Articles
JOB SATISFACTION IN HORTICULTURE: NEW INSIGHTS
Article number
762_44
Pages
431 – 438
Language
English
Abstract
Job satisfaction is a goal in itself and an important factor in staff retention and motivation.
Without satisfied and motivated employees horticultural production is not sustainable.
The literature converges on modeling job satisfaction as a set of components, including achievement and recognition, work itself, supervision, interpersonal relationships, job security, and compensation.
This study analyses job satisfaction of horticultural employees based on in-depth interviews.
A total of 14 businesses (four glasshouse operations, six nurseries, and four landscape contractors) participated in case studies focusing on their labor management practices.
Interview guides were used for supervisors, as well as non-supervisory employees.
All interviews were tape-recorded and transcribed.
Data analysis was based on the transcripts.
Achievement and recognition were key components of job satisfaction.
Job security, technical aspects of supervision, and interpersonal relationships also contributed to job satisfaction.
Business organization, policies, and procedures were generally accepted.
The work itself and working conditions were ambiguous, contributing to dissatisfaction, as well as satisfaction.
Supervisors tended to be less dissatisfied with compensation, but also less satisfied with working conditions than non-supervisory employees.
Without satisfied and motivated employees horticultural production is not sustainable.
The literature converges on modeling job satisfaction as a set of components, including achievement and recognition, work itself, supervision, interpersonal relationships, job security, and compensation.
This study analyses job satisfaction of horticultural employees based on in-depth interviews.
A total of 14 businesses (four glasshouse operations, six nurseries, and four landscape contractors) participated in case studies focusing on their labor management practices.
Interview guides were used for supervisors, as well as non-supervisory employees.
All interviews were tape-recorded and transcribed.
Data analysis was based on the transcripts.
Achievement and recognition were key components of job satisfaction.
Job security, technical aspects of supervision, and interpersonal relationships also contributed to job satisfaction.
Business organization, policies, and procedures were generally accepted.
The work itself and working conditions were ambiguous, contributing to dissatisfaction, as well as satisfaction.
Supervisors tended to be less dissatisfied with compensation, but also less satisfied with working conditions than non-supervisory employees.
Authors
V. Bitsch
Keywords
labor management, personnel management, human resource management
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