| Engagement Theory by James Marcum (1999) implies that involvement may be a replacement to motivation. The assumption is motivation, relies on manipulation and control, a concept that does not result in success for organizations and individuals. Engagement of individuals is build on self-determination, interest, enjoyment, participation, and challenge. Stressing the importance of learning and involvement, it is a valuable key to effective and productive work to today's knowledgeable workers. The purpose of this study was to use job satisfaction indicators to improve work performance: a case study at the American Samoa Community College. This research has reviewed all related literature about employee job satisfaction indicators and the relationship to productivity, morale, and work performance. The two methods of collecting data used, was a questionnaire survey and interviewing. The interviewed segment consist of six college employees, two at the management level and 100 questionnaires were sent out with a 70% response return. The interpretation of the data collected uses means and percentages from the questionnaire survey results. The interviewed findings analyzed the response patterns, word or phrase repetitions and their connection to the questionnaire findings, related research literature and the research hypotheses. The writer concluded that job satisfaction indicators found with the American Samoa Community College employees improve performance when employees are kept aware of job related decisions, planning, more participation and the opportunity for work related expression of feelings and ideas. The need for continued professional development at all levels and social activities to improve employee morale. Finally, the writer made recommendations that can be used by the college's Human Resources Office for institutional planning and how to improve work performance. |
