Employee Satisfaction and Productivity: Correlation Analysis

Introduction

"Employee satisfaction doesn't mean that work is easy or that employees are always happy. Instead, satisfaction means committed employees who are willing to give their 'discretionary energy' to their work" (Lavigna, 2010, What Drives… Section, ¶ 2).

Employee satisfaction directly links to organizational excellence and productivity. Perhaps satisfied employees do in fact "create value in the services provided to customers, which in turn, has the potential to lead to customer satisfaction and subsequent loyalty," as well as productivity, as some researchers — like Andrew Robson, David Yarrow, and Jane Owen (2005), all with Newcastle Business School, Northumbria University Tyne, UK — argue. Or perhaps employee satisfaction does not directly link to the organization's productivity, and instead the employee's productivity and the quality of the organization's products or services influence his satisfaction. In the study "Does quality drive the employee satisfaction in the UK learning sector?," Robson, Yarrow, and Owen examine the link between organizational performance and employee satisfaction and, like various other researchers, find a number of contentions that contribute to employee satisfaction.

Just as researchers do not all agree regarding components contributing to employee satisfaction and organizational productivity, employers and employees do not typically agree on the reasons an employee stays committed to a company or on what factors contribute to an employee's satisfaction. Perceptions of both the company and the employee may be subject to change as circumstances vary. During this mixed-method, qualitative case study, the researcher focuses on employee satisfaction and productivity, investigates whether a correlation exists between employee satisfaction and productivity, and examines factors that contribute to employee satisfaction both on and off the job. The study also considers whether "satisfaction" can be measured — and if so, how.

The location for the present study encompasses areas throughout the world, as employee satisfaction and productivity comprise global contemporary concerns. The researcher particularly focuses on ASDA, located in the UK. On July 26, 1999, Wal-Mart — a company founded in the United States — purchased ASDA, initially founded in 1965 as Associated Dairies & Farm Stores Limited. During 2003, ASDA reportedly claimed the title of best company to work for in the UK. At one point in its history, however, colleagues described the company as the worst of all UK employers (ASDA, 2005).

Bob Lavigna (2010), vice president of research for the Partnership for Public Service, asserts that when an organization achieves high levels of engagement, customer satisfaction as well as performance and productivity naturally follow. In the journal article "Driving performance by building employee satisfaction and engagement," Lavigna stresses that for a company to obtain maximum results from its investments, it should focus on employee engagement, which universally leads to employee satisfaction and links to organizational productivity.

The primary reason for focusing on employee satisfaction and productivity stems from an interest in how satisfaction links to the professional pursuit of managing an organization and ultimately owning and operating a business. A better understanding of employee satisfaction and whether it directly links to organizational excellence will not only help the researcher professionally but will also help readers as it relates contemporary considerations to the organization's success. As most individuals work as an employee or hold a supervisory position at some point in their lives, employee satisfaction affects the majority of people.

Increasing global competition mandates that contemporary companies maximize their productivity and quality to succeed. Joel Tan, a research assistant, Vicky Tan, Professor with the Faculty of Arts and Social Sciences at the National University of Singapore, and Tan Ngoh Tiong (2007), Professor of social work at Augsburg College, Minnesota, explain in the journal article "Work attitude, loyalty, and employee turnover" that employees with higher job satisfaction contribute to higher productivity. This study proves significant as it challenges readers to consider whether a correlation exists between employee satisfaction and productivity and what factors — both on and off the job — contribute to that satisfaction.

The hypothesis for the study asserts: A positive correlation exists between employee satisfaction and productivity/output. To help determine the validity of the hypothesis, the researcher addresses the following three sub-questions:

1. What factors contribute to employee satisfaction, both on and off the job?
2. Can employee "satisfaction" be measured?
3. If employee "satisfaction" can be measured, how can this be done? If it cannot be measured, what reasons may contribute to the incapability?

The researcher asserts that a correlation does exist between employee satisfaction and productivity and that satisfaction can be measured. To further investigate the validity of the hypothesis, the researcher created a survey (Appendix A) which a number of participants completed anonymously. The researcher also assessed several interviews with ASDA colleagues.

The researcher's primary aim is to analyze relevant literature as well as the results of a survey and interviews to determine whether a correlation exists between employee satisfaction and productivity. The study investigates six themes: employee satisfaction; employer/employee perceptions of employee satisfaction; factors contributing to employee satisfaction; ASDA reports; measuring employee satisfaction and productivity; and ASDA interviews.

Objective 1: Conduct a thorough review of literature relating to employee satisfaction and productivity, including information specific to ASDA and applicable to employee satisfaction worldwide.

Objective 2: Develop, implement, and assess results from a survey of ASDA employees and managers.

Objective 3: Analyze information retrieved through the literature review, the survey, and the interviews, and present a compilation of findings in the analysis chapter.

Objective 4: Discuss the study, offer conclusions, and make recommendations based on the study's findings.

Literature Review

"Firms with high levels of employee engagement produced dramatically better bottom-line results than the companies with low levels of engagement" (Lavigna 2010, ¶ 2).

Like any successful literature review, this one begins with the researcher's idea and investigation relating to a specific problem or issue. Lawrence A. Machi and Brenda T. McEvoy (2008) explain in The Literature Review: Six Steps to Success that writing the literature review includes searching and assessing current, relevant literature to address research questions and ultimately determine the validity of the study's hypothesis.

Karen Smith, Malcolm Todd, and Julia Waldman (2009) recommend in Doing Your Social Science Dissertation: A Practical Guide for Undergraduates that the researcher choose one of three common approaches: (1) a chronologically organized review, (2) a thematically organized literature review, or (3) a methodologically organized review. For the current study, the researcher utilizes the thematically organized literature review, organizing the literature to help frame and focus the study's research questions.

As it would be impossible to include every published study in the area of focus, the researcher carefully selects the most significant, relevant sources, including studies that may not concur with the researcher's conclusions. Winston Tellis (1997) notes that no single information source has a complete advantage over others; instead, various sources complement each other when used together. Table 1 illustrates the strengths and weaknesses inherent in each type of evidence.

Table 1: Types of Evidence (Yin, quoted in Tellis 1997).

Documentation: Stable, unobtrusive, and broad in coverage, but may present retrieval difficulties and author bias.
Archival Records: Precise and quantitative, but privacy concerns may inhibit access.
Interviews: Targeted and insightful, but subject to poor question bias, incomplete recollection, and reflexivity.
Direct Observation: Real-time and contextual, but time-consuming and potentially affected by the observer's presence.
Participant Observation: Insightful into interpersonal behavior, but prone to investigator bias.
Physical Artifacts: Insightful into cultural and technical operations, but subject to selectivity and availability issues.

For a company to be considered one of the best employers, it would do well to note and implement the top four drivers of employee satisfaction:

1. Effective leadership;
2. Employee skills and mission match;
3. Work/life balance; and
4. Training and development (Lavigna 2010, What Drives… Section, ¶ 1).

Organizations and managers that regularly focus on these four factors improve their potential to enhance employee satisfaction and, consequently, organizational performance and productivity (Lavigna 2010).

Researchers regularly define employee satisfaction as an employee's affective reactions to the company or organization. Yi-Feng Yang (2009), Assistant Professor at Shu-Te University, Kaohsiung County, Taiwan, asserts in his journal report that employee satisfaction serves as a common indicator of organizational leadership effectiveness. Satisfied employees contribute "greater work reliability, responsiveness, and quality to an organization" (Yang, Theoretical Background… Section, ¶ 1). Results of employee satisfaction also typically reflect reduced internal process expenses for the organization.

During the past decade, employees' views of the organizations in which they work have begun to change, with traditional employee-organization bonds weakening. Ronald W. Perry, Professor of Public Affairs at Arizona State University, and Lawrence D. Mankin (2007), Professor Emeritus of Public Affairs at Arizona State University, assert in the journal article "Organizational trust, trust in the chief executive and work satisfaction" that "downsizing, privatizing and contracting out practices generated by economic pressures have eroded what is usually seen as a strong identification of employees" (¶ 1). This negative dynamic not only contributes to employees trusting their organizations less, but also to them being less satisfied with their work.

Organizational trust, trust in the top executive, and work satisfaction do not necessarily correlate with one another, Perry and Mankin (2007) assert. These variables function "independently and must be interpreted in the context of a particular organization. Thus, high levels of trust in the top executive are probably associated with higher levels of organizational trust and work satisfaction, producing a positive correlation among the three" (Data Collection Section, ¶ 1). To examine these contentions, Perry and Mankin studied two organizations — a fire department (with high levels of trust) and a private manufacturing firm (with low levels of trust) — using a probability sample of 100 non-supervisory employees for each.

Findings indicate that employees may be satisfied in their jobs when managerial trust is low; however, only when managerial trust is itself high can employees experience work satisfaction at its highest levels. Organizational trust positively relates to work satisfaction. Ultimately, contrary to Perry and Mankin's initial hypothesis, organizational trust, trust in the top executive, and work satisfaction do relate — with each component producing consequences for the others.

Research reveals subtle and obvious differences between employee and Human Resource (HR) professionals' views of job satisfaction, demonstrating extreme disconnects between perception and reality. Some HR officials attribute high turnover rates to a strong job market rather than to underlying employee dissatisfaction. In one study, HR managers calculated the cost of training replacement employees at 30% of the departing employee's salary. For approximately 15% of that increased cost, a leaving employee could be persuaded to remain — reducing turnover, training costs, and lost production time (Employee Perceptions… 2006).

According to the 2005/2006 Employee Satisfaction and Retention Survey, HR professionals perceived the top three factors for employee satisfaction as: (1) decent benefits, (2) co-worker attitude, and (3) adequate wages. Employees, however, identified: (1) co-worker attitudes, (2) quality management, and (3) commute distance (Employee Perceptions… 2006).

Clark (2005), SHRM's manager of workplace law content, concurs with other researchers that although employees and HR professionals may sometimes agree on what employees consider "important" on the job, they significantly differ on what employees deem "very important." A SHRM survey found approximately eight out of ten participants reported overall job satisfaction — roughly the same proportion HR perceived. HR, however, predicted only 18% of employees were "very satisfied," underestimating the actual proportion of 39% who reported being very satisfied.

Lee (2007), President and CEO of Los Angeles-based CEL & Associates Inc., asserts that employees may choose to leave a company if the employer does not inform them of possible promotions. Statistics reveal that employees are more satisfied when given career choices at the time of hiring. CEOs and HR personnel could benefit from noting the following eight factors contributing to employee satisfaction: (1) Training, (2) Continuing Education, (3) Certification, (4) Professional Organizational Involvement, (5) Internal Leadership and Volunteer Opportunities, (6) Advancement Standards, (7) Benchmarks of Success, and (8) Mentorship (Lee 2007).

The 2005/2006 survey involved 373 HR personnel and 13,592 employees across 143 small businesses and 230 large businesses. Findings indicate that a 10%–12% raise "would make up for certain workplace shortcomings such as a poor benefits plan, bad working conditions, discrimination and lack of advancement" (Employer Perceptions… 2006, Desirable Commute Section, ¶ 3). Paying a valued employee more costs less than replacing and training a dissatisfied one.

Respect contributes to enhancing employee satisfaction. Noted as a core value within organizational theory, respect means paying attention to and seriously considering another person. When employees experience a lack of trust and respect in their work environment, they may become distrustful of their organization and "less likely to contribute to organizational goals and activities to the same degree as those who experience high levels of trust" (Spence & Finegan 2005, p. 6). When a company empowers its employees to complete their responsibilities in a meaningful way and treats them fairly and with respect, employees will more likely trust management to represent their best interests — contributing to job satisfaction and organizational commitment.

Spence Laschinger and Finegan (2005) stress in their study on empowerment in nursing work environments that a number of intermediate processes mediate the relationship between empowering work structures and valued organizational outcomes like commitment and job satisfaction. When the work environment engenders trust, this proves empowering to employees, and when they "perceive a climate of justice, respect, and trust, it is reasonable to expect that they would experience greater job satisfaction and commitment to the organization" (Spence & Finegan 2005, p. 7). Organizational trust not only links to job satisfaction and commitment but also enhances in-role performance.

Employees with high organizational commitment are more likely to counter challenges that arise. Individuals with higher levels of commitment evidence greater resistance to job strain and burnout, suggesting that commitment may help employees withstand the negative effects of downsizing and other contemporary workplace challenges (Spence & Finegan 2005).

Hyde (2010) explains that many organizations spend considerable time and money trying to change the environment of the workplace and the behaviors of employees and leaders. "A warped work environment is all about conflict, or simply put, unwanted employee behaviors. Unwanted behaviors include: ignoring, staring, walking away, slamming objects down, 'fine, do it your way' remarks, subtle sabotage, lying, cliques, gossip, to name a few" (Hyde, 2010, ¶ 2). Findings from surveys Hyde references confirm that many dissatisfied employees felt their leaders were not always fair regarding co-workers' behaviors and performance.

Hyde (2010) recommends that to know the true pulse of an organization, one merely needs to ask front-line leaders in each unit about what they think is happening with their workers. In a healthy organization, leaders routinely work alongside employees directly, enabling them to see firsthand what issues employees are experiencing and to address relevant concerns more effectively.

Results from surveys by top-ranked agencies at Best Places to Work suggest a number of actions for improving employee satisfaction, including: adopting flexible work schedules; creating emerging leaders programs; expanding training and online education; establishing career coaching and mentoring programs; actively involving employee groups and unions in regular meetings with senior leaders; expanding supervisory training; and improving performance management communication (Lavigna 2010).

According to Emerson (2006), ASDA no longer requires applicants to report their age or related information such as school attendance dates, and was the first employer in its area "to exceed new equality laws on age discrimination" (Emerson, ¶ 1). When B&Q, one retail chain, hired more older workers, staff turnover fell by 600%. Hiring older workers reportedly contributes to improved employee satisfaction and customer service.

ASDA reportedly claimed the title of best company to work for in the UK during 2003. However, numerous ASDA colleagues subsequently reported having been subjected to underhanded and draconian treatment in workplaces across the UK. Employees became dissatisfied after the company dropped the 20% Christmas staff discount. Even though ASDA later reversed this decision, the damage could not be fully undone — leading to only 40% of ASDA's staff actually shopping in-store. At one point, colleagues described the company as the worst of all UK employers (ASDA, 2005).

During 2005, ASDA regularly received negative reviews and reportedly had four bosses within the previous five-year span, negatively impacting staff morale. The announcement of forthcoming losses of 200 head-office jobs and 1,200 junior managerial in-store positions drove staff morale to its lowest point.

Morale dramatically improved, however, when the Sunday Times named ASDA as the second best big company to work for in 2005. ASDA's internal staff surveys reported morale scores at a two-year high.

According to the ASDA people management report (2005), ASDA aimed its people management practices at increasing its workforce's performance and capability. "Professional and personal development of staff remained integral to the achievement of ASDA's business objectives" (People…, ¶ 2). ASDA's Growth Factor program ensures each staff member has an individual performance agreement that links directly to the Agency's Operational and Strategic Plans, specifying agreed outcomes and highlighting learning and development activities to be undertaken during the year. Performance initiatives ASDA supports for its staff include agency bonus, individual bonus, peer recognition, and learning and development (People 2005).

The article "Case study: Work-life balance helps to motivate Asda employees" (2007) explains that to motivate employees and help them feel valued, ASDA offers a share save plan permitting both full-time and part-time employees to buy monthly shares in parent company Wal-Mart at a 20% discount. ASDA also offers childcare vouchers and flexible working arrangements as significant motivators for its predominantly female store-based staff, helping employees more easily balance home and work commitments.

During 2007, ASDA achieved some of its parent company's highest sales volumes. "Mike Duke, Wal-Mart vice chairman, said: 'During the year, ASDA was a winner in the UK, being the fastest growing of the big four retailers'" (ASDA beats…, ¶ 5). ASDA reported above-market average earnings growth each month during 2007 and the first months of 2008, adding approximately two million customers and 50 basis points of market share since the beginning of 2006.

If one cannot manage what one cannot measure, as Lavigna (2010) argues, it follows that managing employee satisfaction requires being able to measure it. Dahlgaard and Kristensen (2005) stress that employee satisfaction can be measured and that the resulting measurements can serve as a tool for ongoing organizational improvements. One study of 50 global companies confirms that firms with high levels of employee engagement produced significantly better bottom-line results than those with low engagement. Three key metrics — income, income growth, and earnings per share — confirmed that high-engagement organizations performed up to 43% better than low-engagement counterparts.

Scott K. Metlen (2007), Associate Professor of production operations management at the University of Idaho, purports that empirical studies support the perception that employee well-being (satisfaction) does affect employee outcomes (effectiveness). In turn, particularly in high-contact service industries, employee effectiveness affects customer satisfaction, which ultimately contributes to the success or failure of the organization.

Polaris Marketing Research asserts that it offers premier survey programs to ascertain employee satisfaction among other business concerns. Polaris recommends: "All survey questionnaires should follow a fairly standard format — introduction of survey topic/reason/incentive, thanks for participating, screen for correct respondent, primary survey questions, demographic questions, thank you and wrap-up" (Employee Satisfaction Questionnaire, 2009, ¶ 5). Sample questions for an employee satisfaction questionnaire — with answers reported on a scale from Strongly Disagree to Strongly Agree — might include:

"I am aware of Company ABC's overall strategy." / "I understand what Company ABC, as a company, is trying to achieve." / "I feel my department gets support and teamwork from other areas within the company." / "Overall I am very satisfied with my job at Company ABC." / "My manager clearly defines my job responsibilities." / "My manager/supervisor encourages high achievement by reducing the fear of failure." / "My manager/supervisor takes responsibility for shaping the attitudes and relationships within our department." / "My manager/supervisor clearly communicates what is expected of me." / "My manager/supervisor provides me with continuous feedback to help me achieve." / "My manager/supervisor demonstrates professionalism." (Employee Satisfaction Questionnaire, 2009, ¶ 5).

Tan and Tan Tiong (2007) explain that "it is thus vital to enhance commitment in the workplace by reducing stress and increasing job satisfaction" (Factors Associated… Section, ¶ 9). When leaders of a corporation or company concentrate on building valuable relationships with their employees, they also increase those employees' participation in the company's values and goals.

The following depicts excerpts from an interview with Neil Nugent, ASDA head development chef (adapted from "Climbing the Ladder…" 2008):

Interviewer: What was your first ever job?
Neil Nugent: Washing up in a restaurant part time from the age of 14/15. I always wanted to be a chef and this was a good way to get into it.

Interviewer: Give us a quick rundown on your career.
Neil Nugent: I studied at the Catering City and Guilds at Rochdale Technical College, progressing to some of the best restaurants in London and France, including Michelin-starred establishments, Roger Vergé's Le Moulin de Mougins in Cannes, and Boulestin in Covent Garden. I spent some time as a head chef on a private charter yacht cooking for the rich and famous. After coming home, I went to Brasserie Forty 4 and Pool Court at 42 Leeds. I then worked in food development with Hazlewood Foods as group development chef, working on Gary Rhodes' ready meal range and the Fresh Creations range for Sainsbury's, and then went on to ASDA.

Interviewer: Has your career followed a logical path?
Neil Nugent: Not totally. I started as a chef in restaurants — I still have my own restaurant — and then took a twist into the retail world.

Interviewer: What part has luck played in your career?
Neil Nugent: I believe that you create your own luck by, in the words of Woody Allen, "being there." By working hard and putting yourself in the right place you create situations for yourself that could be deemed as lucky.

Interviewer: Who do you most admire in the grocery industry?
Neil Nugent: I admire some of the European retailers such as Picard that have great frozen food. The quality and execution of shops is fantastic.

Interviewer: Do you have a mentor?
Neil Nugent: Delia Smith is someone I really admire. She has changed the UK's palate over the years — she's a legend. Steve Raichlen, the BBQ master, is always really inspiring too.

Interviewer: If you could change one thing in the industry, what would it be?
Neil Nugent: The industry should be more environmentally friendly. There should be less packaging, and we are working on this with suppliers. We also need to localize our supply of food.

Interviewer: What is the most rewarding part of your job?
Neil Nugent: The most rewarding part of the job is seeing people buying things that I have created.

Interviewer: What is the least rewarding part?
Neil Nugent: It is sometimes frustrating when you create fantastic recipes which cannot be replicated on the shelves.

The following depicts an interview with a former anonymous ASDA employee (adapted from ASDA Stores 2010):

Interviewer: What advantages over other companies do you perceive ASDA offered to its employees?
Anonymous ASDA Employee: For me personally? None. Some people might find the discount card useful.

Interviewer: What are some of the disadvantages you perceive for employees of ASDA?
Anonymous ASDA Employee: Every aspect of the job.

Interviewer: Will you please discuss your personal experience as an ASDA employee?
Anonymous ASDA Employee: After being made redundant from my previous job I turned to ASDA for employment. I picked up an application form from my local store, filled it out, and returned it that evening. I was contacted a few days later about a night vacancy for "general colleagues" and invited to a group interview called "ASDA Magic."

Interviewer: How did your first days with ASDA progress?
Anonymous ASDA Employee: At first ASDA seemed to be a very promising place to work. Everyone in the interview was very friendly — even the managers making notes for the session made an effort to keep everyone at ease. Despite being an obvious "company yes man," the people manager leading the session was pleasant, kind, and friendly. As a result I left the session feeling happy and hoping I would get the job. The second interview went well too, this time a one-on-one with a night section manager.

Interviewer: What happened during the next stage of your employment with ASDA?
Anonymous ASDA Employee: Brainwashing. This next session was mostly administrative to begin with, but as the day went on it became clear that the point was to indoctrinate us into the ASDA way of thinking. Positive opinions of ASDA were presented as fact — the people manager repeatedly made statements such as "ASDA Smart Price IS quality food at an affordable price" — and particular emphasis was placed on the "ASDA value" that states "We care for our colleagues every day." We were told the company cares for its workers at least 15 times throughout the eight-hour training day. The "benefits" ASDA provides were drummed into us repeatedly, but in reality these benefits either do not exist in the same form as explained, do not exist at all, are legal requirements the company must comply with by law, or have so many conditions attached that they are not worth the paper they are written on. The only real benefit is the discount card, but you do not receive it until after 12 weeks, and it does not include discounts on petrol or cigarettes, among other things.

Interviewer: What else occurred during your training?
Anonymous ASDA Employee: We had to complete a large number of "quizzes," all of which contained positive writings about the merits of working at ASDA and explained in indirect terms that you are expected to treat the job as the most important aspect of your life. They instruct instead of explain; you have to raise your hand like a child in a primary school to make a point or answer a question. Any questions or negative points raised after videos on sensitive subjects are instantly turned into positives without providing real answers, or are simply ignored.

Interviewer: How do you think ASDA considers the employee and its customers?
Anonymous ASDA Employee: One thing they make clear is that you are absolutely powerless against the customer. No matter how rude, aggressive, or threatening a customer becomes, you are NOT allowed to answer back. Instead you have to allow yourself to be degraded in an attempt to retain as many customers as possible. New staff are also given a very one-sided argument against unions, and if you show any interest in joining one a manager will promptly bully you out of doing it.

Interviewer: How did you perceive the work environment at ASDA?
Anonymous ASDA Employee: I have worked in retail before, but I have never experienced a store run the way ASDA does. The amount of work expected of a brand new staff member during a shift is impossible. I was placed on chilled food after applying for movies, videos, and games or homeware sections without warning. My training buddy cleared off after the first day and nobody replaced him. After just two weeks, I was working completely on my own, taking care of the entire salads, fillers, UHT, and yogurt sections. Whenever I do something even slightly wrong I get shouted at by my manager. We take four deliveries each night, and if you do not finish your tasks in time you are expected to stay longer with no breaks. On my second night I was there until 8:45 AM when I should have finished at 7. You are also encouraged to miss your 15-minute break to get more work done, which violates working time directive laws.

Interviewer: Do you feel ASDA respects employees and treats them fairly?
Anonymous ASDA Employee: Do not believe what they say about recognizing achievement. Any genuine hard work will not be congratulated unless you are a manager's favourite. This multi-billion pound company apparently does not have the funds to purchase adequate equipment, and if you ask anyone to help you they talk to you as if you are stupid.

Interviewer: What kind of bonus programs do ASDA employees participate in?
Anonymous ASDA Employee: The company will try to find any excuse to reduce your bonus. It is basically set up so that you never receive the actual amount stated during the interview and induction. On my first night the fire alarm went off five times due to a fault. The fire brigade was called twice and we were told the callout fee would be deducted from our bonus fund. When I confronted my GSM directly and explained how I thought it was unfair, his response was "Life's not always fair."

Interviewer: How did your work affect your life away from ASDA?
Anonymous ASDA Employee: I finish every shift feeling depressed, downtrodden, and undervalued. I've only seen a single section of the shop all night, haven't had a proper conversation with anyone for eight hours, and then have to spend my day sleeping so I'm ready for the night once again.

Interviewer: Will you please summarize your final perception of ASDA?
Anonymous ASDA Employee: It is as close to knowing what a battery hen feels like as a human can "legally" get.

The following excerpt evolved from an interview with Andrew Ball, ASDA store manager, as quoted by Alex Beckett (2007):

Conclusion and Recommendations

Employees satisfied with their work may not always be content with every aspect of their work environment. Because they are basically satisfied, however, they will more likely be willing to invest their discretionary energy in their work, which in turn will typically increase their productivity. Although differing opinions regarding components contributing to employee satisfaction abound, the researcher asserts that the study confirms employee satisfaction does in fact link to organizational productivity.