Organization “Y” is a small company with 15 employees working in the financial sector and providing financial services to organizations, businesses, and individual customers. The company was established in 1999 and since then has been gradually expanding its presence in the financial services market. The organization constantly increases the range of available financial services and provides its financial advisors with additional workplace opportunities. The company seeks to increase job satisfaction among its employees and considers job satisfaction as the critical component of its business success.
The topic of job satisfaction is not new. In the current system of organization studies, job satisfaction occupies one of the central positions. Job satisfaction is defined as “feelings or affective responses to facets of the situation” (Fichter & Cipolla, 2010). Here, facets of the situation imply the workplace situation and environment in which employees are bound to perform, while feelings and affective responses may vary from the quality of workplace performance to the emotional and cognitive balance that result of the workplace pressures and overloads. The “facets” of job imply intrinsic and extrinsic features of particular jobs and the extent to which they influence the level of job satisfaction across various professions.
Since the end of 2006, the organization adopted a new strategy, aimed to expand its market presence, to change its approaches to brand management, and to attract new customers. The strategy has become the determining feature of the organization’s success, and more and more customers came to develop cooperative relations with the professional financial advisors working for the company. Since that time, however, the company management noticed that financial advisors displayed lower motivation to work and did not always cope with their basic workplace obligations. Work absenteeism rose dramatically,