2012 Employee Job Satisafaction and Engagement...2012 Employee Job Satisfaction and Engagement A...
Transcript of 2012 Employee Job Satisafaction and Engagement...2012 Employee Job Satisfaction and Engagement A...
Table of ContentsTable 1 | Top Five Employee Engagement Aspects
Table 2 | Top Five Aspects of Job Satisfaction Most Important to Employees: 2002 to 2012
Table 3 | Engagement Opinions
Table 4 | Engagement Behaviors
Table 5 | Engagement Opinions
Table 6 | Comparison of Very Important Aspects of Employee Job Satisfaction: 2002, 2004, 2005, 2006, 2007, 2008, 2009, 2010, 2011 and 2012
Table 7 | Employees’ Level of Satisfaction with Aspects They Find Most Important to Job Satisfaction
Table 8 | Employees’ Level of Satisfaction with Aspects of Employee Job Satisfaction
Table 9 | Comparison of Select Very Important Aspects of Employee Job Satisfaction
Table 10 | Comparison of Select Very Important Aspects of Compensation and Benefits
Table 11 | Top Five Very Important Aspects of Job Satisfaction by Employee Job Tenure
Table 12 | Top Five Very Important Aspects of Job Satisfaction by Employee Age
Table 13 | Top Five Very Important Aspects of Job Satisfaction by Employee Gender
Table 14 | Top Five Very Important Aspects of Job Satisfaction by Employee Job Level
Table 15 | Top Five Very Important Aspects of Job Satisfaction by Employee Organization Staff Size
Table 16 | Male Employees’ Level of Satisfaction with Aspects They Find Most Important to Job Satisfaction
Table 17 | Female Employees’ Level of Satisfaction with Aspects They Find Most Important to Job Satisfaction
Table 18 | Top Five Aspects Contributing to Engagement by Employee Gender
Table 19 | Top Five Aspects Contributing to Engagement by Employee Age
Table 20 | Average Comparison of Engagement Aspects by Select Employee Demographics
2012 Employee Job Satisfaction and EngagementA Research Report by the Society for Human Resource Management (SHRM)
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Table 1 | Top Five Employee Engagement Aspects
2011
(n = 600)2012
(n = 600)
I am determined to accomplish my work goals and confident I can meet them 83% (1) 83% (1)
Relationship with co-workers 76% (2) 79% (2)
Opportunities to use skills/abilities 74% (3) 75% (3)
Contribution of work to organization's business goals 71% (5) 72% (4)
Relationship with immediate supervisor 73% (4) 71% (5)
I frequently feel that I’m putting all my effort into my work 70% 71% (5)
Source: 2012 Employee Job Satisfaction and Engagement: A Research Report by SHRM
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Table 2 | Top Five Aspects of Job Satisfaction Most Important to Employees: 2002 to 2012
2002(n = 604)
2004(n = 604)
2005(n = 601)
2006(n = 605)
2007(n = 604)
2008(n = 601)
2009(n = 601)
2010(n = 600)
2011(n = 600)
2012(n = 600)
Opportunities to use skills/abilities — 47% 44% 51% (5) 44% 50% (4) 55% (4) 56% (3) 62% (2) 63% (1)
Job security 65% (1) 60% (4) 59% (4) 59% (3) 53% (2) 59% (1) 63% (1) 63% (1) 63% (1) 61% (2)
Compensation/pay 59% (4) 63% (2) 61% (2) 67% (1) 59% (1) 53% (3) 57% (3) 53% (5) 54% (4) 60% (3)
Communication between employees and senior management
62% (3) 54% 50% 48% 51% (4) 50% (4) 51% 47% 53% (5) 57% (4)
Relationship with immediate supervisor 49% 49% 46% 47% 48% 47% (5) 52% 48% 55% (3) 54% (5)
Note: A dash (—) indicates that this question was not asked that year.
Source: 2012 Employee Job Satisfaction and Engagement: A Research Report by SHRM
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Table 3 | Engagement Opinions
Strongly Disagree
Disagree Neutral AgreeStrongly Agree
Overall Agreement
I am determined to accomplish my work goals and confident I can meet them
1% 3% 13% 45% 38% 83%
I frequently feel that I’m putting all my effort into my work 1% 8% 20% 42% 29% 71%
I am highly motivated by my work goals 2% 9% 22% 39% 28% 67%
While at work, I’m almost always completely focused on my work projects 1% 11% 21% 41% 25% 66%
I am often so wrapped up in my work that hours go by like minutes 4% 12% 24% 35% 26% 61%
I have passion and excitement about my work 5% 10% 24% 34% 27% 61%
I enjoy volunteering for activities beyond my job requirements 6% 12% 29% 36% 18% 54%
I feel completely plugged in at work, like I'm always on full power 3% 17% 29% 32% 19% 51%
Note: Sorted in descending order by “overall agreement” column.
Source: 2012 Employee Job Satisfaction and Engagement: A Research Report by SHRM
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Table 4 | Engagement Behaviors
Strongly Disagree
Disagree Neutral AgreeStrongly Agree
Overall Agreement
In my organization, employees are encouraged to take action when they see a problem or opportunity
5% 10% 25% 41% 20% 61%
My work group never gives up 4% 7% 34% 39% 16% 55%
My colleagues quickly adapt to challenging or crisis situations 4% 12% 30% 37% 18% 55%
Employees in my organization deal very well with unpredictable or changing work situations
4% 13% 28% 38% 17% 55%
In my work group, we are constantly looking out to see what challenge is coming next
5% 11% 34% 35% 16% 51%
The people in my work group are always flexible in expanding the scope of their work
4% 15% 33% 32% 15% 47%
Others in my organization view unexpected responsibilities as an opportunity to succeed at something new
5% 16% 37% 30% 12% 42%
Other people in my organization often volunteer for new projects 5% 16% 38% 30% 11% 41%
Note: Sorted in descending order by “overall agreement” column.
Source: 2012 Employee Job Satisfaction and Engagement: A Research Report by SHRM
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Table 5 | Engagement Opinions
Very Dissatisfied
Somewhat Dissatisfied
NeutralSomewhat Satisfied
Very SatisfiedOverall
Satisfaction
Relationship with co-workers 3% 4% 15% 36% 43% 79%
Opportunities to use skills/abilities 4% 7% 14% 39% 36% 75%
Contribution of work to organization's business goals 3% 4% 21% 38% 34% 72%
Relationship with immediate supervisor 6% 8% 15% 32% 39% 71%
The work itself 4% 7% 18% 33% 37% 70%
Meaningfulness of job 4% 7% 20% 37% 33% 70%
Autonomy and independence 5% 7% 19% 35% 34% 69%
Variety of work 5% 6% 20% 39% 30% 69%
Overall corporate culture 7% 9% 20% 34% 30% 64%
Organization's financial stability 6% 9% 22% 34% 29% 63%
Communication between employees and senior management 10% 12% 18% 37% 22% 59%
Management’s recognition of employee job performance 12% 12% 18% 31% 26% 57%
Job-specific training 6% 10% 26% 34% 23% 57%
Organization's commitment to professional development 10% 12% 25% 32% 22% 54%
Networking 6% 10% 31% 30% 23% 53%
Organization's commitment to corporate social responsibility 7% 9% 31% 30% 21% 51%
Career development opportunities 9% 16% 27% 29% 19% 48%
Career advancement opportunities 13% 16% 26% 28% 18% 46%
Note: Data are sorted by the “overall satisfaction” column and excludes “not applicable” responses.
Source: 2012 Employee Job Satisfaction and Engagement: A Research Report by SHRM
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Table 6 | Comparison of Very Important Aspects of Employee Job Satisfaction: 2002, 2004, 2005, 2006, 2007, 2008, 2009, 2010, 2011 and 2012
2002(n = 604)
2004(n = 604)
2005 (n = 601)
2006(n = 605)
2007(n = 604)
2008(n = 601)
2009(n = 601)
2010(n = 600)
2011(n = 600)
2012(n = 600)
Opportunities to use skills/abilities — 47% 44% 51% (5) 44% 50% (4) 55% (4) 56% (3) 62% (2) 63% (1)
Job security 65% (1) 60% (4) 59% (4) 59% (3) 53% (2) 59% (1) 63% (1) 63% (1) 63% (1) 61% (2)
Compensation/pay 59% (4) 63% (2) 61% (2) 67% (1) 59% (1) 53% (3) 57% (3) 53% (5) 54% (4) 60% (3)
Communication between employees and senior management*
62% (3) 54% 50% 48% 51% (4) 50% (4) 51% 47% 53% (5) 57% (4)
Relationship with immediate supervisor 49% 49% 46% 47% 48% 47% (5) 52% 48% 55% (3) 54% (5)
Benefits 64% (2) 68% (1) 63% (1) 65% (2) 59% (1) 57% (2) 60% (2) 60% (2) 53% (5) 53%
Organization's financial stability — — — — — — — 54% (4) 55% (3) 52%
The work itself 50% 46% 35% 46% 41% 47% (5) 50% 54% (4) 53% (5) 52%
Management’s recognition of employee job performance
49% 47% 45% 47% 49% 44% 52% 48% 49% 50%
Autonomy and independence 46% 42% 41% 44% 44% 41% 47% 46% 52% 48%
Feeling safe in the work environment 36% 62% (3) 55% (5) 54% (4) 50% (5) 53% (3) 54% (5) 51% 48% 47%
Overall corporate culture 40% 43% 39% 40% 36% 40% 45% 41% 46% 47%
Flexibility to balance life and work issues 62% (3) 57% (5) 60% (3) 59% (3) 52% (3) 44% 46% 46% 38% 46%
Career advancement opportunities 52% (5) 37% 28% 36% 28% 29% 32% 34% 36% 42%
Relationship with co-workers 23% 33% 34% 35% 34% 39% 42% 38% 38% 40%
Meaningfulness of job 29% 38% 37% 42% 37% 45% 45% 38% 35% 39%
Organization's commitment to professional development
— 34% 31% 35% 31% 33% 30% 33% 36% 36%
Job-specific training 34% 34% 28% 36% 27% 27% 35% 34% 33% 36%
Contribution of work to organization's business goals
— 35% 33% 37% 32% 34% 39% 36% 33% 34%
Career development opportunities 51% 40% 34% 42% 35% 30% 29% 31% 33% 34%
Variety of work — 37% 45% 40% 34% 35% 34% 35% 32% 33%
Organization's commitment to corporate social responsibility
— — — — — 33% 31% 28% 28% 28%
Paid training and tuition reimbursement programs
— — — — 31% 32% 29% 26% 24% 28%
Networking** — 17% 19% 21% 18% 21% 22% 22% 26% 27%
Organization's commitment to a diverse and inclusive workplace
— — — — — — — — 22% 27%
Organization's commitment to a “green” workplace
— — — — — 23% 17% 17% 17% 17%
* Starting in 2004, “communication between employees and management” was changed to “communication between employees and senior management.”
**Starting in 2008, “networking with others who have similar backgrounds and interests” was changed to “opportunities to network with others (within or outside the organization) to help in advancing your career.”
Note: Table represents those who answered “very important.” 2009, 2010 and 2011 percentages are based on a scale where 1 = “very unimportant” and 4 = “very important.” 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 this question was not asked. Numbers in parentheses indicate position of aspect in respective column year.
Source: 2012 Employee Job Satisfaction and Engagement: A Research Report by SHRM
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Table 7 | Employees’ Level of Satisfaction with Aspects They Find Most Important to Job Satisfaction
Very Satisfied Very Important Difference (Gaps)
Compensation/pay (3) 22% 60% 38%
Communication between employees and senior management (4) 22% 57% 35%
Job security (2) 30% 61% 31%
Opportunities to use skills/abilities (1) 36% 63% 27%
Benefits 26% 53% 27%
Management’s recognition of employee job performance 26% 50% 24%
Career advancement opportunities 18% 42% 24%
Organization's financial stability 29% 52% 23%
Autonomy and independence 31% 48% 17%
Overall corporate culture 30% 47% 17%
Relationship with immediate supervisor (5) 39% 54% 15%
The work itself 37% 52% 15%
Career development opportunities 19% 34% 15%
Organization's commitment to professional development 22% 36% 14%
Job-specific training 23% 36% 13%
Flexibility to balance life and work issues 36% 46% 10%
Paid training and tuition reimbursement programs 20% 28% 8%
Organization's commitment to corporate social responsibility 21% 28% 7%
Meaningfulness of job 33% 39% 6%
Feeling safe in the work environment 42% 47% 5%
Networking 23% 27% 4%
Relationship with co-workers 43% 40% 3%
Variety of work 30% 33% 3%
Organization's commitment to a diverse and inclusive workplace 29% 27% 2%
Organization's commitment to a “green” workplace 19% 17% 2%
Contribution of work to organization's business goals 34% 34% 0%
Note: Data are sorted by the “differences” column. 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” and exclude “not applicable” responses. Numbers in parentheses indicate position of aspect in 2012.
Source: 2012 Employee Job Satisfaction and Engagement: A Research Report by SHRM
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Table 8 | Employees’ Level of Satisfaction with Aspects of Employee Job Satisfaction
Very Dissatisfied
Somewhat Dissatisfied
NeutralSomewhat Satisfied
Very Satisfied
Relationship with co-workers 3% 4% 15% 36% 43%
Feeling safe in the work environment 3% 5% 16% 35% 42%
Relationship with immediate supervisor 6% 8% 15% 32% 39%
The work itself 4% 7% 18% 33% 37%
Opportunities to use skills/abilities 4% 7% 14% 39% 36%
Flexibility to balance life and work issues 4% 8% 21% 31% 36%
Autonomy and independence 5% 7% 19% 35% 34%
Contribution of work to organization's business goals 3% 4% 21% 38% 34%
Meaningfulness of job 4% 7% 20% 37% 33%
Variety of work 5% 6% 20% 39% 30%
Job security 7% 10% 17% 36% 30%
Overall corporate culture 7% 9% 20% 34% 30%
Organization's financial stability 6% 9% 22% 34% 29%
Organization's commitment to a diverse and inclusive workplace 3% 7% 32% 29% 29%
Benefits 8% 11% 19% 35% 26%
Management’s recognition of employee job performance 12% 12% 18% 31% 26%
Networking 6% 10% 31% 30% 23%
Job-specific training 6% 10% 26% 34% 23%
Communication between employees and senior management 10% 12% 18% 37% 22%
Organization's commitment to professional development 10% 12% 25% 32% 22%
Compensation/pay 12% 13% 18% 36% 22%
Organization's commitment to corporate social responsibility 7% 9% 31% 30% 21%
Paid training and tuition reimbursement programs 13% 13% 27% 27% 20%
Career development opportunities 9% 16% 27% 29% 19%
Organization's commitment to a “green” workplace 4% 9% 44% 25% 19%
Career advancement opportunities 13% 16% 26% 28% 18%
Note: n = 481-586. Data are sorted by the “very satisfied” column and exclude “not applicable” responses.
Source: 2012 Employee Job Satisfaction and Engagement: A Research Report by SHRM
Table 9 | Comparison of Select Very Important Aspects of Employee Job Satisfaction
OverallDifferences Based on Gender
Differences Based on Tenure
Differences Based on Age
Differences Based on Job level
Differences Based on Education
Differences Based on Race
Differences Based on
Organization Staff Size
Opportunities to use skills and abilities (1)
63% — — —
Middle management
(74%) > nonexempt
(hourly) nonmanagement
(55%)
College (71%), post-graduate
(71%) > high school (49%)
— —
Job security (2) 61% — — — —2-year college
(79%) > college (54%)
— —
Compensation/pay (3)
60% — — — — — — —
Communication between employees and senior management (4)
57% — — —
Middle management
(67%), nonexempt (hourly)
nonmanagement (59%) >
professional nonmanagement
(45%)
— — —
Relationship with immediate supervisor (5)
54% — — —
Middle management
(66%) > professional
nonmanagement (47%), nonexempt
(hourly) nonmanagement
(48%)
— — —
Benefits (6) 53% — — — — — —
500 to 2,499 employees (64%),
2,500 to 24,999 employees
(59%), 25,000 or more employees
(63%) > 1 to 99 employees (41%)
The work itself (7) 52% — — —
Executive (71%), middle management
(58%) > nonexempt
(hourly) nonmanagement
(43%)
Post-graduate (64%) > high school (41%)
— —
Organization's financial stability (7)
52% — —
Generation X (55%), Baby
Boomers (56%) > Millennials (39%)
Middle management
(65%) > professional
nonmanagement (41%)
— — —
Management’s recognition of employee job performance (8)
50% —0 to 2 years (56%)
> 16 or more years (39%)
—
Middle management
(55%), nonexempt (hourly)
nonmanagement (55%) >
professional nonmanagement
(40%)
— — —
Autonomy and independence (9)
48% — — —
Executive (62%), middle management
(59%) > nonexempt
(hourly) nonmanagement
(38%)
— — —
Overall corporate culture (10)
47%Female (52%) >
male (40%)— — — — — —
Continued on next page
Table 9 | Comparison of Select Very Important Aspects of Employee Job Satisfaction (continued)
OverallDifferences Based on Gender
Differences Based on Tenure
Differences Based on Age
Differences Based on Job level
Differences Based on Education
Differences Based on Race
Differences Based on
Organization Staff Size
Feeling safe in the work environment (10)
47%Female (58%) >
male (35%)— —
Nonexempt (hourly)
nonmanagement (52%) >
professional nonmanagement
(37%)
Some college (56%) > post-
graduate (36%)
Black (68%) > white (42%)
—
Flexibility to balance life and work issues (11)
46% — — — —Some college (54%) > high school (36%)
— —
Career advancement opportunities (12)
42% — —
Millennials (50%), Generation X (51%) > Baby
Boomers (33%)
Middle management
(56%) > professional
nonmanagement (36%), nonexempt
(hourly) nonmanagement
(38%)
Some college (46%), 2-year
college (48%), college (52%) >
high school (24%)
— —
Relationships with co-workers (13)
40%Female (44%) >
male (35%)— — — — — —
Meaningfulness of job (14)
39% — — — —
College (46%), post-graduate (46%) > high school (26%)
— —
Organization's commitment to professional development (15)
36% — — —
Middle management
(46%) > nonexempt
(hourly) nonmanagement
(32%)
— — —
Career development opportunities (16)
34% —0 to 2 years (44%)
> 16 or more years (26%)
— —Some college (43%) > high school (26%)
—
25,000 or more employees
(46%) > 1 to 99 employees (28%)
Contribution of work to organization's business goals (16)
34% — — —
Executive (46%), middle management
(41%) > professional
nonmanagement (21%)
— — —
Variety of work (17) 33%Female (37%) >
male (29%)— —
Executive (45%), middle management
(45%) > professional
nonmanagement (24%), nonexempt
(hourly) nonmanagement
(30%)
— — —
Paid training and tuition reimbursement programs (18)
28%Female (33%) >
male (23%)— — —
Some college (35%) > high
school (17%), post-graduate (22%)
Black (51%) > white (25%)
500 to 2,499 employees
(38%) > 1 to 99 employees (22%)
Organization's commitment to corporate social responsibility (18)
28%Female (34%) >
male (22%)— —
Executive (42%) > professional
nonmanagement (19%)
Some college (35%) > high school (18%)
Black (47%) > white (25%)
—
Organization's commitment to a diverse and inclusive workplace (19)
27%Female (33%) >
male (21%)— —
Middle management
(32%), nonexempt (hourly)
nonmanagement (31%) >
professional nonmanagement
(18%)
—Black (51%) > white (23%)
—
Continued on next page
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Table 9 | Comparison of Select Very Important Aspects of Employee Job Satisfaction (continued)
OverallDifferences Based on Gender
Differences Based on Tenure
Differences Based on Age
Differences Based on Job level
Differences Based on Education
Differences Based on Race
Differences Based on
Organization Staff Size
Networking (19) 27% — — —
Middle management
(39%) > professional
nonmanagement (22%), nonexempt
(hourly) nonmanagement
(23%)
Some college (35%) > high school (17%)
— —
Organization's commitment to a “green” workplace (20)
17%Female (20%) >
male (14%)— — — — — —
Note: A dash (—) indicates that there were no significant differences in this category.
Source: 2012 Employee Job Satisfaction and Engagement: A Research Report by SHRM
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Table 10 | Comparison of Select Very Important Aspects of Compensation and Benefits
OverallDifferences Based on Gender
Differences Based on Tenure
Differences Based on Age
Differences Based on Job Level
Differences Based on Education
Differences Based on Race
Differences Based on
Organization Staff Size
Health care/medical benefits
— — — —
Middle management
(71%) > executives (47%)
— —
500 to 2,499 employees (68%),
2,500 to 24,999 employees
(72%), 25,000 or more employees (73%) > 1 to 99
employees (48%)
Family-friendly benefits
— — — — —Some college (45%) > high school (24%)
—
2,500 to 24,999 employees (41%) > 1 to 99 employees
(22%)
Paid time off —Female (61%) >
male (50%)— — — — —
500 to 2,499 employees (66%) > 1 to 99 employees
(46%)
Defined contribution plans
— —16 or more years
(52%) > 0 to 2 years (32%)
Generation X (44%), Baby
Boomers (44%) > Millennials (27%)
Middle management
(48%), nonexempt (hourly)
nonmanagement (44%) >
professional nonmanagement
(30%)
— —
2,500 to 24,999 employees (47%), 25,000 or more
employees (52%) > 1 to 99 employees
(27%)
Defined benefit pension plans
— —
16 or more years (51%) > 0 to 2 years (32%), 6 to 10 years
(31%)
Generation X (38%), Baby
Boomers (43%) > Millennials (22%)
Middle management
(43%), nonexempt (hourly)
nonmanagement (40%) >
professional nonmanagement
(27%)
—Black (60%) > white (32%)
2,500 to 24,999 employees (44%), 25,000 or more
employees (48%) > 1 to 99 employees
(27%)
Stock options — — — —
Executives (49%), middle management
(48%), nonexempt (hourly)
nonmanagement (41%) >
professional nonmanagement
(26%)
— — —
Base rate of pay — — — — — — —
500 to 2,499 employees (61%) > 1 to 99 employees
(43%)
Being paid competitively with the local market
— — — — — — —
2,500 to 24,999 employees (65%) > 1 to 99 employees
(47%)
Note: Dash (—) indicates that there were no significant differences in this category.
Source: 2012 Employee Job Satisfaction and Engagement: A Research Report by SHRM
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Table 11 | Top Five Very Important Aspects of Job Satisfaction by Employee Job Tenure
First Second Third Fourth Fifth
2 years or less
Opportunities to use skills/abilities
The work itselfCompensation/pay, job
securityManagement’s recognition of employee job performance
Relationship with immediate supervisor
64% 61% 57% 56% 54%
3 to 5 yearsCompensation/pay
Job security, communication between employees and
senior management
Opportunities to use skills/abilities
Relationship with immediate supervisor
Benefits
67% 65% 64% 57% 56%
6 to 10 years
Opportunities to use skills/abilities
Job security Compensation/payRelationship with immediate
supervisorBenefits
66% 61% 55% 54% 53%
11 to 15 years
Communication between employees and senior
management
Job security, overall corporate culture
Compensation/pay, organization's financial
stability, opportunities to use skills and abilities
Management’s recognition of employee job performance
Meaningfulness of job
61% 59% 57% 50% 48%
16 years or moreCompensation/pay
Job security, opportunities to use skills/abilities
Communication between employees and senior
managementBenefits
Organization's financial stability, relationship with
immediate supervisor
62% 61% 58% 56% 53%
Note: Table represents those who answered “very important.” Percentages are based on a scale where 1 = “very unimportant” and 4 = “very important.”
Source: 2012 Employee Job Satisfaction and Engagement: A Research Report by SHRM
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Table 12 | Top Five Very Important Aspects of Job Satisfaction by Employee Age
First Second Third Fourth Fifth
Millennials
Opportunities to use skills/abilities
Compensation/pay, job security, the work itself
Communication between employees and senior
management
Relationship with immediate supervisor
Career advancement opportunities
60% 57% 52% 51% 50%
Generation X
Opportunities to use skills/abilities, job security
Compensation/payCommunication between
employees and senior management
Relationship with immediate supervisor
Organization's financial stability
67% 64% 61% 57% 55%
Baby Boomers
Opportunities to use skills/abilities
Job security Compensation/payCommunication between
employees and senior management
Organization's financial stability
63% 61% 60% 59% 56%
Veterans
Opportunities to use skills/abilities, the work itself
Organization's financial stability, benefits
Compensation/payRelationship with immediate
supervisor, job-specific training
Flexibility to balance life and work issues
56% 50% 47% 44% 40%
Note: Table represents those who answered “very important.” Percentages are based on a scale where 1 = “very unimportant” and 4 = “very important.”
Source: 2012 Employee Job Satisfaction and Engagement: A Research Report by SHRM
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Table 13 | Top Five Very Important Aspects of Job Satisfaction by Employee Gender
First Second Third Fourth Fifth
Male
Opportunities to use skills/abilities
Compensation/pay Job securityCommunication between
employees and senior management, the work itself
Benefits
62% 60% 57% 53% 51%
Female
Opportunities to use skills/abilities
Job securityCommunication between
employees and senior management
Compensation/payFeeling safe in the work
environment
65% 64% 61% 60% 58%
Note: Table represents those who answered “very important.” Percentages are based on a scale where 1 = “very unimportant” and 4 = “very important.”
Source: 2012 Employee Job Satisfaction and Engagement: A Research Report by SHRM
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Table 14 | Top Five Very Important Aspects of Job Satisfaction by Employee Job Level
First Second Third Fourth Fifth
Nonexempt (hourly) nonmanagementJob security Compensation/pay
Communication between employees and senior
managementBenefits
Opportunities to use skills/abilities, management’s recognition of employee
job performance
63% 62% 59% 56% 55%
Professional nonmanagement
Opportunities to use skills/abilities
Job security The work itself Compensation/payFlexibility to balance life
and work issues, autonomy
65% 57% 55% 53% 50%
Middle management
Opportunities to use skills/abilities
Relationship with immediate supervisor
Communication between employees and senior
management
Job security, organization's financial stability
Compensation/pay
74% 68% 67% 65% 64%
Executive management
Opportunities to use skills/abilities
The work itselfRelationship with
immediate supervisor
Communication between employees and senior
management, autonomyCompensation/pay
74% 71% 66% 62% 60%
Note: Table represents those who answered “very important.” Percentages are based on a scale where 1 = “very unimportant” and 4 = “very important.”
Source: 2012 Employee Job Satisfaction and Engagement: A Research Report by SHRM
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Table 15 | Top Five Very Important Aspects of Job Satisfaction by Employee Organization Staff Size
First Second Third Fourth Fifth
1-99 employees
Opportunities to use skills/abilities
Compensation/pay, job security
The work itselfCommunication between
employees and senior management
Relationship with immediate supervisor
62% 57% 56% 55% 52%
100-499 employees
Opportunities to use skills/abilities
Communication between employees and senior
managementJob security
Management’s recognition of employee job performance
Compensation/pay, the work itself
67% 58% 57% 56% 54%
500-2,499 employeesCompensation/pay Job security, benefits
Opportunities to use skills/abilities, communication between employees and
senior management, relationship with immediate
supervisor
Organization's financial stability, feeling safe in the
work environmentAutonomy
65% 64% 58% 52% 49%
2,500-24,999 employees
Opportunities to use skills/abilities
Job security Compensation/payOrganization's financial
stabilityBenefits
66% 63% 61% 60% 59%
25,000 or more employeesJob security
Opportunities to use skills/abilities, compensation/pay
BenefitsCommunication between
employees and senior management
Management’s recognition of employee job performance
68% 66% 63% 62% 60%
Note: Table represents those who answered “very important.” Percentages are based on a scale where 1 = “very unimportant” and 4 = “very important.”
Source: 2012 Employee Job Satisfaction and Engagement: A Research Report by SHRM
Return to Table of Contents
Table 16 | Male Employees’ Level of Satisfaction with Aspects They Find Most Important to Job Satisfaction
Very Satisfied Very Important Differences (Gaps)
Compensation/pay 24% 60% 36%
Communication between employees and senior management 22% 53% 31%
Job security 31% 57% 26%
Career advancement opportunities 18% 43% 25%
Opportunities to use skills/abilities 38% 62% 24%
Benefits 29% 51% 22%
Management’s recognition of employee job performance 27% 49% 22%
Organization's financial stability 32% 50% 18%
Career development opportunities 17% 34% 17%
Job-specific training 21% 37% 16%
Autonomy and independence 34% 47% 13%
Organization's commitment to professional development 22% 35% 13%
The work itself 40% 53% 13%
Overall corporate culture 29% 40% 11%
Relationship with immediate supervisor 41% 51% 10%
Flexibility to balance life and work issues 35% 42% 7%
Relationship with co-workers 42% 35% 7%
Organization's commitment to a diverse and inclusive workplace 27% 21% 6%
Feeling safe in the work environment 40% 35% 5%
Networking 22% 27% 5%
Organization's commitment to a “green” workplace 18% 14% 4%
Meaningfulness of job 33% 36% 3%
Paid training and tuition reimbursement programs 20% 23% 3%
Variety of work 31% 29% 2%
Contribution of work to organization's business goals 33% 33% 0%
Organization's commitment to corporate social responsibility 22% 22% 0%
Note: Data are sorted by the “differences” column. 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” and exclude “not applicable” responses.
Source: 2012 Employee Job Satisfaction and Engagement: A Research Report by SHRM
Return to Table of Contents
Table 17 | Female Employees’ Level of Satisfaction with Aspects They Find Most Important to Job Satisfaction
Very Satisfied Very Important Differences (Gaps)
Compensation/pay 21% 60% 39%
Communication between employees and senior management 23% 61% 38%
Job security 30% 64% 34%
Opportunities to use skills/abilities 34% 65% 31%
Benefits 24% 54% 30%
Management’s recognition of employee job performance 26% 52% 26%
Organization's financial stability 27% 53% 26%
Career advancement opportunities 17% 40% 23%
Overall corporate culture 30% 52% 22%
Autonomy and independence 28% 48% 20%
Relationship with immediate supervisor 36% 56% 20%
The work itself 35% 51% 16%
Career development opportunities 20% 35% 15%
Feeling safe in the work environment 43% 58% 15%
Organization's commitment to professional development 22% 37% 15%
Organization's commitment to corporate social responsibility 20% 34% 14%
Flexibility to balance life and work issues 37% 49% 12%
Paid training and tuition reimbursement programs 21% 33% 12%
Job-specific training 25% 35% 10%
Meaningfulness of job 33% 42% 9%
Variety of work 30% 37% 7%
Networking 23% 27% 4%
Organization's commitment to a diverse and inclusive workplace 31% 33% 2%
Contribution of work to organization's business goals 34% 34% 0%
Organization's commitment to a “green” workplace 20% 20% 0%
Relationship with co-workers 44% 44% 0%
Note: Data are sorted by the “differences” column. 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” and exclude “not applicable” responses.
Source: 2012 Employee Job Satisfaction and Engagement: A Research Report by SHRM
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Table 18 | Top Five Aspects Contributing to Engagement by Employee Gender
First Second Third Fourth Fifth
Male
I am determined to accomplish my work goals and confident I
can meet themRelationships with co-workers
Opportunities to use skills/abilities
The work itselfRelationship with immediate
supervisor, contribution of work to organization's business goals
84% 77% 76% 74% 72%
Female
I am determined to accomplish my work goals and confident I
can meet themRelationships with co-workers
Opportunities to use skills/abilities; I frequently feel like I'm putting all my effort into
my work
While at work, I'm almost always completely focused on my work
projects
Contribution of work to organization’s business goals
83% 80% 74% 72% 70%
Note: Table represents those who answered “strongly agree” or “agree” and “very satisfied” or “somewhat satisfied.” Percentages are based on a scale where 1 = “strongly disagree” or “very dissatisfied” and 5 = “strongly agree” or “very satisfied.”
Source: 2012 Employee Job Satisfaction and Engagement: A Research Report by SHRM
Return to Table of Contents
Table 19 | Top Five Aspects Contributing to Engagement by Employee Age
First Second Third Fourth Fifth
Millennials
I am determined to accomplish my work goals and
confident I can meet themRelationship with co-workers
Opportunities to use skills/abilities
Relationship with immediate supervisor
Contribution of work to organization's business goals,
variety of work
82% 79% 76% 72% 71%
Generation X
I am determined to accomplish my work goals and
confident I can meet them
Opportunities to use skills/abilities
Relationship with co-workersI frequently feel like I'm
putting all my effort into my work
Contribution of work to organization's business goals, variety of work, the work itself
80% 77% 76% 75% 71%
Baby Boomers
I am determined to accomplish my work goals and
confident I can meet themRelationship with co-workers
Opportunities to use skills/abilities; I frequently feel like I'm putting all my effort into my work; while at work, I'm almost always completely
focused on my work projects
Contribution of work to organization's business goals,
meaningfulness of job
The work itself; relationship with immediate supervisor; I am highly motivated by my
work goals
86% 81% 73% 72% 71%
Veterans
Relationship with immediate supervisor
I am determined to accomplish my work goals and
confident I can meet them
Opportunities to use skills/abilities, the work itself
Relationship with co-workers, meaningfulness of job
Autonomy and independence; while at work, I'm almost always completely focused on my work projects
100% 89% 88% 82% 78%
Note: Table represents those who answered “strongly agree” or “agree” and “very satisfied” or “somewhat satisfied.” Percentages are based on a scale where 1 = “strongly disagree” or “very dissatisfied” and 5 = “strongly agree” or “very satisfied.”
Source: 2012 Employee Job Satisfaction and Engagement: A Research Report by SHRM
Table 20 | Average Comparison of Engagement Aspects by Select Employee Demographics
OverallDifferences Based on Gender
Differences Based on Tenure
Differences Based on Age
Differences Based on Job Level
Differences Based on Education
Differences Based on Race
Differences Based on
Organization Staff Size
Career advancement opportunities
3.22 _ _ _
Executive (4.16) > middle management
(3.39), professional nonmanagement (3.23), nonexempt
(hourly) nonmanagement
(2.98); middle management
(3.39) > nonexempt
(hourly) nonmanagement
(2.98)
_ _ _
Career development opportunities
3.32 _ _ _
Executive (3.82) > nonexempt
(hourly) nonmanagement
(3.17)
_ _
2,500 to 24,999 employees (3.52)
> 500 to 2,499 employees (2.98)
Job-specific training
3.58 _ _ _ _ _ _
2,500 to 24,999 employees (3.80)
> 500 to 2,499 employees (3.31)
Networking 3.53 _ _ _
Executive (4.22), middle management
(3.67) > nonexempt
(hourly) nonmanagement (3.29); executive (4.22) > middle management
(3.67), professional nonmanagement
(3.54)
_ _ _
Opportunities to use skills/abilities
3.96 _ _ _
Executive (4.75), middle management
(4.13), professional nonmanagement
(4.12) > nonexempt
(hourly) nonmanagement (3.61); executive (4.75) > middle management
(4.13), professional nonmanagement employees (4.12)
_ _
1 to 99 employees (4.09) > 500 to
2,499 employees (3.65)
Organization's commitment to professional development
3.47 _ _ _
Executive (4.20) > middle-
management (3.58), professional nonmanagement (3.47), nonexempt
(hourly) nonmanagement
(3.27)
_ _ _
Communication between employees and senior management
3.50 _ _ _
Executive (4.39) > middle management
(3.59), professional nonmanagement (3.54), nonexempt
(hourly) nonmanagement
(3.28)
_ _
1 to 99 employees (3.72) > 500 to
2,499 employees (3.17)
Continued on the next page
Table 20 | Average Comparison of Engagement Aspects by Select Employee Demographics (continued)
OverallDifferences Based on Gender
Differences Based on Tenure
Differences Based on Age
Differences Based on Job Level
Differences Based on Education
Differences Based on Race
Differences Based on
Organization Staff Size
Autonomy and independence
3.80 _ _ _
Executive (4.72), middle management
(3.99), professional nonmanagement
(3.90) > nonexempt
(hourly) nonmanagement (3.44); executive (4.72) > middle management
(3.99), professional nonmanagement
(3.90)
Post-graduate (4.07) > high school (3.56)
_
1 to 99 employees (4.08) > 500 to
2,499 employees (3.43), 25,000 or
more employees (3.61)
Management’s recognition of employee job performance
3.47 _ _ _
Executive (4.21) > nonexempt
(hourly) nonmanagement
(3.26)
_ _
1 to 99 employees (3.64) > 500 to
2,499 employees (3.08)
Relationship with immediate supervisor
3.90 _ _ _
Executive (4.37) > nonexempt
(hourly) nonmanagement
(3.73)
_ _ _
Meaningfulness of job
3.89 _
16 or more years (4.22) > 0 to 2
years (3.79), 3 to 5 years (3.79), 6 to 10
years (3.82)
_
Executive (4.42), middle management
(3.98), professional nonmanagement
(4.03) > nonexempt
(hourly) nonmanagement
(3.35)
_ _ _
Organization's commitment to corporate social responsibility
3.48 _ _ _
Executive (4.03) > nonexempt
(hourly) nonmanagement
(3.35)
_ _ _
Organization's financial stability
3.70 _ _ _ _ _ _
2,500 to 24,999 employees (3.96) > 1 to 99 employees
(3.53)
Overall corporate culture
3.70 _ _ _
Executive employees
(4.51) > middle management
(3.85), professional nonmanagement (3.67), nonexempt
(hourly) nonmanagement
(3.50); middle-management
(3.85) > nonexempt
(hourly) nonmanagement
(3.50)
_ _ _
Relationships with co-workers
4.13 _ _ _
Executive (4.63) > professional
nonmanagement (4.18), nonexempt
(hourly) nonmanagement
(3.97)
_ _ _
Contribution of work to organization's business goals
3.95 _ _ _
Executive (4.40), middle
management (4.11) > nonexempt
(hourly) nonmanagement
(3.36)
_ _
1 to 99 employees (4.08) > 500 to
2,499 employees (3.65)
Continued on the next page
Table 20 | Average Comparison of Engagement Aspects by Select Employee Demographics (continued)
OverallDifferences Based on Gender
Differences Based on Tenure
Differences Based on Age
Differences Based on Job Level
Differences Based on Education
Differences Based on Race
Differences Based on
Organization Staff Size
The work itself 3.92 _ _ _
Executive (4.65), middle management
(4.12), professional nonmanagement
(4.13) > nonexempt
(hourly) nonmanagement (3.54); executive (4.49) > middle management
(4.65), professional nonmanagement
(4.13)
Post-graduate (4.19) > high school (3.76)
_ _
Variety of work 3.83 _ _ _
Executive (4.49), middle management
(4.02), professional nonmanagement
(4.02) > nonexempt
(hourly) nonmanagement (3.48); executive (4.49) > middle management
(4.02), professional nonmanagement
(4.02)
_ _ _
I am determined to accomplish my work goals and confident I can meet them
4.16 _
16 or more years (4.39) > 0 to 2
years (4.06), 3 to 5 years (4.07)
_
Middle management
(4.39) > professional
nonmanagement (4.13); executive (4.40), middle management
(4.39) > nonexempt
(hourly) nonmanagement
(4.02)
_ _
2,500 to 24,999 employees (4.35)
> 500 to 2,499 employees (4.02)
I am highly motivated by my work goals
3.82 _ _ _
Executive (4.24), middle
management (4.11) > nonexempt
(hourly) nonmanagement (3.58); executive
(4.24) > professional
nonmanagement (3.81)
_ _ _
I am often so wrapped up in my work that hours go by like minutes
3.67 _16 or more years
(3.92) > 0 to 2 years (3.50)
_
Executive (4.22), middle management
(3.92) > nonexempt
(hourly) nonmanagement (3.47); executive
(4.22) > professional
nonmanagement (3.62)
_Hispanic (4.11) >
white (3.59)_
I feel completely plugged in at work, like I'm always on full power
3.46 _ _ _
Executive (3.80), middle management
(3.67) > nonexempt
(hourly) nonmanagement
(3.34)
_ _ _
Continued on the next page
Table 20 | Average Comparison of Engagement Aspects by Select Employee Demographics (continued)
OverallDifferences Based on Gender
Differences Based on Tenure
Differences Based on Age
Differences Based on Job Level
Differences Based on Education
Differences Based on Race
Differences Based on
Organization Staff Size
I enjoy volunteering for activities beyond my job requirements
3.49 _ _ _
Middle management
(3.86) > professional
nonmanagement (3.52), nonexempt
(hourly) nonmanagement
(3.27)
_ _ _
I have passion and excitement about my work
3.70 _ _ _
Executive (4.36), middle management
(4.02), professional nonmanagement
(3.80) > nonexempt
(hourly) nonmanagement (3.34); executive
(4.36) > professional
nonmanagement (3.80)
Post-graduate (3.92) > high school (3.49)
_ _
I frequently feel like I'm putting all my effort into my work
3.89 _ _ _
Middle management
(4.10) > professional
nonmanagement (3.80), nonexempt
(hourly) nonmanagement
(3.82)
_Hispanic (4.34) >
white (3.84)_
While at work, I'm almost always completely focused on my work projects.
3.78Female (3.88) >
male (3.67)_
Baby Boomers (3.92) > Millennials
(3.52)
Executive (4.14), nonexempt
(hourly) nonmanagement
(3.83) > professional
nonmanagement (3.56)
_ _ _
My colleagues quickly adapt to challenging or crisis situations
3.52 _ _ _
Executive (3.92) > nonexempt
(hourly) nonmanagement
(3.41)
_ _ _
My work group never gives up
3.57 _ _ _
Executive (4.00), middle management
(3.71), professional nonmanagement
(3.64) > nonexempt
(hourly) nonmanagement
(3.36)
_ _ _
In my organization, employees are encouraged to take action when they see a problem or opportunity
3.62 _ _ _
Executive (4.00), middle management
(3.82), professional nonmanagement
(3.68) > nonexempt
(hourly) nonmanagement
(3.40)
_ _
100 to 499 employees (3.80)
> 500 to 2,499 employees (3.34)
In my work group, we are constantly looking out to see what challenge is coming next
3.46 _ _ _
Executive (4.00), middle management
(3.58), professional nonmanagement
(3.60) > nonexempt
(hourly) nonmanagement
(3.20)
_ _ _
Continued on the next page
Return to Table of Contents
Table 20 | Average Comparison of Engagement Aspects by Select Employee Demographics (continued)
OverallDifferences Based on Gender
Differences Based on Tenure
Differences Based on Age
Differences Based on Job Level
Differences Based on Education
Differences Based on Race
Differences Based on
Organization Staff Size
Others in my organization view unexpected responsibilities as an opportunity to succeed at something new
3.28 _ _ _
Executive (3.72) > nonexempt
(hourly) nonmanagement
(3.12)
_ _ _
Other people in my organization often volunteer for new projects
3.26 _ _Millennials (3.48) > Baby Boomers
(3.12)
Professional nonmanagement
(3.40) > nonexempt
(hourly) nonmanagement
(3.08)
College (3.42) > high school (3.06)
_ _
The people in my work group are always flexible in expanding the scope of their work
3.38 _ _ _
Executive (3.86) > nonexempt
(hourly) nonmanagement
(3.21)
_Black (3.77) > white (3.30)
_
Employees in my organization deal very well with unpredictable or changing work situations
3.50 _ _ _
Executive (3.90) > nonexempt
(hourly) nonmanagement
(3.43)
_ _ _
Note: Averages are based on a scale where 1 = “strongly disagree” or “very dissatisfied” and 5 = “strongly agree” or “very satisfied.” A dash (—) indicates that there were no significant differences in this category.
Source: 2012 Employee Job Satisfaction and Engagement: A Research Report by SHRM