To use Herzberg theory, manager has to make a list of hygienic and especially motivating factors, and give the employees the possibility to choose what they prefer, admitting their wishes. According to Herzberg theory, absence or lack of hygiene factors leads to one’s dissatisfaction with his work. But if they are sufficient, by themselves they do not lead to satisfaction and not motivate people for necessary actions. In order to achieve motivation, the manager must provide motivating factors (which are now absent in the management strategy of JC’s Casino). The absence of motivators, which are related to the nature and essence of the work itself, does not lead to people’s dissatisfaction with the job, but their presence leads to sufficient satisfaction and motivates employees for necessary actions and raising efficiency (Mullins, 2007).
Building relationships in the team on these theories one can not only avoid absenteeism and time lags, but also make employees feel that their work and efforts are rewarded accordingly, and consequently, it can stop the turnover of personnel, constant dissatisfaction with the job and conflict relations with the leadership because of the sense of inequity and incompetence of approach to labor organization.
In their daily professional activities, JC’s Casino employees are constantly faced with different stressors of working environment: working conditions, wage issues, heavy workload and overfatigue, violation of labor organization, role conflicts, tense relationships at work, unfavorable psychological climate in the working team, lack of respect (feeling that one’s opinion is not considered), poor promotion prospects.
Thus, the stress is determined by impact of extreme factors related to the contents, conditions and activity organization. Stress development depends on the state of motivation, emotional and volitional and cognitive spheres of an employee, which are responsible for the subjective, personal significance of the situation, preparedness and capabilities to overcome it, ability to choose rational strategies of behavior in these conditions, etc (Chang & Lu, 2009).
Overcoming stress is possible through introducing motivation systems and building job satisfaction strategies, based on both material (fair payment, bonuses, etc.) and nonmaterial reward: employment benefits, medical insurance, free trainings, teambuilding, intra-corporate trainings, as well as flexible work hours, e.g. in form of possibility to take a day-off in the middle of a week, corporate recreation, opportunity to take part in the activity of the company, etc.
Recommendations for Improving Job Satisfaction
In JC’s Casino, labor compensation is not satisfying due to the volume of work included into the employees’ competencies, though the salaries are generally competitive in the local market. Thus, the reward cannot be considered fair, and the employees lose the desire to work. From this perspective, the leader can implement the following activities in order to improve the situation: achievement of understanding of connection between salary and labor results, revision of payment by results pattern, making the package of benefits according to individual needs and preferences, involvement of workers in developing and implementing performance assessment system and the system of payment by results (Hughes & Rog, 2008).
Dissatisfaction with career opportunities is also a major reason of staff turnover in the Casino. In this situation, the employer must provide opportunities for career growth by creating conditions for gaining wider experience; introducing more systematic procedures for identifying employment potential, such as assessment and development centers; encouraging promotion by intra-reserves; developing procedures on the equality principle; consulting on career development.
In addition, workers feel isolated and unsatisfied, as they are not part of a cohesive team, or come across competence conflicts. This problem can be solved by creating self-regulating and autonomous working groups; emphasizing the importance of teamwork as a basic value; rewarding people for their efficient work as a team member and developing team work skills (Mullins, 2007).
Discontent and conflict with managers and working groups in JC’s Casino is a common cause of layoffs due to the frustration by leadership skills or leadership in general, unfair treatment. This problem can be addressed by choosing managers and team leaders with well-developed leadership skills; training their management skills, methods of conflict resolution and handling complaints; introducing improved procedures for handling complaints or disciplinary actions and teaching these procedures to the personnel (Hughes & Rog, 2008).