Inclusive Workforce�����������������������������������26
Organization’s Commitment to a “Green” Workplace��������������������������������������������������������27

Employee Job Satisfaction and Engagement | 1

Contents

Survey Results: Employee Engagement���������������������������������������������������������������28

Conditions for Engagement������������������������������������������������������������������������������������������������29
Engagement Opinions���������������������������������������������������������������������������������������������������������29
Engagement Behaviors�������������������������������������������������������������������������������������������������������30
Conclusions���������������������������������������������������������������������������������������������������������������������������32
Respondent Demographics�������������������������������������������������������������������������������������������34
Methodology������������������������������������������������������������������������������������������������������������������������36
Appendix: Tables 8 - 24���������������������������������������������������������������������������������������������������38
Endnotes���������������������������������������������������������������������������������������������������������������������������������56
Additional SHRM Resources��������������������������������������������������������������������������������������58
Project Team������������������������������������������������������������������������������������������������������������������������60

2 | Employee Job Satisfaction and Engagement

Contents
A b o u t Th i s R e s e a r c h R e p o r t

About This Research Report

 A b o u t Th i s R e s e a r c h R e p o r t

The following report represents the findings from the The overall findings are explained in text and through
SHRM Employee Job Satisfaction and Engagement Survey supporting visual references. Analysis by demographic
of 600 U.S. employees, conducted in November 2014. The variables can be found in the Appendix. The research
purpose of the annual employee survey is to identify objectives of this report are to provide the following
factors that influence overall employee satisfaction and information:
engagement in the workplace. This information will
provide insight on employee preferences and highlight • An analysis of the importance of various contributors
key areas for organizations to consider as they develop to employee job satisfaction, including statistically
and enhance initiatives for organizational improvement. significant differences.

The survey assessed 43 aspects of employee job satisfac- • An analysis of the relationship between employee
tion and 37 aspects of employee engagement. Each year satisfaction levels of job satisfaction contributors.
the aspects are examined and modified, if necessary. The • A ranking of the top five contributors to overall
aspects are categorized into the following eight areas: employee job satisfaction by demographic variables,
including employee gender, age and job level.

1 Career development. • An analysis of employee engagement through an

engagement index computation.
2 Employee relationships with management.
• A ranking of the top five aspects of employee
3 Compensation. engagement by demographic variables, including
employee gender, age and job level.
4 Benefits.
• Additional analyses by demographics, including
5 Work environment. employee gender, age and job level.

6 Conditions for engagement.

7 Engagement opinions.
8 Engagement behaviors.

Employee Job Satisfaction and Engagement | 5

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

Executive Summary

In 2014, 86% of U.S. employees reported overall

satisfaction with their current job, an improvement of
five percentage points since 2013.
 E x e c u t i v e S u m m a ry

This year marks the greatest increase in the number of In 2014, 86% of U.S. employees reported overall satisfac-
employees satisfied with their current job since SHRM tion with their current job, an improvement of five
began administering the Employee Job Satisfaction Survey percentage points since 2013; of this group, 39% reported
in 2002. Although the degree of the increase may be a bit being “very satisfied” and 47% “somewhat satisfied.” This
unexpected, the direction of employee job satisfaction is percentage matches the highest level of satisfaction over
less surprising. As the economy becomes progressively the last 10 years, which was in 2009. Between 2009 and
stable, it may be easier for organizations to acquire 2013, levels of job satisfaction had gradually declined.
additional resources. This allows for more flexibility in
Top Five Contributors to Employee
Job Satisfaction in 2014
Respectful treatment of all employees at Respectful treatment of all employees at all levels was rated as
all levels was rated as “very important” by “very important” by 72% of employees in 2014, making it
72% of employees in 2014, making it the the top contributor to overall employee job satisfaction.
At 64%, trust between employees and senior management was
top contributor to overall employee job the second most important contributor to job satisfaction.
satisfaction. This year marks the first year these aspects have been
included in this report. With the addition of these two
new aspects come changes in the leading five job satisfac-
areas such as hiring and organizational development. By tion contributors. Because both of these components
the same token, workers are gaining confidence in the encourage stronger rapport between employees and upper
labor market and seeking new employment opportunities management, it is not surprising that these factors were
that are more compatible with their needs and wants. rated highly as organizations transitioned out of a period
of uncertainty.

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)

Employee Job Satisfaction and Engagement | 7

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 supervisor’s respect for my ideas (7) 37%

55% Organization’s financial stability (8) 33%

55% Management’s 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% Management’s communication of organization’s 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% Organization’s 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 organization’s business goals (20) 33%

37% Variety of work (21) 32%

33% Networking opportunities (22) 21%

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

31% Organization’s commitment to corporate social responsibility 26%

(23)
29% Organization’s commitment to a diverse and inclusive 28%
workforce (24)
20% Organization’s 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)

8 | Employee Job Satisfaction and Engagement

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

Overall benefits were the third most important job satisfac- work itself) and workers’ opinions and behaviors (how the
tion contributor, with 63% of employees rating it as “very employees perceive their relationship with their work,
important.” With the exception of 2012, benefits have been as well as how they view others around them relating to
among the top five contributors to job satisfaction since their work).
SHRM began administering the job satisfaction survey in
2002. Moving from the fourth position in 2013, this jump
is expected as employees are concerned about the cost of
health care and their financial readiness. Furthermore, as
the economy continues to improve and workers gain more
confidence in finding new employment opportunities,
79% of employees were satisfied with their
organizations will need to develop strategies to retain relationships with co-workers.
their top talent—for example, offering a comprehensive
benefits package that includes extra incentives that may
persuade employees to continue their tenure.

Compensation/pay was reported as “very important” by The top engagement factors for work conditions included
61% of responding employees. While compensation/pay the following:
was last year’s leading job satisfaction contributor, it has
fallen to the fourth position in 2014. Seeing as benefits • 79% of employees were satisfied with their relationships
were rated as “very important” by more employees than with co-workers.
compensation/pay this year, organizations may want • 76% of employees were satisfied with contribution of
to consider incorporating a total rewards program that their work to their organization’s business goals.
includes both aspects instead of relying solely on compen-
sation/pay moving forward. • 75% of employees were satisfied with the
meaningfulness of their job.
Job security was rated fifth among the factors reported
as “very important” to job satisfaction in 2014; 59% of Employee engagement factors were also analyzed accord-
employees rated it as “very important,” unchanged from ing to a variety of demographics, including gender, age
2013. Although this aspect continues to remain critical to and job level. Statistically significant differences revealed
employees, the importance of other factors has surpassed from these analyses are shown in the Appendix.
the importance of job security given the current state of
economic conditions. The top engagement factors as they related to behaviors
and opinions included the following:
Top Aspects Contributing to • 92% of employees were confident they could meet their
Employee Engagement in 2014 work goals.

Employee engagement may or may not be aligned with • 88% of employees were determined to accomplish their
employee job satisfaction, as engagement is tied to work goals.
employees’ connection and commitment to their work
and their particular organization. • 76% of employees had a clear understanding of their
organization’s vision/mission.
Employee engagement is typically defined by the actual
conditions in the workplace (the environment and the

Table 1: Top Five Aspects of Job Satisfaction Rated as “Very Important” by Employees: 2004-2014
  2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
  (n = 604) (n = 601) (n = 605) (n = 604) (n = 601) (n = 601) (n = 600) (n = 600) (n = 600) (n = 600) (n = 600)
Respectful treatment
of all employees at all — — — — — — — — — — 72% (1)
levels
Trust between
employees and senior — — — — — — — — — — 64% (2)
management
Benefits, overall 68% (1) 63% (1) 65% (2) 59% (1) 57% (2) 60% (2) 60% (2) 53% (5) 53% 53% (4) 63% (3)

Compensation/pay 63% (2) 61% (2) 67% (1) 59% (1) 53% (3) 57% (3) 53% (5) 54% (4) 60% (3) 60% (1) 61% (4)

Job security 60% (4) 59% (4) 59% (3) 53% (2) 59% (1) 63% (1) 63% (1) 63% (1) 61% (2) 59% (2) 59% (5)
Note: A dash (—) indicates the question was not asked on that year’s survey. Table represents the percentage of respondents who rated each aspect as “very important” to their
job satisfaction. Percentages are based on a scale where 1 = “very unimportant” and 4 = “very important.”
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

Employee Job Satisfaction and Engagement | 9

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

Table 2: Top Five Employee Engagement Conditions

  2011 2012 2013 2014

(n = 600) (n = 600) (n = 600) (n = 600)
Relationship with co-workers 76% (1) 79% (1) 73% (1) 79% (1)

Contribution of work to organization’s business goals 71% (4) 72% (3) 66% (4) 76% (2)

Meaningfulness of the job 69% (5) 70% (5) 64% 75% (3)

Opportunities to use skills/abilities 74% (2) 75% (2) 70% (2) 74% (4)

Relationship with immediate supervisor 73% (3) 71% (4) 70% (2) 73% (5)

The work itself 76% (1) 70% (5) 68% (3) 73% (5)

Organization’s financial stability 63% 63% 65% (5) 73% (5)

Note: Table represents the percentage of respondents who indicated they were “somewhat satisfied” or “very satisfied” with each employee engagement condition.
Percentages are based on a scale where 1 = “very dissatisfied” and 5 = “very satisfied.” Respondents who indicated “Not applicable” were excluded from this analysis.
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

Table 3: Top Five Employee Engagement Opinions and Behaviors

  2011 2012 2013 2014
  (n = 600) (n = 600) (n = 600) (n = 600)
I am confident I can meet my work goals. — — — 92% (1)

I am determined to accomplish my work goals. — — — 88% (2)

I have a clear understanding of my organization’s vision/mission. — — — 76% (3)

I am highly motivated by my work goals. 68% (4) 67% (3) 64% (4) 74% (4)

I frequently feel that I’m putting all my effort into my work. 70% (2) 77% (2) 69% (2) 69% (5)
Note: A dash (—) indicates the question was not asked on that year’s survey. Table represents the percentage of respondents who indicated they “agree” or “strongly agree”
with the statements regarding employee engagement. Percentages are based on a scale where 1 = “strongly disagree” and 5 = “strongly agree.”
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

What Do These Findings Mean consideration, if possible. More than one-half (56%) of
for Organizations? respondents to this survey indicated that they would
be unlikely or very unlikely to look for a new position
• Pay is important, but culture may mean more. outside of their organization in the next year. The leading
Compensation and benefits are always ranked highly reasons these employees expected to remain at their
by employees when evaluating satisfaction with their current organization were compensation/pay (45%)
jobs. However, there is increased evidence that corporate and flexibility to balance work and life issues (42%).
culture and relationships with co-workers and managers Aside from a competitive base salary, HR professionals
are held in higher esteem by workers. Nearly three should also leverage benefits, such as flexible work
out of four respondents to this survey indicated that arrangements, as a means of attracting workers at all
respectful treatment of employees at all levels was “very levels of their organization.
important” when ranking job satisfaction. Knowing this,
HR professionals should ensure that their workplace • Define workers’ roles in your organization and promote
culture and employee engagement strategies are of interaction. Employee engagement is defined, in part, by
equal importance to compensation, benefits and other the conditions in the workplace, and workers have shown
responsibilities. an increased preference for knowing their role and
where they fit into the success of the organization. HR
• When forming a compensation and benefits strategy, professionals should make the goals of their organization
be flexible. As hiring activity continues to increase clear to all workers and then illustrate how those
in the U.S. labor market, HR professionals must craft workers’ responsibilities contribute to the achievement
competitive pay packages in order to retain and recruit of organizational goals. This can be achieved in a
top talent. More workers are seeking flexible schedules collaborative environment that encourages regular
in order to better balance their careers and time away feedback and interaction among co-workers, as well as
from the office, and this change should be taken under between employees and their supervisors.

10 | Employee Job Satisfaction and Engagement

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

Survey Results: Employee Job Satisfaction

Top Job Satisfaction Aspects in 2014

72% Respectful treatment of all
employees at all levels
64% Trust between employees
and senior management
63% Benefits, overall
61% Compensation/pay, overall
59% Job security
 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

Career Development

Career development provides opportunities that can be Opportunities to Use Skills and Abilities
mutually beneficial for both employees and employers.
Employees who partake in job training, continuing educa- Nearly three-fifths (58%) of employees rated opportunities
tion and other types of professional development can to use their skills and abilities at work as a very important
refine and acquire new skill sets that could help advance contributor to their job satisfaction. With the addition of
their career. In addition, a more knowledgeable staff may new job satisfaction contributors to the survey comes the
translate into various advantages for employers. Develop- disruption of some trends. This year marks the first time
ing more well-rounded employees by preparing them to since 2007 that opportunities to use skills and abilities did
better handle tasks and be successful in their roles helps not make the list of top five job satisfaction contributors.
organizations become more effective and efficient. For
Seventy-four percent of employees indicated they were
example, employee cross-training could mitigate produc-
satisfied (“somewhat satisfied” or “very satisfied”) with
tivity loss while backfilling a position.
this aspect. Similar to last year, opportunities to use
skills and abilities held the highest percentage of “very
satisfied” employees within the career development

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 organization’s 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)

Employee Job Satisfaction and Engagement | 13

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

category. This level of satisfaction placed opportunities to consider developing a mobility program that includes
use skills and abilities at work fourth on the list of factors practices such as internal hiring, mentoring and leader-
contributing to employee engagement conditions. ship development programs, and succession planning. If
upward mobility is not possible (e.g., in a small organiza-
According to the SHRM Economic Conditions: Recruiting tion), job enlargement through job rotation may be a
Skill Gaps Survey, insufficient work experience and a lack substitute to keep employees engaged.
of appropriate technical skills were among the leading
causes of recruiting difficulty.1 This concern may be
a result of increased global competition for the talent
Organization’s Commitment to
market, higher demand for specialized jobs and the
Professional Development
changing demographic of the current workforce (e.g., a Expanding and improving employees’ skills and
large number of Baby Boomers retiring). Incorporating knowledge through professional development helps them
learning opportunities into employees’ career develop- master their duties and responsibilities in their current
ment plan would help mitigate the skills gap predicted for role. Professional development can encompass various
the future workforce. In addition, expanding employees’ learning opportunities, such as formal and informal
talents can help prevent interruption in operations due to training and attainment of certifications or degrees.
lack of skilled workers. Organizations that dedicate a portion of their budget to
professional development send a message that they invest
Career Advancement Opportunities in their employees. Additional benefits of professional
Within Organization development include personal development and greater
opportunities for career advancement. Forty-two percent
Nearly one-half (47%) of employees reported that career of employees rated this aspect as “very important” to
advancement opportunities within their organization job satisfaction, and more than one-half (54%) reported
were very important to their job satisfaction, increasing being satisfied with their organization’s commitment to
seven percentage points since last year. Over the past professional development.
seven years, the percentage of employees considering
career advancement opportunities as “very important” to Although employees continue to place value on
their job satisfaction has risen by almost 20 percentage continuous learning through professional development
points. Not surprisingly, Millennials and Gen Xers con- opportunities, other SHRM research reveals that fewer
sidered career advancement opportunities as important organizations are investing in these types of benefits.3 The
job satisfaction contributors more so than Baby Boomers 2014 SHRM Employee Benefits Report found declines in the
did. Female employees were also more likely than male percentage of organizations offering on-site and off-site
employees to think this aspect was important. professional development opportunities and professional
license application or renewal fees compared with 2013,
One-fifth (20%) of employees reported being “very satis- and cross-training not directly related to the job has been
fied” and one-third (34%) were “somewhat satisfied” with declining over the last five years. These reductions may
the opportunity for upward mobility in their organization. have several causes, including organizations still attempt-
Middle-management employees were more likely to be ing to recover revenue lost during the Great Recession,
satisfied with career advancement opportunities com- competing benefits, and the concern that employees
pared with employees at the nonexempt nonmanagement will leave the organization soon after these professional
level. Employee retention is critical as turnover can inflict development opportunities are funded.
a huge burden on organizations. Productivity loss during
recruitment and training of new employees is among SHRM research on the strategic use of benefits found
the financial and operational consequences of organiza- that 56% of organizations have difficulty recruiting
tions that do not strive to reduce turnover. SHRM’s 2014 highly skilled employees; however, just one-third (32%) of
Human Capital Benchmarking Report found that the average respondents have positively leveraged their organization’s
voluntary turnover rate was 11%, a decrease from 13% benefits to recruit these workers in the last 12 months.4
in 2013.2 Furthermore, the report noted that the average About two-thirds (65%) of organizations indicated they
cost-per-hire was $3,337, an increase of more than $500 think professional and career development will become
compared to 2013, and the average time spent filling a more important when recruiting highly skilled employees
position was 35 days. in the next three to five years. Employees are more likely
to feel engaged in their jobs when they feel that their
As employees feel more confident about the labor market employer is invested in growing their careers.
and the economy, organizations will have to work harder
to retain top talent. This research found that 44% of
employees indicated it would be “likely” or “very likely”
Job-Specific Training
that they would look for a job outside of their current Job-specific training can help employees develop their
organization within the next year. Two of the leading talents, empowering them to become more effective and
reasons for seeking employment elsewhere were better engaged in their roles. Employees’ expanded knowledge
career advancement opportunities (33%) and more could lead to enhanced organizational processes and
meaningful work (23%). Failure to see a bright future increased productivity. Forty-one percent of employees
with the organization may damage employee morale viewed job-specific training as “very important” to their
and organizational culture. Organizations may want to job satisfaction, comparable to the importance of an

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organization’s commitment to professional development Findings from a survey on recruiting for business and IT
(42%). Slightly more than one-half (55%) of employees employment opportunities revealed that employee refer-
indicated they were satisfied with job-specific training rals were the leading method used by organizations to
at their organization. Female employees reported
job-specific training to be more important to their job
satisfaction, and they were more satisfied with it than
male employees were.
As organizations continue to be
apprehensive about the potential skills gap
Career Development Opportunities in the future, it is important to empower
Developing career paths and ladders are two techniques employees with the resources they need to
that can encourage employees to evolve in their profes-
sion. While career paths are typically seen as more hori-
be successful in their roles.
zontal movements and career ladders are viewed as more
vertical movements, both options serve to help employees
grow their skills and knowledge and can lead to higher locate their most qualified business and IT job applicants
levels of engagement. Two-fifths (39%) of employees, an (58% and 46%, respectively).6 Approximately one-third
increase of six percentage points from 2013, reported that of organizations found their most qualified business
career development opportunities were “very important” job applicants through informal networking (37%) and
to their overall job satisfaction, and 54% were satisfied social networking websites (34%); however, slightly
with this aspect in their current job. Naturally, this fewer organizations found successful matches for IT job
element was more important to younger workers (Mil- applicants through these methods (informal networking
lennials and Generation X) than to workers in the Baby at 28% and social networking websites at 34%).
Boom generation. Middle-management employees were
also more likely to report being satisfied with this aspect Company-Paid General Training
compared with nonexempt nonmanagement employees.
Thirty-one percent of employees felt that paid training
As organizations continue to be apprehensive about and tuition reimbursement were “very important” to em-
the potential skills gap in the future, it is important to ployee job satisfaction, and 55% said they were satisfied
empower employees with the resources they need to be with this aspect, an increase of 11 percentage points from
successful in their roles. One possible option to prevent a 2013. Generation X employees were more likely to report
shortage of skilled workers is to incorporate an internship paid training as a contributor to their job satisfaction
program into the organization’s succession planning. A compared with Baby Boomers. Females were also more
recent SHRM survey found that 34% of organizations hired likely than males to see value in paid training.
more interns in 2013 than in the previous year.5 Organiza-
tions most commonly offer internships to undergraduate Organizations that require their employees to have
students (89%); one-half (50%) of organizations offer advanced degrees or value higher education in their
internships to graduate students and 17% to high school culture may want to emphasize this benefit in order to
students. The majority (82%) of organizations have hired attract talent. The 2014 Employee Benefits research report
at least one intern as a full-time employee after their indicated that roughly one-half of organizations already
internship ended. More organizations are recognizing offered this benefit: 54% offered undergraduate educa-
the benefits of internship programs, such as gaining tional assistance, and 50% offered graduate educational
additional help with operations and building the talent of assistance.7 According to the 2014 Human Capital Bench-
the future workforce. marking Report, the average maximum reimbursement
allowed for tuition/education expenses is $5,002.8 While
Networking Opportunities the percentage of organizations providing undergraduate
and graduate tuition assistance decreased compared with
Networking can be used to foster cross-functional and 2013, the average maximum reimbursement increased by
collaborative skills with internal and external partners. $411. This variation may be a result of the rising costs of
Thirty-three percent of employees felt that networking tuition.
opportunities were “very important” to their job satisfac-
tion, an increase of seven percentage points compared
with 2013, and 51% percent were satisfied with their
opportunities to network. Although this aspect is ranked
within the bottom five contributors to job satisfaction, it
has gained importance over the years. One explanation
for this growing trend may be the vast improvements
and accessibility of technology and social networking.
Millennials were more likely to consider networking to
be very important to their job satisfaction than Baby
Boomers were; however, middle management employees
were more satisfied with it compared with nonexempt
nonmanagement employees.

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Employee Relationships with Management

Employees may be likely to associate their perception management has a vested interest in their employees. Not
of their supervisor with their overall attitude toward surprisingly, the leading two job satisfaction contributors
their organization. In fact, management issues are one in 2014 were employee-management relationship aspects.
of the major sources driving up employee turnover,
which emphasizes multiple implications the employee/ Respectful Treatment of All
management relationship has on an organization. Poor Employees at All Levels
management has widespread consequences, ranging from
diminished employee morale and reduced productivity to In 2014, respectful treatment of all employees at all levels
damage to an organization’s reputation. Developing effec- topped the chart as the leading contributor to job satisfac-
tive communication practices and respecting employees’ tion. Nearly three-fourths (72%) of employees deemed this
work and opinions help build better relationships between aspect to be “very important” to their job satisfaction.
managers and their staff. These efforts indicate that Female employees were more likely than male employees

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 supervisor’s respect for employee’s ideas
37% 36%

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

55% 39%
Management’s recognition of employee job performance
24% 38%

52% 42%
Management’s communication of organization’s 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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to report this factor as very important to their job satis- Immediate Supervisor’s Respect for My Ideas
faction. Almost the same percentage (68%) of employees
were satisfied with the level of respect given to employees Similar to respectful treatment, appreciation for employ-
at their organization. Respect throughout the organiza- ees’ ideas is also significant to workers’ sense of belong-
tion can be incorporated into the corporate culture. It can ing. Furthermore, those directly working on the day-to-
begin with techniques such as seeking common ground day challenges of the job may generate the most effective
while recognizing and accepting differences. ideas. More than one-half (56%) of employees indicated
that their immediate supervisor’s respect for their ideas
Trust Between Employees and was “very important” to their job satisfaction. A greater
Senior Management portion, at nearly three-fourths (73%) of employees, were
satisfied with their immediate supervisor’s respect for
A new addition to the top indicators of job satisfaction their ideas. Female employees were more likely than male
was trust between employees and senior management, employees to consider this factor as a “very important”
with 64% of employees reporting that it was “very job satisfaction contributor.
important” to their job satisfaction, making it the second
highest contributor to job satisfaction. Female employees Communication Between Employees
were more likely to consider trust between employees and and Senior Management
senior management to be “very important” to their job
satisfaction than male employees were. Roughly three- With the rise of workplace flexible arrangements and
fifths (62%) of employees are satisfied with trust between globalization, strengthening communication efforts is
employees and senior management in their organization. a critical function of a successful organization. It is also
Organizations that lack trust between their employees important for organizations to pay attention to what types
and upper management often develop adverse working of communication methods are most conducive for their
conditions. If management does not support its workers, particular environment and their staff’s preference.
suspicion may arise, resulting in a less than productive
workforce. Apprehensive employees may feel the need to Fifty-five percent of employees reported that communica-
withhold information or other tactics to gain leverage. tion between employees and senior management was
“very important” to employee job satisfaction, an increase
of five percentage points from the previous year. It is tied
Relationship with Immediate Supervisor
for the eighth position with management’s recognition of
For the past three consecutive years, employees rated employee job performance and organization’s financial
their relationship with their immediate supervisor among stability. Female employees perceived this aspect to be
the top five contributors to job satisfaction. However, the more important than did male employees. Three-fifths
addition of respectful treatment of all employees at all (60%) of employees were satisfied with the communica-
levels and trust between employees and senior manage- tion between employees and senior management, an
ment to the top five list bumps this job satisfaction aspect improvement of seven percentage points compared with
to sixth place in 2014. An employee’s relationship with his 2013. Middle management was more likely to be satisfied
or her immediate supervisor was rated as “very impor- with this aspect than nonexempt nonmanagement
tant” by 58% of employees; the same percentage indicated employees were. This discrepancy may be a signal that
opportunities to use your skills and abilities as “very organizations are not sharing information all the way
important.” These two factors tied for the sixth position down the chain of command.
among the top contributors to job satisfaction. The
relationship with one’s immediate supervisor was cited Management’s Recognition of
as “very important” more frequently by female employees Employee Job Performance
than by male employees.
Fifty-five percent of employees reported that manage-
More than seven out of 10 (73%) employees were satisfied ment’s recognition of employee job performance was
with their relationship with their immediate supervisor. “very important” to their job satisfaction, an increase
As a condition for engagement (see Table 2), this aspect of five percentage points from 2013. While recognition
was fifth, tied with the organization’s financial stability alone might not be sufficient to retain top performers, it
and the work itself. Given that an employee’s relationship helps clarify organizational goals and gain a more precise
with his or her immediate supervisor has been among picture of employees’ accomplishments.
the top five conditions of engagement over the last four
years, the reoccurrence of its high rank speaks to this In collaboration with the National Center for the Middle
aspect’s significance in the workplace. Fostering positive Market, a SHRM survey investigated HR professionals’
relationships encourages more constructive discussions opinions of their organizations’ performance manage-
ranging from exchanging ideas to providing feedback ment systems. In comparison with other business issues,
on performance. By strengthening this bond of trust, the majority of HR professionals reported performance
employees may be more likely to work through and stay management was a top priority (30%) or given some
committed during difficult times, reducing the chances of attention and resources (65%).9 Despite the significance of
voluntary turnover and associated costs. performance management, the HR professionals’ ratings
yielded mixed reviews of their organizations’ perfor-
mance management systems. Only 2% of HR professionals

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deemed their performance management system worthy Just over one-half (52%) of employees indicated manage-
of an A, while 53% gave a grade between C+ and B and ment’s communication of organization’s goals and
another 21% gave a C rating. Just under one-half (46%) strategies was “very important” to their job satisfaction.
of HR professionals agreed that their managers “did an Females were more likely to consider management’s
effective job of differentiating between poor, average communication of organization’s goals and strategies
and strong performers.” Organizations may consider as an important job satisfaction contributor. Sixty-two
a transition to incentive programs and variable pay to percent of employees were satisfied with their manage-
encourage top performers to continue their tenure with ment’s communication of their organization’s goals and
the organization. strategies.

Female employees were more likely than male employees

to associate management’s recognition of employee job
Autonomy and Independence
performance with their overall job satisfaction. Overall, Forty-seven percent of employees indicated that
62% of employees were satisfied with their management’s autonomy and independence were “very important”
recognition of their performance. contributors to job satisfaction. Even though management
may establish goals and objectives for the organization,
Management’s Communication of giving employees the freedom and flexibility to decide
Organization’s Goals and Strategies how and when they complete projects may improve
employee satisfaction and engagement. Holding employ-
Management’s communication of the organization’s ees accountable for their work outcomes motivates them
goals and strategies has a significant impact on the to produce better results. According to this research,
organizational culture in general and especially in the female employees valued autonomy and independence as
aftermath of the Great Recession. As organizational plans part of their job satisfaction more than male employees
and strategies may shift while footing is regained, it is did. Roughly seven out of 10 (69%) employees indicated
important to effectively communicate any adjustments they were satisfied with their level of autonomy and
in business objectives and the organization’s vision. It is independence.
also helpful to reiterate organizational goals even if they
remain unchanged because consistent messages promote
unity and employee morale. A transparent organization
supports open communication lines, which can stimulate
creativity and innovation through collaboration. One-way
conversations imply managerial announcements or
demands rather than dialogue and may stifle a healthy
work environment, resulting in employees feeling isolated
or “in the dark.”

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Compensation and Benefits

According to last year’s Employee Job Satisfaction and Compensation/Pay

Engagement research report, employees were concentrat-
ing on compensation/pay as a major contributor to Along with job security, compensation/pay has been one
their job satisfaction.10 This emphasis was expected as of the top five contributors to job satisfaction since 2002;
many workers either did not receive raises and bonuses 61% of employees indicated that it was “very important”
or received minimal increases during the years of the to their job satisfaction. As the fourth contributor to job
Great Recession. However, as economic conditions are satisfaction in 2014, compensation/pay was rated lower
gradually stabilizing, employees may be looking beyond than overall benefits. One possible explanation for this
higher salaries as a reason to leave their current job. More swap is the implementation of certain parts of health
flexibility with work/life issues, better benefits and better care reform (i.e., Affordable Care Act) and the workforce
career advancement opportunities are among the reasons preparing for retirement. With the increasing cost of
employees sought out employment outside of their health care and compliance with the employer mandate
organization. This year’s results show that benefits came of the Affordable Care Act, many employees may notice
out slightly higher than compensation/pay as contributors increased premiums or changes in the types of health
to job satisfaction. Organizations that offer unique fringe insurance plans being offered. At the same time, employ-
benefits may have a great advantage over organizations ees are looking to their employer to help support them as
that only rely on competitive salaries. they seek financial readiness for retirement. Sixty-two
percent of employees were satisfied with their overall
compensation/pay.

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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In addition to overall compensation/pay, employees rated Benefits

the importance of four other common compensation
factors that contribute to job satisfaction: Historically, benefits have been a major factor in con-
tributing to job satisfaction. With the exception of 2012,
• Being paid competitively with the local market: Nearly three- when they were ranked sixth, benefits have been rated
fifths (57%) of employees viewed this aspect as “very among the top five contributors of job satisfaction since
important” to job satisfaction and 55% were satisfied 2002. Even more noteworthy, benefits were ranked among
with this factor. the top two contributors from 2002 to 2010. In 2014,
• Base rate of pay: One-half (50%) of employees rated this 63% of employees rated benefits as a “very important”
aspect as “very important” to job satisfaction; 57% contributor to job satisfaction, putting benefits ahead of
indicated they were satisfied with this aspect. compensation/pay (61%) and job security (59%). Job seek-
ers are now becoming more confident in securing new
• Opportunities for variable pay (e.g., bonuses, commissions, positions, forcing organizations to design competitive
other variable pay, monetary rewards for ideas or suggestions): benefits packages to attract and retain top talent. Just over
Roughly two-fifths (42%) of employees reported three-fifths (64%) of employees indicated that they were
variable pay or differential pay was “very important” satisfied with their benefits.
to job satisfaction, and 51% were satisfied with this
factor. Female employees were more likely than male In addition to the overall benefits package, employees
employees to view opportunities for variable pay as were asked about the importance of seven specific
“very important” to their job satisfaction. benefits to overall job satisfaction. Importance and
satisfaction data for these aspects are as follows:
• Stock options: Less than one-fifth (15%) of employees
indicated this aspect was “very important” to job • Paid time off: Sixty-four percent of employees indicated
satisfaction; about two-fifths (42%) of employees whose that paid time off was a “very important” contributor
organizations offered stock options were satisfied with to job satisfaction, and 71% of employees were
this benefit. satisfied with this benefit at their organization. Female
employees were more likely than male employees
In February 2015, SHRM Leading Indicators of National to report paid time off as very important to their job
Employment® (LINE®) research signaled optimism in new- satisfaction.
hire compensation.11 For both the manufacturing and the
service sector, the rate of increase for new-hire compensa- • Health care/medical benefits: Slightly more than three-
tion rose in comparison with the previous year. Top talent fifths (64%) of employees reported health care/medical
may soon be looking elsewhere for opportunities if they do benefits were “very important,” and 66% were satisfied
not feel like they are being adequately rewarded. with this aspect of their benefits package. More often,
females viewed health care to be a very important job
Nearly two-thirds (63%) of employees reported receiving satisfaction contributor than males did.
a raise (e.g., merit increase, cost of living increase) in the
last year, a seven percentage point increase from 2013 and • Flexibility to balance life and work issues: More than
a 13 percentage point increase from 2012. One out of every one-half (55%) of employees reported work/life balance
two employees received a bonus in the last 12 months, an was “very important” to their job satisfaction, an
increase of 14 percentage points from 2013. increase of 10 percentage points from 2013. Seven out
of 10 (70%) employees were satisfied with their work/
life balance. Once again, females were more likely than
males to report these benefits as important to their
Figure 6: Prevalence of Employee Raises and job satisfaction. In addition, Millennials and Gen Xers
Bonuses placed more importance on work/life balance as job
satisfaction contributors than Baby Boomers did.
63%
56% • Defined contribution plans: Nearly one-half (47%) of
50% 50% employees rated defined contribution plans (e.g.,
39% 36% 401(k), 403(b)) as “very important” to job satisfaction;
two-thirds (66%) indicated they were satisfied with their
organization’s defined contribution plan(s).

• Family-friendly benefits: More than one-third (36%) of

employees indicated that family-friendly benefits (e.g.,
domestic partnership benefits, subsidized child care,
Received a raise Received a bonus scholarships) were “very important” to job satisfaction;
almost three-fifths (57%) of employees were satisfied
2012 2013 2014 with them. Gen Xers were more likely to see family-
friendly benefits as job satisfaction contributors than
Note: n = 506-525 (2014); 474-514(2013); 473-513 (2012).Only respondents Baby Boomers were.
answered “yes” to this question are shown. Respondents who indicated “Not
applicable” were excluded from this analysis. • Defined benefit pension plans: Roughly one-third (35%) of
Source: Employee Job Satisfaction and Engagement (SHRM, 2015) employees rated defined benefit pension plans as “very

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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)

important” to job satisfaction, and nearly three-fifths as telecommuting (59%), flextime (52%) and shift flexibility
(58%) of those with access to a defined benefit pension (20%). Far more organizations offered a traditional 401(k)
plan were satisfied with it. or similar defined contribution retirement savings plans
(89%) than defined benefit pension plans (24%). Many
• Wellness programs: Almost one-quarter (24%) of organizations did not offer a diverse array of family-
employees indicated that wellness programs were a friendly benefits as only 28% of organizations offered
“very important” contributor to job satisfaction, and an on-site lactation/mother’s room, 10% offered a child
54% of those whose organizations offered wellness care referral service, and 1% offered geriatric counseling.
programs were satisfied with them. Millennial and Additional detailed information on benefits trends over
Generation X employees were more likely than Baby the last five years can be found in the SHRM 2014 Employee
Boomers to view wellness programs as an important job Benefits research report.13
satisfaction contributor; female employees were also
more likely than male employees to see these programs In light of current events and the changing demographics
as important to their job satisfaction. of the workforce, benefits will likely play a much larger
role in the future. The SHRM Strategic Benefits Survey Series
SHRM’s 2014 Employee Benefits research report found found that organizations do not often leverage their
that the prevalence of these benefits varied greatly. The benefits packages to recruit or retain employees (29%-32%
most common health care plan offered was a preferred and 24%-26%, respectively).14 Developing a “total rewards”
provider organization (PPO), at 84%.12 However, 45% of strategy that incorporates employer-sponsored benefits
organizations offered health savings accounts (HSAs), to attract top talent could be valuable for organizations,
which have significantly increased in popularity since especially when trying to target certain employee groups.
2010. This trend may continue to rise as the new health Table 4 illustrates the benefits that HR professionals
care laws come into play. Whereas nearly all organiza- have leveraged to retain employees and the benefits they
tions (96%) offered paid holidays, roughly three out of five expect to increase in importance in the future.
(58%) organizations offered a paid time off (PTO) plan,
which combines vacation, sick and personal time into one
plan and thereby allows employees to choose how they
spend their time off. There has also been a significant
increase in the number of organizations that have offered
PTO plans compared with 2010. A moderate proportion of
organizations offered various flexible work benefits such

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Table 4: Benefits Leveraged to Retain Employees

All Employees Highly Skilled Employees High-Performing Employees
1. Health care (74%) 1. Health care (70%) 1. Health care (60%)

Most leveraged 2. Retirement savings and planning 2. Leave benefits; flexible working 2. Retirement savings and planning
(62%) benefits (both 53%) (54%)
benefits
3. Leave benefits (51%) 3. Retirement savings and planning 3. Professional and career
(46%) development benefits (52%)
1. Retirement savings and planning 1. Flexible working benefits 1. Retirement savings & planning;
(67%) (62%) professional & career development
benefits (both 62%)
Benefits to increase 2. Health care (58%) 2. Health care; retirement savings and 2. Flexible working benefits (59%)
in importance planning (both 59%)
3. Preventive health and wellness 3. Professional and career 3. Health care (51%)
(57%) development benefits (58%)
Source: 2014 Strategic Benefits Survey—Leveraging Benefits to Retain Employees (SHRM, 2014)

The SHRM Strategic Benefits Survey Series on health care to focus on work (47%) and overall productivity (29%).
indicated that approximately seven out of 10 (69%) Although 57% of organizations provide some type of
organizations reported an increase in their total health financial education, most of the topics involve retirement
care costs from their last plan year compared with the and investment planning. As the demographics of the
previous plan year.15 Not surprisingly, nearly all (99%) workforce shift, organizations may need to rethink the
organizations reported being somewhat or very concerned types of financial education they offer to their employees.
about controlling health care costs. It appears that many More emphasis may be needed in areas such as general
organizations have explored options such as providing budgeting advice and medical/health care cost planning
financial education and encouraging preventive health to adjust for employees dealing with student loans and
and wellness incentives; however, a sizable proportion medical expenses. Alleviating financial burdens may have
of organization have passed the higher costs onto their a positive impact on employees’ ability to focus and thus
employees. Although giving employees resources needed improve the quality of their work.
to live healthier lifestyles can mean reduced costs
for employers, workers still may have to grapple with This report also revealed that younger generations value
unavoidable medical expenses. flexible work arrangements (FWAs) as a job satisfaction
contributor more than older generations do. As more
Research conducted by SHRM and McGraw-Hill Federal Millennials enter the workforce, organizations may
Credit Union found that medical expenses were the want to promote these benefits to attract high-potential
top financial challenge affecting employees in the last employees. The SHRM Strategic Benefits Survey Series found
year.16 Approximately two-fifths (38%) of HR professionals that just over one-half (52%) of organizations provide
reported employees having more financial challenges employees the option to use FWAs, a decrease from the
compared with the early part of the Great Recession. previous year.17 Of these organizations, one-third (33%)
HR professionals reported that employees’ personal reported that at least half of their staff was permitted to
financial challenges interfered with work performance use this benefit.
in areas such as overall employee stress (50%), ability

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Work Environment

Promoting elements that sustain a healthy work environ- Organization’s Financial Stability
ment fosters satisfied and engaged employees. An ideal
work setting involves components such as stimulating Fifty-five percent of employees reported that their
work projects, assurance of personal and organizational organization’s financial stability had a “very important”
well-being, and dedicated teammates. impact on employee job satisfaction. Organization’s
financial stability was tied with communication between
Job Security employees and senior management and management’s
recognition of employee job performance for the eighth
After the Great Recession began in late 2007, job security position among contributors to job satisfaction. Although
claimed the number one spot as the job satisfaction
contributor rated as “very important” from 2008 to
Figure 8: Reasons Employees Seek Employment
2011. In 2012 and 2013, it dropped down to number two,
replaced by “opportunities to use skills and abilities” and
Outside of Their Organization
“compensation/pay,” respectively. Fifty-nine percent of More compensation/pay 65%
employees reported job security as “very important” to
their job satisfaction, ranking it number five in 2014’s list Better career advancement
opportunities 33%
of job satisfaction contributors. While workers still value
steady employment, they are gaining more confidence
Better benefits 28%
as the labor market grows, causing job applicants to
reprioritize the elements they seek in a job. Job security More meaningful work 23%
and compensation are the only two job satisfaction
contributors that have remained in the top five list for the Less workplace stress 19%
last 12 years. Job security was more important to female
employees than to male employees. Nearly three-fourths More flexibility to balance work 15%
and life issues
(72%) of employees also said they were satisfied with job
security in their current job. More job security 15%
According to this research, even though one-third (33%) Better location 15%
of employees reported layoffs in their organization within
the past 12 months, nearly three-fifths (58%) were not Better overall organizational 9%
at all concerned about the security of their current job, culture
an increase from last year’s 44%. Moreover, less than Better opportunities for training
one-half (44%) of employees said they would be “likely” or and development 9%
“very likely” to look for a job outside of their organization
in the next 12 months. Among that group of employees, More challenging work 8%
65% reported wanting to pursue other job opportunities
Better relationship with 5%
for more compensation/pay (see Figure 8). Others said
immediate supervisor
they were looking for better career advancement oppor-
tunities (33%) and better benefits (28%) than their current Other 6%
job offered.
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)

Employee Job Satisfaction and Engagement | 23

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%
Organization’s 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 organization’s business goals
33% 43%

37% 53%
Variety of work
32% 39%

31% 54%
Organization’s commitment to corporate social responsibility
26% 32%

29% 45%
Organization’s commitment to a diverse and inclusive workforce
28% 30%

20% 43%
Organization’s 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)

an organization’s financial stability still remains a crucial Feeling Safe in the Work Environment
job satisfaction contributor, its importance may become
overshadowed by other aspects as the labor market According to recent SHRM research, less than one-fifth
improves. Employees may be less concerned about the of organizations have experienced incidents of domestic
employer’s financial stability as they become more violence (19%), sexual violence (11%) or stalking (14%)
confident about other employment opportunities. Roughly within the last year.18 More than one-half (54%) of
three-fourths (73%) of employees reported being satisfied organizations had a formal workplace policy on sexual
with their organization’s financial stability. violence in place; however, only about one-third had poli-
cies on sexual violence (35%) and stalking (31%). To uphold

24 | Employee Job Satisfaction and Engagement

 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

the overall well-being of its staff, it is advantageous for an specific community, a cause, etc. As the core of a founda-
organization to assess its safety needs on a regular basis tion, the mission and vision are essential for an organiza-
to maximize the efforts in preventing harmful acts. tion because they provide guidance and direction but also
appeal to stakeholders (e.g., clients, investors) in order to
Although unfortunate events may occur anywhere, get their buy-in. The effectiveness of communicating this
even in the workplace, it is reasonable for employees to purpose to employees is equally important. Management
expect a certain level of security and protection at work. may spend a considerable amount of time on com-
Fifty-three percent of employees reported that feeling safe munication through speeches and newsletters, but if the
in the work environment was “very important” to their majority of employees still don’t seem to identify with the
job satisfaction, an increase of four percentage points message, it may be a sign that the vision is either under-
from last year. Female employees were more likely than communicated or that employees aren’t being shown the
male employees to report this aspect as an important job link between their work and the organization’s overall
satisfaction contributor. Eighty-two percent of employees mission. Making a difference toward a cause that is bigger
were satisfied with their level of safety in the workplace. than any one individual or the organization can offer a
sense of fulfillment to employees. Nearly one-half (46%) of
The Work Itself employees reported that meaningfulness of the job was
very important to their job satisfaction. Three out of four
“The work itself” (e.g., stimulating and challenging
employees were satisfied with this aspect, an increase of
assignments) can enhance engagement as employees are
11 percentage points compared with last year.
more motivated to explore topics that incite curiosity and
inspiration. Given that many individuals spend much of
their waking hours on the job, employees may have more
Relationships with Co-workers
interest in their work and their organizations than their Positive relationships with co-workers can foster a sense
employers think. Rather than mundane, repetitive tasks, of loyalty, camaraderie and moral support and engage-
employees often prefer working on topics that inspire and ment among staff. These bonds may boost overall results
energize them; double bonus if employees are given the and productivity as employees are more likely to want
freedom to decide what, how and when their projects are to avoid disappointing their teammates and to remain
completed. a cohesive team, especially when faced with adversity.
One-half (50%) of employees reported that the work itself Creating a more pleasant working environment through
was “very important” to job satisfaction, positioning it relationships with co-workers can increase employee
right outside of the top 10 list of job satisfaction contribu- satisfaction. More than two-fifths (44%) of employees felt
tors, at the 11th spot. Approximately three-fourths (73%) of that relationships with co-workers were “very important”
employees reported being satisfied with their work. to their job satisfaction, and 79% of employees were
satisfied with these relationships.

Overall Corporate Culture

Teamwork Within Department/Business Unit
Often thought of as the “glue of an organization,” corpo-
rate culture can be described as the shared attitudes and Recent SHRM research on job analysis activities found
mannerisms held by the members of the organization. that approximately one-fifth (22%) of organizations
These norms influence how groups, internally and exter- conduct personality testing as a method to evaluate
nally, interact with each other. Components of corporate job candidates.19 These results suggest that integrating
culture range from tangible items, such as the dress code applicants that have character traits complimentary
and architecture of an office, to the intangibles, such as to the team may affect job satisfaction and, ultimately,
an organization’s mission and values. Because a unique productivity. Although the amount of teamwork neces-
corporate culture can help an organization stand out, it is sary for successful outcomes may vary based on the type
a critical element that can be used to gain a competitive of job, it is inevitable that all organizations will require
advantage among competitors and to attract a talented some inter-department/business unit collaboration. More
workforce. Organizations with a strong corporate culture than two-fifths (43%) of employees felt that teamwork
may even interlock it into the organization’s brand, espe- within their department or business units was “very
cially when organizations encourage employees to “live important” to their job satisfaction, and 64% of employees
the brand.” Almost one-half (48%) of employees indicated were satisfied with this aspect. More females than males
that corporate culture was a “very important” job satisfac- felt that this type of coordination among colleagues was
tion contributor, with more females than males seeing more important to their job satisfaction.
this aspect as “very important” to their job satisfaction.
Sixty-seven percent of employees were satisfied with this Communication Between
aspect, an improvement of seven percentage points since Departments/Business Units
last year.
SHRM research on recruitment unanimously showed
that communication was the most valuable skill, aside
Meaningfulness of the Job from educational training, that organizations looked for
Meaningfulness of one’s job can be thought of as the in general job applicants.20 This finding was also true for
feeling that one’s job contributes to society as a whole, a business job applicants (90% of respondents said com-

Employee Job Satisfaction and Engagement | 25

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

munication was one of the most valuable skills) and IT Organization’s Commitment to
job applicants (51%). Corporate Social Responsibility
Roughly two-fifths (41%) of employees felt communica- Corporate social responsibility (CSR) can be described
tion between departments/business units in their as a business position that recognizes ethical, envi-
organization was “very important” to their job satisfac- ronmental and social awareness and the obligation to
tion. Females were more likely than males to consider make a positive influence beyond the organization itself.
this aspect to be “very important” to their job satisfac- Engaging in CSR initiatives signals that organizations
tion. Just over one-half (54%) of employees were satisfied are concerned about their surrounding local and global
with the communication between departments/business community. These programs may include charitable
units in their organization. donations and compliance with fair trade practices.
Although the intention of CSR is not to gain immediate
Teamwork Between Departments/ financial benefits, incorporating such initiatives into an
Business Units organization’s business model could affect profitability
and improve its brand and reputation. Unchanged from
Just as teamwork within departments/business
last year, 31% of employees indicated that their organiza-
units is important, so is teamwork between different
tion’s commitment to corporate social responsibility was
departments/business units within an organization.
a “very important” contributor to their job satisfaction.
Collaborating on projects across departments can help
Placing it in the bottom quadrant of job satisfaction
build a more cohesive message to send to organiza-
contributors, organization’s commitment to CSR was
tion’s audience and strengthen its brand. Forty-one
tied with company-paid general training. Millennial and
percent of employees indicated that teamwork between
Generation X employees were more likely than Baby
departments/business units was a “very important” job
Boomers to report their organization’s commitment to
satisfaction contributor. Females were more likely than
CSR as a “very important” job satisfaction contributor.
males to view this aspect as “very important” to their job
Nearly three-fifths (58%) of employees reported being
satisfaction. Nearly three-fifths (57%) of employees were
satisfied with their organization’s commitment to CSR.
satisfied with this factor.

Organization’s Commitment to a
Contribution of Work to the Diverse and Inclusive Workforce
Organization’s Business Goals
Although an organization’s commitment to a diverse
Similar to meaningfulness of the job, employees would
and inclusive workforce was rather low on the list of
prefer to think that their time and efforts are contribut-
“very important” job satisfaction contributors (29%),
ing to the greater picture. Recognizing how assignments
there is reason to believe that it will gain more weight
support the organization’s business goals can help
in the near future. Similar to the 2013 results, additional
increase employee job satisfaction. Management may
demographic analyses indicate that more females and
frequently assume that employees already know
Millennials deemed diversity and inclusion as “very
the significance and relevance of their assignments.
important” to their job satisfaction than males and Baby
However, setting clear explanations and reiterating
Boomers did, respectively. This aspect may become
how employees’ work is valued can improve employee
a higher priority over the next decade, given that
effectiveness. Although just under two-fifths (38%) of
acceptance- and collaboration-driven Millennials will
employees perceived contributing to the organization’s
comprise more of the workforce. Nearly three-fifths (58%)
business goals as a “very important” job satisfaction
of employees were satisfied with their organization’s
contributor, 76% of employees were satisfied with this
level of commitment to diversity and inclusion.
aspect, an increase of 10 percentage points from 2013.
Organizations may want to consider forming a diversity
Variety of Work committee to support inclusive thinking. SHRM Research
found that only 17% of organizations have internal
Rarely do you come across employees who request groups such as diversity councils and diversity advisory
the same tedious assignments over and over again. boards.21 Among those, larger organizations were three
Most employees, at least occasionally, like the ability times more likely than small organizations to have
to work on different types of projects. Implementing these groups. Although 15% of organizations have staff
business practices such as job rotation, job expansion dedicated exclusively to diversity and inclusion, another
and enrichment can help employees expand their skills 17% use existing staff who volunteer for this task. Em-
and knowledge and keep their engagement levels high. ployers may want to begin with incorporating diversity
These approaches can also be beneficial to employers and inclusion into the organization’s corporate culture;
as employees may gain a better overall understanding other good practices involve modifying job descriptions
of how the organization operates. More than one-third to reflect inclusive thinking and establishing goals for di-
(37%) of employees reported that the variety of their verse populations in promotion and succession planning.
work was “very important” to their job satisfaction. Furthermore, encouraging a diversity of backgrounds in
Although this aspect was not a high contributor to job an organization may prevent groupthink and expand the
satisfaction, 71% of employees were satisfied with the creativity of ideas.
variety of their work.

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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

Organization’s Commitment
to a “Green” Workplace
With just 20% of employees indicating their organiza-
tion’s commitment to a “green” workplace was “very
important” to their job satisfaction, this aspect was the
last job satisfaction contributor on the 2014 list. More
females and Millennials than males and Baby Boomers,
respectively, reported this aspect was “very important”
to their job satisfaction. Approximately one-half (51%)
of employees were satisfied with their organization’s
commitment to a “green” workplace.

SHRM research indicates that 72% of organizations

practice sustainable workplace initiatives and 50% of
those organizations have a formal sustainable workplace
policy that integrates these goals into their strategic
planning process.22 The survey findings also reported
additional benefits for engaging in sustainable practices:
attracting top talent (51%), improving employee retention
(40%) and developing leadership (36%).

Employee Job Satisfaction and Engagement | 27

S u r v e y R e s u lt s : E m p loy e e E n g ag e m e n t

Survey Results: Employee Engagement

 S u r v e y R e s u lt s : E m p loy e e E n g ag e m e n t

In this study, employee engagement was examined the following engagement conditions: career advance-
through 37 aspects, consisting of employee engagement ment opportunities, career development opportunities,
conditions, opinions and behaviors.23 Based on a five- networking opportunities, communication between
point scale, with 1 representing the least engaged and 5 employees and senior management, the work itself and
representing the most engaged, an average of all em- the variety of work. Organizations that reinforce the
ployee engagement items yielded an index of 3.7 for 2014. “management versus nonmanagement” mentality may
Although it still indicates that employees are moderately create strong hierarchies, eliciting cynicism, distrust
engaged, this year’s index was slightly higher than last and negative attitudes. Organizations looking to improve
year’s index of 3.6. Engagement levels have remained these conditions may want to consider a flatter organiza-
stable since 2011. tional structure, presenting more balance across positions
within the organization.
Conditions for Engagement
Engagement Opinions: The “Feel”
A number of job satisfaction contributors related to of Employee Engagement
the conditions of the workplace are linked to employee
engagement; these aspects are referred to as the condi- Composed of the 11 statements (Table 6), engagement
tions for engagement in this research. Optimal levels opinions are expressed through feelings of deep concen-
of employee engagement can be reached by promoting tration, eagerness and passion. These statements capture
particular workplace settings. Providing these ideal personal reflection of employees’ relationship with their
circumstances allows employees to commit their undi- own work rather than the collective employees. Personal
vided attention to their work. engagement invigorates employees to feel enthusiastic
and energized by their work.
The 2014 data suggest that employees were generally
somewhat to very satisfied with engagement conditions In 2014, the vast majority (92%) agreed with the engage-
at their workplace. This year, and every year since 2011, ment statement that they were confident about meeting
relationships with co-workers were the number one their work goals. Similarly, 88% of employees agreed they
element with which the most employees reported being were determined to accomplish their work goals. The few-
satisfied (79%). In addition, 76% of employees indicated est employees (54%) agreed that they enjoyed volunteering
they were satisfied with contribution of their work to their for activities beyond their job requirements. Employees
organization’s business goals. The fewest employees were may already feel stretched too thin, thus participating in
satisfied with networking opportunities (51%). these activities may accentuate preexisting stress related
to their workload.
Very few differences were apparent when responses were
compared by gender and generation. More females than Additional analyses of engagement opinions between
males were satisfied with job-specific training, as were demographic groups were conducted; however, few differ-
Millennials compared with Baby Boomers. Furthermore, ences were found. Females were more likely than males
more Millennials than Baby Boomers were satisfied to report enjoying volunteering for activities beyond their
with their career advancement opportunities within job requirements. Furthermore, middle-management
their organizations. As for job level, several differ- employees were more likely than nonexempt nonman-
ences in the percentage of satisfied respondents were agement employees to report having a passion and
uncovered between middle management and nonexempt excitement about their work. No significant differences by
nonmanagement employees. Middle management generation/age were found.
respondents were more likely than nonexempt (hourly)
nonmanagement employees to report being satisfied with

Employee Job Satisfaction and Engagement | 29

S u r v e y R e s u lt s : E m p loy e e E n g ag e m e n t

Engagement Behaviors: The “Look” they saw a problem or opportunity. Millennials were
of Employee Engagement more likely than Baby Boomers to report people in their
work group to be constantly looking out for upcoming
Consisting of eight items, engagement behaviors—the challenges; Millennials were more likely than Gen Xers to
“look” of employee engagement—can be described as agree that colleagues dealt very well with unpredictable
actions that positively contribute to the welfare of the or- or changing work situations. Furthermore, Millennials
ganization. Engagement behaviors entail employee groups were more likely than Gen Xers and Baby Boomers
rather than the engagement of individual employees. to agree that employees in their organization viewed
unexpected responsibilities as an opportunity to succeed
Sixty-eight percent of employees felt encouraged to at something new. No differences were found for engage-
take action when seeing a problem or opportunity, an ment behaviors between job levels.
improvement of 10 percentage points compared with
the 2013 employee engagement survey results; it is the As the economy slowly recovers, organizations may
highest-rated engagement behavior since 2011. Other want to consider focusing on engaging their current staff
noteworthy findings include roughly three out of five by alleviating the extra pressures that may come from
employees feeling that their colleagues quickly adapted reduced budgets and heavier workloads. Given a number
to challenging or crisis situations (63%) and never gave up of low engagement areas (e.g., viewing unexpected
despite difficulties (62%). responsibilities as an opportunity to succeed at some-
thing new, volunteering for new projects), organizations
A handful of differences surfaced when analyses were have opportunities for improvement. Organizations can
run by gender, generation/age and job level. Females incorporate low-cost business practices to engage their
were more likely than males to agree that employees in employees—for example, offering more feedback and
their organization were encouraged to take action when recognition, providing more flexibility and autonomy in

Table 5: Conditions for Engagement

  Very Somewhat Neutral Somewhat Very Satisfied Overall

Dissatisfied Dissatisfied Satisfied Satisfaction
Relationship with co-workers 2% 4% 15% 37% 42% 79%

Contribution of work to organization’s business goals 1% 3% 19% 43% 33% 76%

Meaningfulness of the job 3% 5% 16% 40% 35% 75%

Opportunities to use skills/abilities 4% 6% 17% 40% 34% 74%

Relationship with immediate supervisor 5% 6% 15% 33% 40% 73%

The work itself 4% 6% 17% 37% 36% 73%

Organization’s financial stability 2% 6% 19% 40% 33% 73%
Variety of work 4% 6% 18% 39% 32% 71%

Autonomy and independence 5% 6% 20% 41% 28% 69%

Overall corporate culture 5% 6% 22% 36% 31% 67%

Management’s recognition of employee job performance 8% 9% 22% 38% 24% 62%

Communication between employees and senior management 9% 12% 19% 37% 23% 60%

Organization’s commitment to corporate social responsibility 4% 7% 32% 32% 26% 58%

Job-specific training 5% 11% 29% 33% 22% 55%

Organization’s commitment to professional development 6% 13% 27% 31% 23% 54%

Career development opportunities 6% 12% 28% 33% 21% 54%

Career advancement opportunities within the organization 8% 12% 26% 34% 20% 54%

Networking opportunities (within or outside the organization) 5% 10% 35% 30% 21% 51%
Note: Percentages are based on a scale where 1 = “very dissatisfied” and 5 = “very satisfied.” Respondents who indicated “Not applicable” were excluded from this analysis.
Data are sorted in descending order by the “overall satisfaction” percentages.
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

30 | Employee Job Satisfaction and Engagement

 S u r v e y R e s u lt s : E m p loy e e E n g ag e m e n t

task completion, and emphasizing the value of employees’ more attractive job opportunities, especially as the job
work as it contributes to organizational goals. Ultimately, market improves.
organizations with a dissatisfied, disengaged workforce
will risk higher turnover as their employees seek out

Table 6: Engagement Opinions

  Strongly Disagree Neutral Agree Strongly Agree Overall

Disagree Agreement
I am confident I can meet my work goals. 1% 1% 6% 36% 56% 92%
I am determined to accomplish my work goals. 1% 1% 10% 44% 44% 88%
I have a clear understanding of my organization’s vision/ 3% 5% 16% 42% 34% 76%
mission.
I am highly motivated by my work goals. 2% 6% 18% 37% 37% 74%
I frequently feel that I’m putting all my effort into my work. 2% 8% 21% 43% 26% 69%
I am often so wrapped up in my work that hours go by like 3% 9% 20% 39% 29% 68%
minutes.
While at work, I’m almost always completely focused on my 3% 9% 20% 41% 27% 68%
work projects.
I am provided with the resources to do my job well. 3% 10% 21% 43% 24% 67%
I have passion and excitement about my work. 4% 9% 27% 36% 25% 61%
I feel completely plugged in at work, like I’m always on full 3% 14% 29% 35% 20% 55%
power.
I enjoy volunteering for activities beyond my job 4% 12% 29% 34% 20% 54%
requirements.
Note: Percentages are based on a scale where 1 = “strongly disagree” and 5 = “strongly agree.” Data are sorted in descending order by the “overall agreement” column.
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

Table 7: Engagement Behaviors

  Strongly Disagree Neutral Agree Strongly Agree Overall

Disagree Agreement
In my organization, employees are encouraged to take 3% 7% 23% 44% 24% 68%
action when they see a problem or opportunity.
The people in my work group quickly adapt to challenging or 4% 10% 23% 42% 21% 63%
crisis situations.
The people in my work group never give up despite 3% 8% 27% 42% 20% 62%
difficulties.
Employees in my organization deal very well with 5% 12% 28% 34% 21% 55%
unpredictable or changing work situations.
The people in my work group are always flexible in 5% 14% 29% 36% 17% 53%
expanding the scope of their work.
The people in my work group are constantly looking out to 4% 12% 33% 35% 17% 52%
see what challenge is coming next.
In my organization, employees view unexpected
responsibilities as an opportunity to succeed at something 6% 14% 34% 31% 16% 47%
new.
In my organization, employees often volunteer for new 6% 16% 34% 32% 13% 45%
projects.
Note: Percentages are based on a scale where 1 = “strongly disagree” and 5 = “strongly agree.” Data are sorted in descending order by the “overall agreement” percentages.
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

Employee Job Satisfaction and Engagement | 31

C o n c lu s i o n s

Conclusions

32 | Employee Job Satisfaction and Engagement

 C o n c lu s i o n s

In a typical economic recovery, job creation is often one organizational culture where trust, open communication
of the last things to accelerate, and this held true in the and fairness are emphasized and demonstrated by leaders
years following the Great Recession of 2007-2009. Hiring (37%) would be the most effective tactics in attracting,
was sporadic, at best, in the early part of this decade, but retaining and rewarding the best employees over the next
finally hit its stride in 2014, which was the best year for 10 years. Seeing as this year’s results support these find-
job creation since 1999, according to U.S. Bureau of Labor
Statistics data. Hiring trends have significant implications
for job satisfaction; in leaner times with low employment
growth, workers tend to stay put and place high value on Although many workers still rank
job security, even if they are not particularly happy with financial factors very highly when
their positions. Conversely, during labor market expan-
sions, HR professionals can expect more workers to gain
evaluating job satisfaction, corporate
confidence in their prospects and seek career opportuni- culture and relationships are just as
ties with other organizations.
important, if not more.
SHRM’s Challenges Facing HR Over the Next 10 Years
research, conducted a few years ago, found that retaining ings, the “office culture” factor in particular should not
and rewarding the best employees (59%), developing the be ignored by HR professionals. Interpersonal elements,
next generation of corporate leaders (52%), and creating as part of corporate culture, hold much weight in the
a corporate culture that attracts the best employees to workplace given that the two highest contributors to job
organizations (36%) would be the greatest challenges satisfaction were in the relationship with management
facing HR executives within the next decade.24 We category. Given the shifts in employee preferences and
may already be seeing evidence of these results in the the upcoming changes in the workforce demographics,
workplace today. This year’s job satisfaction and engage- organizations may want to consider conducting an
ment survey revealed that, although many workers still employee job satisfaction and engagement survey of
rank financial factors very highly when evaluating job their staff. In fact, nearly one-half (49%) of organizations
satisfaction, corporate culture and relationships are just reported conducting an employee survey to assess job
as important, if not more. In order for HR professionals to satisfaction and/or engagement in the last year.25
implement successful retention and recruitment strate-
gies, their tools must be deployed equally between these Ultimately, as the U.S. labor market and economy
financial elements—such as paying competitive salaries continue to improve and job opportunities increase, HR
and offering flexible work benefits—and cultural qualities professionals should equally weigh the financial and
of the workplace, which may include a heavy emphasis on cultural elements of their recruitment and retention
employee engagement. strategies.

The Challenges Facing HR Over the Next 10 Years research

also revealed that HR professionals believed offering
flexible work arrangements (40%) and creating an

Employee Job Satisfaction and Engagement | 33

Respondent Demographics

Respondent Demographics

Organization Staff Size Job Level

1-99 employees 36% Nonmanagement (e.g., assistant, coordinator, specialist) 40%
100-499 employees 16% Professional nonmanagement (e.g., analyst, nurse, 28%
engineer)
500-2,499 employees 13%
Middle management (e.g., manager, supervisor, director) 26%
2,500-24,999 employees 20%
Executive level (e.g., CEO, CFO) 7%
25,000 or more employees 15%
Note: n = 600. Percentages may not total 100% due to rounding.
Note: n = 599. Percentages may not total 100% due to rounding.

Education Level
Job Tenure
No high school 0%*
2 years or less 29%
High school graduate 9%
3 to 5 years 23%
Some college 22%
6 to 10 years 22%
2-year degree 13%
11 to 15 years 12%
4-year degree 36%
16 or more years 14%
Post-graduate degree 21%
n = 600.
Note: n = 599. Percentages may not total 100% due to rounding. Respondents
who chose “prefer not to answer” were excluded from the analysis. An asterisk (*)
indicates that the percentage is less than 0.5%.

Generation/Age
Millennials (born after 1980) 26% Race
Generation X (born 1965-1980) 37% White 84%
Baby Boomers (1945-1964) 35% Asian or Asian-American 6%
Veterans (born before 1945) 2% Black/African-American 3%
n = 600. Hispanic or Latino 3%
Two or more races 3%

Gender American Indian and Alaska Native 1%

Female 52% Native Hawaiian and Other Pacific Islander 0%*

Male 48% Note: n = 585. Respondents who chose “prefer not to answer” were excluded from
the analysis. An asterisk (*) indicates that the percentage is less than 0.5%.
n = 600.

34 | Employee Job Satisfaction and Engagement

 Respondent Demographics

Organization Industry
Retail trade (motor vehicle and parts dealers; furniture and home furnishings stores; electronics and appliance stores; building material and garden
equipment and supplies dealers; food and beverage stores; health and personal care stores; gasoline stations; clothing and clothing accessories 16%
stores; sporting goods, hobby, book and music stores; general merchandise stores; miscellaneous store retailers; nonstore retailers)
Finance and insurance (monetary authorities--central bank; credit intermediation and related activities; securities, commodity contracts and other 15%
financial investments and related activities; insurance carriers and related activities; funds, trusts and other financial vehicles)
Manufacturing (food manufacturing; beverage and tobacco product manufacturing; textile mills; textile product mills; apparel manufacturing; leather
and allied product manufacturing; wood product manufacturing; paper manufacturing; printing and related support activities; petroleum and coal
products manufacturing; chemical manufacturing; plastics and rubber products manufacturing; nonmetallic mineral product manufacturing; primary 14%
metal manufacturing; fabricated metal product manufacturing; machinery manufacturing; computer and electronic product manufacturing; electrical
equipment, appliance and component manufacturing; transportation equipment manufacturing; furniture and related product manufacturing;
miscellaneous manufacturing)
Professional, scientific and technical services (legal services; accounting, tax preparation, bookkeeping and payroll services; architectural,
engineering and related services; specialized design services; computer systems design and related services; management, scientific and technical 12%
consulting services; scientific research and development services; advertising, public relations and related services; other professional, scientific and
technical services)
Educational services (elementary and secondary schools; junior colleges; colleges, universities and professional schools; business schools and 8%
computer and management training; technical and trade schools; other schools and instruction; educational support services)
Health care and social assistance (ambulatory health care services; hospitals; nursing and residential care facilities; social assistance) 6%
Accommodation and food services (accommodation; food services and drinking places) 6%
Religious, grantmaking, civic, professional and similar organizations (religious organizations; grantmaking and giving services; social advocacy 5%
organizations; civic and social organizations; business, professional, labor, political and similar organizations)
Transportation and warehousing (air transportation; rail transportation; water transportation; truck transportation; transit and ground passenger
transportation; pipeline transportation; scenic and sightseeing transportation; support activities for transportation; postal service; couriers and 4%
messengers; warehousing and storage)
Information (publishing industries, excluding Internet; motion picture and sound recording industries; broadcasting, excluding internet; 4%
telecommunications; data processing, hosting and related services; other information services)
Construction (construction of buildings; heavy and civil engineering construction; specialty trade contractors) 3%
Arts, entertainment and recreation (performing arts, spectator sports and related industries; museums, historical sites and similar institutions; 3%
amusement, gambling and recreation industries)
Wholesale trade (merchant wholesalers, durable goods; merchant wholesalers, nondurable goods; wholesale electronic markets and agents and 3%
brokers)
Real estate and rental and leasing (real estate; rental and leasing services; lessors of nonfinancial intangible assets, excluding copyrighted works) 3%
Repair and maintenance (automotive repair and maintenance; electronic and precision equipment repair and maintenance; commercial and industrial 2%
machinery and equipment, excluding automotive and electronic, repair and maintenance; personal and household goods repair and maintenance)
Administrative and support and waste management and remediation services (office administrative services; facilities support services;
employment services; business support services; travel arrangement and reservation services; investigation and security services; services to 1%
buildings and dwellings; other support services; waste management and remediation services)
Personal and laundry services (personal care services; death care services; dry cleaning and laundry services; other personal services) 1%
Public administration (executive, legislative and other general government support; justice, public order and safety activities; administration of
human resource programs; administration of environmental quality programs; administration of housing programs, urban planning and community 1%
development; administration of economic programs; space research and technology; national security and international affairs)
Utilities (electric power generation, transmission and distribution; natural gas distribution; water, sewage and other systems) 1%
Agriculture, forestry, fishing and hunting (crop production; animal production; forestry and logging; fishing, hunting and trapping; support activities
0%*
for agriculture and forestry)
Management of companies and enterprises (offices of bank holding companies; offices of other holding companies; corporate, subsidiary and 0%*
regional managing offices)
Mining (oil and gas extraction; mining, excluding oil and gas; support activities for mining) 0%*
Note: n = 600. Percentages may not total 100% due to multiple responses. An asterisk (*) indicates that the percentage is less than 0.5%.

Employee Job Satisfaction and Engagement | 35

M e t h o d o lo gy

Methodology

36 | Employee Job Satisfaction and Engagement

 M e t h o d o lo gy

Survey Methodology Figures: Unless otherwise noted in a specific figure, the

following statements are applicable to data depicted in
The sample of employees used in this research was figures throughout this report.
randomly selected by an outside survey research organi-
zation’s web-enabled employee panel, which is based on • Percentages for a question or a response option may not
the American Community Study. In total, 600 individuals total 100% due to rounding.
completed the online 2014 Job Satisfaction and Engage-
Generalization of results: As with any research, readers
ment Survey. All respondents were employed, either full
should exercise caution when generalizing results and
time or part time.
take individual circumstances and experiences into
A comparison between the sample of 600 employees in consideration when making decisions based on these
the 2014 sample and the 2013 sample showed differences data.
in generation/age, education level and organizational
Number of respondents: The number of respondents
industry. Compared with the 2013 sample, the 2014
(indicated by “n” in figures and tables) varies from table
sample consisted of more Generation X employees and
to table and figure to figure because some respondents
fewer Baby Boomers, employees with more advanced
did not answer all of the questions. Individuals may not
educational degrees, and employees working in the
have responded to a question on the survey because
finance and insurance industry.
the question or some of its parts were not applicable or
because the requested data were unavailable. This also
Notations accounts for the varying number of responses represented
Analysis: For this report, standard statistical research within each table or figure.
methods were used to determine if observed differences Confidence level and margin of error: A confidence level
were statistically significant (i.e., likelihood that the and margin of error give readers some measure of how
difference is not likely due to chance). Some results much they can rely on survey responses to represent all
discussed within this report may not be statistically U.S. employees. Given the level of response to survey
significant. Furthermore, not all findings are presented in items asked of all respondents, SHRM Research is 95%
an accompanying figure or table. confident that responses given by responding employees
Tables: Unless otherwise noted in a specific table, please can be applied to all U.S. employees, in general, with a
note that the following statements are applicable to data margin of error of approximately 4%. For example, 58% of
depicted in tables throughout this report. the responding employees reported that the relationship
with their immediate supervisor was “very important”
• Data are sorted in descending order by the “overall” to their job satisfaction. With a 95% confidence interval,
column in each table. the reader can be 95% certain that between 54% and 62%
of employees believe that the relationship with their
• Percentages for a question or a response option may not immediate supervisor is “very important” to employee job
total 100% due to rounding. satisfaction. It is important to note that as the sample size
decreases, the margin of error increases.
• Tables in the Appendix present the overall percentage
and the percentage by select employee demographic
characteristics; however, only response options for
which there were significant differences are shown,
unless otherwise noted.

Employee Job Satisfaction and Engagement | 37

Appendix

Appendix

38 | Employee Job Satisfaction and Engagement

 Appendix

Table 8: Aspects of Job Satisfaction Rated as “Very Important” by Employees: 2004-2014

  2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
(n = 604) (n = 601) (n = 605) (n = 604) (n = 601) (n = 601) (n = 600) (n = 600) (n = 600) (n = 600) (n = 600)
Respectful treatment of all employees — — — — — — — — — — 72% (1)
at all levels
Trust between employees and senior — — — — — — — — — — 64% (2)
management
Benefits, overall 68% (1) 63% (1) 65% (2) 59% (1) 57% (2) 60% (2) 60% (2) 53% (5) 53% 53% (4) 63% (3)

Compensation/pay, overall 63% (2) 61% (2) 67% (1) 59% (1) 53% (3) 57% (3) 53% (5) 54% (4) 60% (3) 60% (1) 61% (4)

Job security 60% (4) 59% (4) 59% (3) 53% (2) 59% (1) 63% (1) 63% (1) 63% (1) 61% (2) 59% (2) 59% (5)

Opportunities to use skills/abilities 47% 44% 51% (5) 44% 50% (4) 55% (4) 56% (3) 62% (2) 63% (1) 59% (2) 58%

Relationship with immediate supervisor 49% 46% 47% 48% 47% (5) 52% 48% 55% (3) 54% (5) 54% (3) 58%
Immediate supervisor’s respect for
employee’s ideas — — — — — — — — — — 56%

Communication between employees and 54% 50% 48% 51% (4) 50% (4) 51% 47% 53% (5) 57% (4) 50% 55%
senior management
Management’s recognition of employee 47% 45% 47% 49% 44% 52% 48% 49% 50% 50% 55%
job performance
Organization’s financial stability — — — — — — 54% (4) 55% (3) 52% 53% (4) 55%

Feeling safe in the work environment 62% (3) 55% (5) 54% (4) 50% (5) 53% (3) 54% (5) 51% 48% 47% 49% 53%
Management’s communication of — — — — — — — — — — 52%
organization’s goals and strategies
The work itself 46% 35% 46% 41% 47% (5) 50% 54% (4) 53% (5) 52% 51% (5) 50%

Overall corporate culture 43% 39% 40% 36% 40% 45% 41% 46% 47% 45% 48%

Autonomy and independence 42% 41% 44% 44% 41% 47% 46% 52% 48% 47% 47%

Career advancement opportunities 37% 28% 36% 28% 29% 32% 34% 36% 42% 40% 47%

Meaningfulness of the job 38% 37% 42% 37% 45% 45% 38% 35% 39% 41% 46%

Relationship with co-workers 33% 34% 35% 34% 39% 42% 38% 38% 40% 41% 44%
Teamwork within department/ — — — — — — — — — — 43%
business unit
Organization’s commitment to 34% 31% 35% 31% 33% 30% 33% 36% 36% 36% 42%
professional development
Communication between departments/ — — — — — — — — — — 41%
business units
Job-specific training 34% 28% 36% 27% 27% 35% 34% 33% 36% 40% 41%
Teamwork between departments/ — — — — — — — — — — 41%
business units
Career development opportunities 40% 34% 42% 35% 30% 29% 31% 33% 34% 33% 39%
Contribution of work to organization’s 35% 33% 37% 32% 34% 39% 36% 33% 34% 35% 38%
business goals
Variety of work 37% 45% 40% 34% 35% 34% 35% 32% 33% 33% 37%

Networking opportunities 17% 19% 21% 18% 21% 22% 22% 26% 27% 26% 33%

Company-paid general training — — — 31% 32% 29% 26% 24% 28% 27% 31%

continued on next page

Employee Job Satisfaction and Engagement | 39

Appendix

Table 8: Aspects of Job Satisfaction Rated as “Very Important” by Employees: 2004-2014 (continued)
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
(n = 604) (n = 601) (n = 605) (n = 604) (n = 601) (n = 601) (n = 600) (n = 600) (n = 600) (n = 600) (n = 600)
Organization’s commitment to corporate — — — — 33% 31% 28% 28% 28% 31% 31%
social responsibility
Organization’s commitment to a diverse — — — — — — — 22% 27% 28% 29%
and inclusive workforce
Organization’s commitment to a “green” — — — — 23% 17% 17% 17% 17% 22% 20%
workplace
Note: Sample sizes are based on the actual number of respondents by year; however, the percentages shown are based on the actual number of respondents by year who
answered the question using the provided response options. A dash (—) indicates that the question was not asked in that year’s survey. Numbers in parentheses indicate position
of aspect in the respective column year. Table represents the percentage of respondents who indicated the aspect was “very important” to their job satisfaction. Percentages
are based on a scale where 1 = “very unimportant” and 4 = “very important.”
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

40 | Employee Job Satisfaction and Engagement

 Appendix

Table 9: Comparison of Important Aspects of Job Satisfaction by Select Employee Demographics

Overall Differences Based on Gender Differences Based on Generation/Age Differences Based

on Job Level
Respectful treatment of all 98% Female (99%) > male (96%) — —
employees at all levels
Trust between employees and 96% Female (99%) > male (93%) — —
senior management
Compensation/pay, overall 96% Female (98%) > male (95%) — —

Job security 96% Female (98%) > male (93%) — —

Organization’s financial stability 96% Female (98%) > male (94%) — —

Immediate supervisor’s respect 96% Female (99%) > male (93%) — —
for employee’s ideas
Communication between
employees and senior 95% Female (98%) > male (93%) — —
management
Relationship with immediate 95% Female (98%) > male (91%) — —
supervisor
The work itself 95% — — —

Benefits, overall 94% — — —

Management’s recognition of 94% Female (97%) > male (90%) — —
employee job performance
Management’s communication
of organization’s goals and 94% Female (97%) > male (91%) — —
strategies
Overall corporate culture 94% Female (97%) > male (92%) — —
Teamwork within department/ 94% Female (97%) > male (91%) — —
business unit
Opportunities to use skills/ 94% — — —
abilities
Communication between 93% Female (97%) > male (89%) — —
departments/ business units
Teamwork between 93% Female (96%) > male (90%) — —
departments/ business units
Autonomy and independence 92% Female (95%) > male (89%) — —

Meaningfulness of the job 92% Female (95%) > male (88%) — —

Relationship with co-workers 92% Female (96%) > male (88%) — —

Contribution of work to 92% Female (96%) > male (88%) — —
organization’s business goals
Feeling safe in the work 91% Female (96%) > male (84%) — —
environment
Organization’s commitment to 90% — — —
professional development
Variety of work 90% Female (93%) > male (87%) — —

Job-specific training 87% Female (91%) > male (82%) — —

Organization’s commitment to Millennials (89%), Generation X (88%)
85% Female (91%) > male (78%) > Baby Boomers (78%) —
corporate social responsibility
continued on next page

Employee Job Satisfaction and Engagement | 41

Appendix

Table 9: Comparison of Important Aspects of Job Satisfaction by Select Employee Demographics (continued)
Overall Differences Based on Differences Based on Differences Based
Gender Generation/Age on Job Level
Career development Millennials (89%), Generation X (90%)
84% — > Baby Boomers (75%) —
opportunities
Career advancement Millennials (94%), Generation X (87%)
83% Female (87%) > male (80%) > Baby Boomers (73%) —
opportunities

Company-paid general training 82% Female (86%) > male (77%) Generation X (86%) > Baby Boomers —
(74%)

Networking opportunities 76% — Millennials (83%) > Baby Boomers —

(69%)
Organization’s commitment to a Millennials (80%) > Baby Boomers
74% Female (82%) > male (64%) (65%) —
diverse and inclusive workforce
Organization’s commitment to a Millennials (72%) > Baby Boomers
63% Female (72%) > male (54%) (55%) —
“green” workplace
Note: A dash “-“indicates that there were no statistically significant differences by the respective demographic (e.g., by gender). Table represents the percentage of responding
employees who reported each aspect was “important” or “very important” to their job satisfaction. Percentages are based on a scale where 1 = “very unimportant” and
4 = “very important.” Data are sorted in descending order by the “overall” percentage column. Respondents who indicated “Not applicable” were excluded from this analysis.
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

42 | Employee Job Satisfaction and Engagement

 Appendix

Table 10: Importance of Job Satisfaction Contributors

Very Unimportant Unimportant Important Very Important
Respectful treatment of all employees at all levels 1% 2% 26% 72%
Trust between employees and senior management 1% 3% 32% 64%

Benefits, overall 1% 4% 31% 63%

Compensation/pay, overall 1% 3% 35% 61%

Job security 1% 4% 37% 59%

Opportunities to use your skills and abilities in your work 2% 3% 36% 58%

Relationship with immediate supervisor 1% 4% 37% 58%

Immediate supervisor’s respect for my ideas 1% 3% 40% 56%

Communication between employees and senior management 1% 3% 40% 55%

Management’s recognition about employee job performance 1% 5% 39% 55%

Organization’s financial stability 1% 3% 41% 55%

Feeling safe in your work environment 1% 8% 38% 53%

Management’s communication of organization’s goals and strategies 1% 5% 42% 52%

The work itself 1% 5% 45% 50%

Overall corporate culture 1% 5% 46% 48%

Career advancement opportunities 3% 14% 36% 47%

Autonomy and independence 1% 6% 45% 47%

Meaningfulness of job 1% 7% 46% 46%

Relationships with co-workers 1% 7% 48% 44%

Teamwork within department/business unit 1% 5% 51% 43%

The organization’s overall commitment to professional development 2% 8% 48% 42%

Job-specific training 3% 11% 46% 41%

Communication between departments/business units 1% 6% 52% 41%

Teamwork between departments/business units 1% 6% 52% 41%

Career development opportunities 3% 13% 45% 39%

Contribution of work to organization’s business goals 1% 7% 54% 38%

Variety of work 1% 9% 53% 37%

Networking opportunities 4% 20% 43% 33%

Company-paid general training 3% 15% 51% 31%

Organization’s commitment to corporate social responsibility 3% 12% 54% 31%

Organization’s commitment to a diverse and inclusive workforce 4% 23% 45% 29%

Organization’s commitment to a “green” workplace 7% 30% 43% 20%

Note: n = 600. Respondents who indicated “Not applicable” were excluded from this analysis. Data are sorted in descending order by the percentage of respondents who
indicated “very important.”
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

Employee Job Satisfaction and Engagement | 43

Appendix

Table 11: Top Five “Very Important” Aspects of Job Satisfaction by Employee Gender
First Second Third Fourth Fifth
Respectful treatment Trust between Opportunities to use Compensation/pay, Benefits, overall
of all employees at all employees and senior skills/abilities overall
Male levels management
64% 59% 58% 57% 56%
Respectful treatment Benefits, overall Trust between Compensation/pay, Relationship with
of all employees at all employees and senior overall immediate supervisor
Female levels management
79% 70% 69% 66% 65%

Note: Table represents the percentage of respondents who rated each aspect as “very important” to their job satisfaction. Percentages are based on a scale where 1 = “very
unimportant” and 4 = “very important.”
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

Table 12: Top Five “Very Important” Aspects of Job Satisfaction by Employee Generation/Age

  First Second Third Fourth Fifth

Respectful treatment Compensation/pay, Trust between Benefits, overall Feeling safe in the
of all employees at all overall employees and senior work environment;
levels management job security; career
Millennials advancement
opportunities
76% 67% 66% 65% 62%
Respectful treatment Benefits, overall Trust between Job security Compensation/pay,
of all employees at all employees and senior overall
Generation X levels management
71% 69% 65% 63% 61%
Respectful treatment Trust between Opportunities to Benefits, overall Organization’s
of all employees at all employees and senior use skills/abilities; financial stability
Baby Boomers levels management compensation/pay,
overall
70% 61% 60% 58% 56%
Note: Table represents the percentage of respondents who rated each aspect “very important” to their job satisfaction. Percentages are based on a scale where 1 = “very
unimportant” and 4 = “very important.” Responses from Veterans were not shown due to a small sample size (n < 25).
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

44 | Employee Job Satisfaction and Engagement

 Appendix

Table 13: Top Five Very Important Aspects of Job Satisfaction by Employee Job Level
First Second Third Fourth Fifth
Respectful treatment Compensation/pay, Job security Trust between Feeling safe in the
Nonexempt (hourly) of all employees at all overall; benefits, employees and senior work environment
nonmanagement levels overall management
76% 67% 64% 63% 60%
Respectful treatment Benefits, overall; Compensation/pay, Job security Immediate
of all employees at all trust between overall; relationship supervisor’s respect
levels employees and with immediate for employee’s ideas
Professional senior management; supervisor
nonmanagement opportunities to use
skills/abilities
73% 62% 60% 56% 55%
Trust between Respectful treatment Benefits, overall Communication Job security,
employees and senior of all employees at all between employees relationship with
management levels and senior immediate supervisor
management;
management’s
communication of
Middle organization’s goals
management and strategies;
opportunities to use
your skills/abilities;
organization’s financial
stability
68% 66% 62% 58% 57%
Opportunities to use The work itself Trust between Respectful treatment Autonomy and
Executive skills/abilities employees and senior of all employees at all independence
management management levels
69% 68% 67% 66% 65%
Note: Table represents the percentage of respondents who rated each aspect as “very important” to their job satisfaction. Percentages are based on a scale where 1 = “very
unimportant” and 4 = “very important.”
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

Table 14: Importance of Compensation and Benefits as Job Satisfaction Contributors

Very Unimportant Unimportant Important Very Important
Health care/medical benefits 1% 6% 29% 64%
Paid time off 1% 5% 30% 64%
Being paid competitively with the local market 1% 6% 36% 57%
Flexibility to balance life and work issues 2% 7% 36% 55%
Base rate of pay 1% 6% 44% 50%
Defined contribution plans 1% 9% 42% 47%
Opportunities for variable pay 1% 14% 43% 42%
Family-friendly benefits 3% 20% 41% 36%
Defined benefit pension plan 2% 18% 45% 35%
Wellness programs 4% 27% 46% 24%
Stock options 7% 44% 34% 15%
Note: n = 515-598. Respondents who indicated “Not applicable” were excluded from this analysis. Data are sorted in descending order by the percentage of respondents who
indicated “very important.”
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

Employee Job Satisfaction and Engagement | 45

Appendix

Table 15: Comparison of Important Aspects of Compensation and Benefits by Select Employee
Demographics
  Overall Differences Based on Gender Differences Based on Differences Based
Generation/Age on Job level
Base rate of pay 94% — — —
Paid time off 94% Female (97%) > male (92%) — —
Being paid competitively with the local market 93% — — —
Health care/medical benefits 93% Female (96%) > male (90%) — —
Millennials (95%),
Flexibility to balance life and work issues 91% Female (97%) > male (85%) Generation X (94%) > —
Baby Boomers (86%)
Defined contribution plans 89% — — —
Opportunities for variable play 85% Female (87%) > male (81%) — —
Defined benefit pension plan 80% — — —

Family-friendly benefits 77% — Generation X (83%) > —

Baby Boomers (72%)
Millennials (74%),
Wellness programs 70% Female (76%) > male (62%) Generation X (74%) > —
Baby Boomers (61%)
Stock options 49% — — —
Note: A dash “-“indicates that there were no statistically significant differences in this category. Table represents the percentage of respondents who rated each aspect
as “important” or “very important” to their job satisfaction. Percentages are based on a scale where 1 = “very unimportant” and 4 = “very important.” Data are sorted in
descending order by the “overall” percentage column. Respondents who indicated “Not applicable” were excluded from this analysis.
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

46 | Employee Job Satisfaction and Engagement

 Appendix

Table 16: Employees’ Satisfaction With Aspects of Job Satisfaction

  Very Somewhat Neutral Somewhat Very Satisfied

Dissatisfied Dissatisfied Satisfied
Feeling safe in the work environment 1% 2% 14% 34% 48%
Relationship with co-workers 2% 4% 15% 37% 42%
Relationship with immediate supervisor 5% 6% 15% 33% 40%
Immediate supervisor’s respect for employee’s ideas 4% 5% 17% 36% 37%
The work itself 4% 6% 17% 37% 36%
Meaningfulness of the job 3% 5% 16% 40% 35%
Opportunities to use skills/abilities 4% 6% 17% 40% 34%
Respectful treatment of all employees at all levels 8% 7% 17% 35% 33%
Organization’s financial stability 2% 6% 19% 40% 33%
Contribution of work to organization’s business goals 1% 3% 19% 43% 33%
Job security 1% 7% 19% 40% 32%
Variety of work 4% 6% 18% 39% 32%
Overall corporate culture 5% 6% 22% 36% 31%
Autonomy and independence 5% 6% 20% 41% 28%
Trust between employees and senior management 8% 11% 20% 34% 28%
Organization’s commitment to a diverse and inclusive workforce 3% 5% 33% 30% 28%
Benefits, overall 6% 10% 19% 37% 27%
Management’s communication of organization’s goals and strategies 4% 11% 24% 36% 26%
Organization’s commitment to corporate social responsibility 4% 7% 32% 32% 26%
Teamwork within department/business unit 5% 10% 21% 38% 26%
Company-paid general training 5% 11% 30% 31% 24%
Management’s recognition of employee job performance 8% 9% 22% 38% 24%
Compensation/pay, overall 7% 15% 16% 38% 24%
Organization’s commitment to professional development 6% 13% 27% 31% 23%
Communication between employees and senior management 9% 12% 19% 37% 23%
Job-specific training 5% 11% 29% 33% 22%
Teamwork between departments/business units 7% 11% 25% 35% 22%
Career development opportunities 6% 12% 28% 33% 21%
Networking opportunities 5% 10% 35% 30% 21%
Communication between departments/ business units 6% 13% 27% 33% 21%
Career advancement opportunities within the organization 8% 12% 26% 34% 20%
Organization’s commitment to a “green” workplace 4% 8% 36% 32% 19%
Note: n = 466-561. Respondents who indicated “Not applicable” were excluded from this analysis. Data are sorted in descending order by the percentage of respondents who
indicated “very satisfied.”
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

Employee Job Satisfaction and Engagement | 47

Appendix

Table 17: Job Satisfaction Aspects: Differences in Importance vs. Satisfaction

  Very Important Very Satisfied Differences (Gaps)

Respectful treatment of all employees at all levels (1) 72% 33% 39%
Compensation/pay, overall (4) 61% 24% 37%
Trust between employees and senior management (2) 64% 28% 36%
Benefits, overall (3) 63% 27% 36%
Communication between employees and senior management 55% 23% 32%
Management’s recognition of employee job performance 55% 24% 31%
Career advancement opportunities 47% 20% 27%
Job security (5) 59% 32% 27%
Management’s communication of organization’s goals and strategies 52% 26% 26%
Opportunities to use skills/abilities 58% 34% 24%
Organization’s financial stability 55% 33% 22%
Communication between departments/business units 41% 21% 20%
Immediate supervisor’s respect for employee’s ideas 56% 37% 19%
Job-specific training 41% 22% 19%
Organization’s commitment to professional development 42% 23% 19%
Teamwork between departments/business units 41% 22% 19%
Autonomy and independence 47% 28% 19%
Career development opportunities 39% 21% 18%
Relationship with immediate supervisor 58% 40% 18%
Overall corporate culture 48% 31% 17%
Teamwork within department/business unit 43% 26% 17%
The work itself 50% 36% 14%
Networking opportunities 33% 21% 12%
Meaningfulness of the job 46% 35% 11%
Company-paid general training 31% 24% 7%
Feeling safe in the work environment 53% 48% 5%
Organization’s commitment to corporate social responsibility 31% 26% 5%
Contribution of work to organization’s business goals 38% 33% 5%
Variety of work 37% 32% 5%
Relationship with co-workers 44% 42% 2%
Organization’s commitment to a “green” workplace 20% 19% 1%
Organization’s commitment to a diverse and inclusive workforce 29% 28% 1%
Note: Importance percentages are based on a scale where 1 = “very unimportant” and 4 = “very important.” Satisfaction percentages are based on a scale where 1 = “very
dissatisfied” and 5 = “very satisfied”. Respondents who indicated “Not applicable” were excluded from this analysis. Data are sorted in descending order by the “Differences
(Gaps)” column. Percentages are based on the absolute difference between the percentage of respondents who indicated the aspect was “very important” to their job
satisfaction and the percentage of respondents who indicated they were “very satisfied” with the aspect. Numbers in parentheses indicate the position of the aspect in 2014.
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

48 | Employee Job Satisfaction and Engagement

 Appendix

Table 18: Job Satisfaction Aspects: Differences in Importance vs. Satisfaction: Male Employees
  Very Important Very Satisfied Differences (Gaps)
Respectful treatment of all employees at all levels 64% 30% 34%
Trust between employees and senior management 59% 26% 33%
Compensation/pay, overall 57% 24% 33%
Benefits, overall 56% 28% 28%
Management’s recognition of employee job performance 48% 21% 27%
Communication between employees and senior management 48% 22% 26%
Career advancement opportunities 44% 19% 25%
Job security 53% 29% 24%
Management’s communication of organization’s goals and strategies 47% 25% 22%
Opportunities to use skills/abilities 58% 37% 21%
Organization’s financial stability 53% 33% 20%
Autonomy and independence 46% 27% 19%
Teamwork between departments/business units 37% 20% 17%
Organization’s commitment to professional development 38% 22% 16%
Immediate supervisor’s respect for employee’s ideas 49% 34% 15%
Career development opportunities 37% 22% 15%
Communication between departments/business units 35% 20% 15%
Teamwork within department/business unit 38% 25% 13%
Overall corporate culture 42% 29% 13%
Relationship with immediate supervisor 51% 38% 13%
Job-specific training 33% 21% 12%
Networking opportunities 35% 24% 11%
The work itself 46% 37% 9%
Meaningfulness of the job 41% 33% 8%
Contribution of work to organization’s business goals 37% 32% 5%
Organization’s commitment to a diverse and inclusive workforce 23% 28% 5%
Relationship with co-workers 36% 40% 4%
Organization’s commitment to a “green” workplace 14% 18% 4%
Feeling safe in the work environment 40% 44% 4%
Company-paid training 27% 23% 4%
Organization’s commitment to corporate social responsibility 25% 22% 3%
Variety of work 35% 32% 3%
Note: Importance percentages are based on a scale where 1 = “very unimportant” and 4 = “very important.” Satisfaction percentages are based on a scale where 1 = “very
dissatisfied” and 5 = “very satisfied”. Respondents who indicated “Not applicable” were excluded from this analysis. Data are sorted in descending order by the “Differences
(Gaps)” column. The difference/gap percentages are based on the absolute difference between the percentage of respondents who indicated the aspect was “very important” to
their job satisfaction and the percentage of respondents who indicated they were “very satisfied” with the aspect in their current job.
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

Employee Job Satisfaction and Engagement | 49

Appendix

Table 19: Job Satisfaction Aspects: Differences in Importance vs. Satisfaction: Female Employees
  Very Important Very Satisfied Differences (Gaps)
Respectful treatment of all employees at all levels 79% 35% 44%
Benefits, overall 70% 27% 43%
Compensation/pay, overall 66% 24% 42%
Trust between employees and senior management 69% 29% 40%
Communication between employees and senior management 62% 23% 39%
Management’s recognition of employee job performance 60% 26% 34%
Management’s communication of organization’s goals and strategies 56% 26% 30%
Job security 64% 34% 30%
Career advancement opportunities 50% 21% 29%
Opportunities to use skills/abilities 59% 31% 28%
Communication between departments/business units 47% 21% 26%
Job-specific training 47% 22% 25%
Organization’s financial stability 58% 34% 24%
Immediate supervisor’s respect for employees’ ideas 62% 40% 22%
Relationship with immediate supervisor 65% 43% 22%
Organization’s commitment to professional development 45% 24% 21%
Overall corporate culture 54% 34% 20%
Teamwork within department/business unit 48% 28% 20%
Career development opportunities 41% 21% 20%
Teamwork between departments/business units 44% 24% 20%
The work itself 54% 35% 19%
Autonomy and independence 48% 30% 18%
Networking opportunities 31% 18% 13%
Meaningfulness of the job 50% 37% 13%
Feeling safe in the work environment 64% 52% 12%
Company-paid general training 35% 25% 10%
Relationship with co-workers 51% 43% 8%
Organization’s commitment to corporate social responsibility 37% 30% 7%
Variety of work 39% 32% 7%
Organization’s commitment to a diverse and inclusive workforce 34% 28% 6%
Contribution of work to organization’s business goals 40% 34% 6%
Organization’s commitment to a ‘green’ workplace 25% 20% 5%
Note: Importance percentages are based on a scale where 1 = “very unimportant” and 4 = “very important.” Satisfaction percentages are based on a scale where 1 = “very
dissatisfied” and 5 = “very satisfied.” Respondents who indicated “Not applicable” were excluded from this analysis. Data are sorted in descending order by the “Difference
(Gaps)” column. The difference/gap percentages are based on the absolute difference between the percentage of respondents who indicated the aspect was “very important” to
their job satisfaction and the percentage of respondents who indicated they were “very satisfied” with the aspect in their current job.
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

50 | Employee Job Satisfaction and Engagement

 Appendix

Table 20: Comparison of Engagement Conditions by Select Employee Demographics

Overall Differences Based on Gender Differences Based on Generation/Age Differences Based on Job level

Relationship with co-workers 79% — — —

Contribution of work to 76% — — —
organization’s business goals
Meaningfulness of the job 75% — — —
Opportunities to use skills/ 74% — — —
abilities
Relationship with immediate 73% — — —
supervisor
Organization’s financial 73% — — —
stability
Middle management (78%) >
The work itself 73% — — nonexempt (hourly)
nonmanagement employees
(65%)
Middle management (77%) >
Variety of work 71% — — nonexempt (hourly)
nonmanagement employees
(64%)
Autonomy and independence 69% — — —

Overall corporate culture 67% — — —

Management’s recognition of 62% — —
employee job performance

Communication between Middle management (68%) >

employees and senior 60% — — nonexempt (hourly)
nonmanagement employees
management (54%)
Organization’s commitment to 58% — — —
corporate social responsibility

Job-specific training 55% Female (59%) > male (49%) Millennials (63%) > —
Baby Boomers (48%)

Career advancement Middle management (65%) >

opportunities within the 54% Millennials (64%) > nonexempt (hourly)
Baby Boomers (49%) nonmanagement employees
organization (47%)
Organization’s commitment to 54% — — —
professional development
Middle management (63%) >
Career development nonexempt (hourly)
54% — — nonmanagement employees
opportunities
(47%)
Middle management (59%) >
Networking opportunities 51% — — nonexempt (hourly)
nonmanagement employees
(44%)
Note: A dash “-“indicates that there were no statistically significant differences by the respective demographic (e.g., by gender). Table represents the percentage of responding
employees who indicated being “somewhat satisfied” or “very satisfied” with each job satisfaction aspect. Percentages are based on a scale where 1 = “very dissatisfied” and 5
= “very satisfied.” Data are sorted in descending order by the “overall” column. Respondents who indicated “Not applicable” were excluded from this analysis.
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

Employee Job Satisfaction and Engagement | 51

Appendix

Table 21: Comparison of Engagement Opinions and Behaviors by Select Employee Demographics
  Overall Differences Based Differences Based Differences Based
on Gender on Generation/Age on Job level
I am confident I can meet my work goals. 92% — — —

I am determined to accomplish my work goals. 88% — — —

I have a clear understanding of my organization’s vision/mission. 76% — — —

I am highly motivated by my work goals. 74% — — —

I frequently feel like I’m putting all my effort into my work. 69% — — —
While at work I’m almost always completely focused on my work 68% — — —
projects.
I am often so wrapped up in my work that hours go by like minutes. 68% — — —
In my organization, employees are encouraged to take action when Female (71%) > male
68% (63%) — —
they see a problem or opportunity.
I am provided with the resources to do my job well. 67% — — —

My colleagues quickly adapt to challenging or crisis situations. 63% — — —

The people in my work group never give up despite difficulties. 62% — — —

Middle management
(69%) > nonexempt
I have passion and excitement about my work. 61% — — (hourly)
nonmanagement
employees (52%)
Employees in my organization deal very well with unpredictable or 55% — Millennials (64%) >
changing work situations. Generation X (50%) —

I feel completely plugged in at work, like I’m always on full power. 55% — — —

I enjoy volunteering for activities beyond my job requirements. 54% Female (59%) > male — —
(49%)
The people in my work group are always flexible in expanding the 53% — — —
scope of their work.
In my work group, we are constantly looking out to see what Millennials (62%) >
52% — Baby Boomers (46%) —
challenge is coming next.

Others in my organization view unexpected responsibilities as an Millennials (59%) >

47% — Generation X (44%), —
opportunity to succeed at something new. Baby Boomers (39%)
Other people in my organization often volunteer for new projects. 45% — — —
Note: A dash “-“indicates that there were no statistically significant differences by the respective demographic (e.g., by gender). Table represents the percentage of respondents
who indicated the “agree” or “strongly agree” with statements on engagement opinions and behaviors. Percentages are based on a scale where 1 = “strongly disagree” and 5 =
“strongly agree.” Data are sorted in descending order by the “overall” percentage column.
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

52 | Employee Job Satisfaction and Engagement

 Appendix

Table 22: Top Five Employee Engagement Opinions and Behaviors by Employee Gender
  First Second Third Fourth Fifth
I am highly motivated
I am determined to by my work goals; While at work I’m I am often so wrapped
I am confident I can accomplish my work I have a clear almost always up in my work that
Male meet my work goals. goals. understanding of my completely focused on hours go by like
organization’s vision/ my work projects. minutes.
mission.
93% 87% 73% 69% 68%
I frequently feel like
I’m putting all my
I am determined to I have a clear effort into my work;
I am confident I can accomplish my work understanding of my I am highly motivated in my organization,
Female meet my work goals. goals. organization’s vision/ by my work goals. employees are
mission. encouraged to take
action when they see a
problem or opportunity.
92% 90% 79% 75% 71%
Note: Table represents the percentage of respondents who indicated they “agree” or “strongly agree” with statements on engagement opinions and behaviors. Percentages are
based on a scale where 1 = “strongly disagree” and 5 = “strongly agree.”
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

Table 23: Top Five Employee Engagement Opinions and Behaviors by Employee Generation/Age
  First Second Third Fourth Fifth
In my organization,
employees are
encouraged to take
I am confident I can I am determined to action when they I am highly motivated I am provided with
meet my work goals. accomplish my work see a problem or by my work goals. the resources to do
Millennials goals. opportunity; I have a my job well.
clear understanding
of my organization’s
vision/mission.
94% 89% 76% 75% 73%

I am determined to I have a clear I frequently feel like

I am confident I can accomplish my work understanding of my I am highly motivated I’m putting all my
Generation X meet my work goals. goals. organization’s vision/ by my work goals. effort into my work.
mission.
91% 88% 79% 73% 71%

I am highly motivated I am often so

by my work goals; I have a clear wrapped up in my
I am confident I can I am determined to while at work I’m understanding of my work that hours go
meet my work goals. accomplish my work almost always organization’s vision/ by like minutes; I
Baby Boomers goals. completely focused mission. frequently feel like
on my work projects. I’m putting all my
effort into my work.
92% 89% 73% 72% 68%
Note: Table represents the percentage of respondents who indicated they “agree” or “strongly agree” with statements on engagement opinions and behaviors. Percentages are
based on a scale where 1 = “strongly disagree” and 5 = “strongly agree.” Responses from Veterans were not shown due to a small sample size (n < 25).
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

Employee Job Satisfaction and Engagement | 53

Appendix

Table 24: Top Five Employee Engagement Opinions and Behaviors by Employee Job Level
  First Second Third Fourth Fifth
I am confident I can I am determined to I have a clear I am highly motivated I frequently feel like
meet my work goals. accomplish my work understanding of my by my work goals. I’m putting all my
Nonexempt (hourly) goals. organization’s vision/ effort into my work.
nonmanagement mission.
93% 88% 78% 70% 69%

I am confident I can I am determined to I am highly motivated I frequently feel like My colleagues quickly
meet my work goals. accomplish my work by my work goals; I’m putting all my adapt to challenging
goals. I have a clear effort into my work. or crisis situations.
Professional understanding of my
nonmanagement organization’s vision/
mission.
90% 86% 70% 66% 65%

I am confident I can I am determined to I am highly motivated I have a clear I am often so

meet my work goals. accomplish my work by my work goals. understanding of my wrapped up in my
goals. organization’s vision/ work that hours go by
Middle management mission. like minutes.
94% 91% 81% 78% 74%

I am determined to I am confident I can I am highly motivated I have a clear I am provided with

accomplish my work meet my work goals. by my work goals. understanding of the resources to do
goals. my organization’s my job well.
vision/mission; I
have passion and
excitement about my
Executive management work; I am often so
wrapped up in my
work that hours go by
like minutes.
93% 90% 86% 81% 79%

Note: Table represents the percentage of respondents who indicated they “agree” or “strongly agree” with statements on engagement opinions and behaviors. Percentages are
based on a scale where 1 = “strongly disagree” and 5 = “strongly agree.”
Source: Employee Job Satisfaction and Engagement (SHRM, 2015)

54 | Employee Job Satisfaction and Engagement

Appendix
Endnotes

Endnotes

56 | Employee Job Satisfaction and Engagement

 Endnotes

1 15
Society for Human Resource Management. (2014). SHRM Society for Human Resource Management. (2015). 2014
Economic Conditions: Recruiting Skills Gaps. Retrieved from SHRM Strategic Benefits Survey—Health Care. Retrieved
www.shrm.org. from www.shrm.org.
2 16
Society for Human Resource Management. (2013). SHRM Society for Human Resource Management. (2014).
2014 Human Capital Benchmarking Report. Retrieved from SHRM/McGraw-Hill Federal Credit Union: Financial Wellness
www.shrm.org. in the Workplace. Retrieved from www.shrm.org.
3 17
Society for Human Resource Management. (2014). Society for Human Resource Management. (2015).
Workplace Visions: Trends in Workplace Professional 2014 SHRM Strategic Benefits Survey—Flexible Work
Development. Issue 3. Retrieved from www.shrm.org. Arrangements. Retrieved from www.shrm.org.
4 18
Society for Human Resource Management. (2015). 2014 Society for Human Resource Management. (2013). SHRM
Strategic Benefits Survey—Leveraging Benefits to Recruit Survey Findings: The Workplace Impact of Domestic and Sexual
Employees. Retrieved from www.shrm.org.  Violence and Stalking. Retrieved from www.shrm.org.
5 19
Society for Human Resource Management. (2013). Society for Human Resource Management. (2014).
SHRM Survey Findings: Internships. Retrieved from SHRM/ACT Survey Findings: Job Analysis Activities.
www.shrm.org. Retrieved from www.shrm.org.
6 20
Society for Human Resource Management. (2014). Society for Human Resource Management. (2014).
SHRM/Kaplan University School of Business & Information SHRM/Kaplan University School of Business & Information
Technology: Recruitment for Business and IT Employment Technology: Recruitment for Business and IT Employment
Opportunities. Retrieved from www.shrm.org. Opportunities. Retrieved from www.shrm.org.
7 21
Society for Human Resource Management. (2014). Society for Human Resource Management. (2014). SHRM
2014 Employee Benefits: An Overview of Employees Benefits Diversity and Inclusion Survey. Retrieved from www.
Offerings in the U.S. Alexandria, VA: Author. shrm.org.
8 22
Society for Human Resource Management. (2014). SHRM Society for Human Resource Management. (2013). SHRM
2014 Human Capital Benchmarking Report. Retrieved from survey findings: Sustainable Workplace Practices. Retrieved
www.shrm.org. from www.shrm.org.
9 23
Society for Human Resource Management (2014). Using a five-point scale, respondents indicated their
SHRM/National Center for the Middle Market: HR degree of satisfaction and agreement with items on
Professionals’ Perceptions About Performance Management engagement conditions, opinions and behaviors.
Effectiveness. Retrieved from www.shrm.org. For engagement conditions, the following scale was
employed: “1” represents “very dissatisfied” and “5”
10
Society for Human Resource Management. (2014). represents “very satisfied.” For engagement opinions
Employee Job Satisfaction and Engagement: The Road to and behaviors, “1” represents “strongly disagree” and
Economic Recovery. Retrieved from www.shrm.org. “5” represents “strongly agree.”
11
Society for Human Resource Management. (2015, 24
Society for Human Resource Management (2014).
February). SHRM LINE Employment Report. Retrieved Challenges Facing HR Over the Next 10 Years. Retrieved
from www.shrm.org/line. from www.shrm.org.
12
Society for Human Resource Management. (2014). 25
Society for Human Resource Management. (2013).
2014 Employee Benefits: An Overview of Employees Benefits Job Satisfaction and Engagement for HR Professionals.
Offerings in the U.S. Alexandria, VA: Author. [Unpublished data].
13
Ibid.
14
Society for Human Resource Management. (2015). 2014
SHRM Strategic Benefits Survey—Leveraging Benefits to
Retain Employees. Retrieved from www.shrm.org.

Employee Job Satisfaction and Engagement | 57

Additional SHRM Resources

Additional SHRM Resources

58 | Employee Job Satisfaction and Engagement

 Additional SHRM Resources

Survey and Poll Findings The HR Jobs Pulse Survey Report examines hiring trends
in the HR profession and their perceptions for the labor
How are other organizations handling an HR issue that market. The research determines the confidence level of
your organization is facing? Get the information you need HR professionals in finding employment and job security.
to make informed decisions about HR policies, practices
and business strategies through SHRM’s survey and poll Customized Benchmarking Reports*
findings. Data on new HR- and business-related topics are
released regularly. www.shrm.org/surveys Need metrics? We have more than 500 benchmarks
categorized by the six reports listed below and a database
Key research reports released annually include the of over 10,000 organizations. Customize the output for
Employee Job Satisfaction and Engagement Research Report, your report based on industry, employee size and more.
which tracks year-to-year changes in aspects of the work www.shrm.org/benchmarking
environment related to job satisfaction and employee
engagement. Employee perspectives about the importance • Human Capital Benchmarking (our most popular report)
of workplace factors to overall job satisfaction are also
• Employee Benefits Prevalence Benchmarking
assessed.
• Health Care Benchmarking
The Ongoing Impact of the Recession Series examines topics
such as recruiting and skills gaps, organizational financial • Retirement and Welfare Benchmarking
health and hiring, and global competition and hiring
strategies. In addition to providing overall results for U.S. • Families and Work Institute’s Workplace Effectiveness
organizations, results are broken out into eight industry- and Flexibility Benchmarking
level reports.
• Paid Leave Benchmarking
Labor Market and Economic Data
Employee Engagement Survey Service*
Need data on what’s really happening in the job market?
The SHRM LINE Employment Report covers key areas for How engaged are your employees? SHRM will help you
recruiting each month, including hiring expectations, find out through People InSight, our job satisfaction and
changes in new-hire compensation from month to month engagement survey service. Results are provided by
and the only published measure of recruiting difficulty of individual department and overall employee population,
highly qualified candidates for the most critical positions. and benchmarked against overall norms, including
Results are reported for both the service and manufactur- industry and organization staff size, in SHRM’s database
ing sectors. www.shrm.org/line of over 10,000 employees. www.shrm.org/peopleinsight

The SHRM Jobs Outlook Survey (JOS) examines hiring and Customized Research Services*
recruiting trends twice annually in the United States. It
is based on a survey of more than 400 public and private- What do HR professionals think? Access the world’s
sector human resource professionals with a direct role largest global community of HR professionals for custom
in the staffing decisions at their respective companies. survey research projects. SHRM develops survey ques-
www.shrm.org/jos tions in collaboration with your organization; administers
the survey to a random sample of SHRM members;
SHRM’s Metro Economic Outlook reports provide comprehen- analyzes the data; and prepares reports on the final
sive analyses of the economies of the largest metropolitan results. Examples of recent projects include the following:
areas in the United States. These reports include data total financial impact of employee absences, the aging
from SHRM, the private sector and the government, as workforce, job analysis activities, financial wellness and
well as insights from experts who are connected to each education, and performance management effectiveness.
metro area’s economy. www.shrm.org/metrooutlook www.shrm.org/customizedresearch

Workplace Trends and Forecasting shrm.org/research

Want to learn more about key trends impacting the
workplace and the HR profession? The latest SHRM
Workplace Forecast: The Top Workplace Trends According to
HR Professionals examines the trends in demographics,
*Fee-based services
economics, public policy, globalization and technology
that HR professionals think will have the biggest strategic
impact on their organizations and the HR profession in
the years ahead. www.shrm.org/trends

Employee Job Satisfaction and Engagement | 59

P r oj e c t Te a m

Project Team

Project leader
Christina Lee,
researcher, Total Rewards Strategies, SHRM Research

Project contributors
Evren Esen, SHRM-SCP,
director, SHRM Survey Programs

Joseph Coombs,
senior analyst, Workforce Trends, SHRM Research

Karen Wessels,
researcher, Workforce Planning, SHRM Research

Jeanessa Gantt, SHRM Research

Copy editing
Katya Scanlan, copy editor

Design
Shirley E.M. Raybuck, senior design specialist

60 | Employee Job Satisfaction and Engagement

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