Omega Case Study Report

Omega case study report

This report is based on the case study of Omega. With external pressure, the company is now encountering internal problem, like high turnover and absenteeism rate. Personnel manager adopts attitude survey to analyses current situation. “Job attitudes and job performance are perhaps the two most central and enduring sets of constructs in individual-level organisational research” (David, Daniel and Philip, 2006:305). Organisations increasingly tend to use attitude survey to analyses their employees’ attitude and opinion towards employers (Paul R, 1988:145). Omega case provides an attitude survey questionnaire and relevant data. This report is based on these data to analyses the current situation of Omega, also discuss the reason of high absenteeism and turnover rate among professional staff using organisational behaviour theories, and propose recommendations for Omega to step off the dilemma.

1.0 The questionnaire

Before deep discussion, it ought to go into the questionnaire Omega adopts, “Questionnaires can provide evidence of patterns amongst large populations”(Louis and Gravin, 2010:1). However, the design of the questionnaire has some problems. The questionnaire is consist of closed questions and open questions, including five areas in attitude evaluation, but the order of each question is “randomly presented”, which could confuse respondents when they do the questionnaire and easily get bored due to misunderstanding the purpose. In terms of open questions, their existence is to check the close questions are enough or not. Actually, experienced researchers choose open questions to understand respondents’ motivations and feelings in depth (Babara, 1965:175).

2.0 Current situation of Omega

It can be describe the current situation of Omega as internal revolt and external invasion. Due to limitation, this report analyzes internal revolt of Omega. This part begins with a review of the literature on low job satisfaction. In addition, low organisational commitment, inefficient communication system, improper leadership are also included.

2.1 Low job satisfaction

In order to analyze the job satisfaction level, it is firstly should make assure what is job satisfaction. James (1992) defines job satisfaction as “the extent to which employees like their work”. And Luthans (2011:141) suggests “job satisfaction is a result of employee’s perception of how well their job provides those things that are viewed as important”. After explain job satisfaction, the measurement is put forward below .

There are six facets of job satisfaction, which are the work content, financial rewards, hierarchical satisfaction, management, peers, and working conditions (Paul, 1997: 12). In terms of work content, Bozionelos