A Study On The Relation Among Job Satisfaction, Job Engagement And Empowerment

Job satisfaction and job engagement are issues that drive the attention of corporations for a long period of time. While at the same time, it also witnesses concern from the academic research. However, there is a question that whether the job satisfaction can proves the job engagement, or in other words, can satisfaction ultimately turns into engagement, the answer is still controversial. As a matter of fact, according to existing researches, the relation between job satisfaction and engagement is not a simple positive correlation; many factors can affect the transformation from satisfaction to engagement. In this study, the empowerment is selected as an initial action to study what influence it can put on such transformation.Taking Neusoft as example, this research takes the questionnaire survey, and uses SPSS 17.0 to explore the regulated variable----empowerment, separately in two different samples, general employees and key employees. The analysis of empowerment influence putting on relation between satisfaction and engagement. On one hand, the research is supposed to give new exploration to the relation between job satisfaction and job engagement, and on the other hand constructive suggestions which address the actual situation of Neusoft will be given.This paper is divided in following sections:The first part of this study outlines the background o significance;The second part reviews existing research on the three variables:job satisfaction, engagement and the empowerment, as well as the relation among them.The third part proposes the methods and model of this study based on the literature review. Meanwhile, it defines variables and carries empirical research to explore the regulating effect of empowerment.The last part gives conclusion based on the empirical research findings, suggestions are supposed to be proposed towards Neusoft situation.By empirical research, the following conclusions are researched:First, among demographic variables, the traditional control variable----age, does not appear influence to job satisfaction, engagement and empowerment in this research. By contrast, the seniority appears as an effective control variable, with significant negative correlation with the job satisfaction and engagement.Second, this paper defines various dimensions of job satisfaction, including professional development, resource and environment, training opportunity and compensation and reward, which are all significant, correlated with engagement. Among all these dimensions, the highest correlation appears between professional development satisfaction and engagement, while the lowest between compensation and reward and engagement.Third, towards general employee and key employee, the predictive effect of job satisfaction to engagement lies in different dimensions. For instance, for key employee, the significant predictors of satisfaction are professional development and compensation and reward. While for the general employee, the significant predictors are professional development and resource and environment.Finally, this paper introduces empowerment as regulated variable. Results are proved that it has a significant regulating effect between resource and environment and engagement, as well as the compensation and reward and engagement in the general employee sample. Compared with that, no significant effect has been found in the key employee level. While at the same time, an interesting finding is shown on the relation between research and environment and empowerment. Before the introduction of regulated variable, their correlation is more significant. This actually has a relative practical meaning for corporations improving the resources part with the empowerment.Compared with existing analysis, there are some innovations of this study. First and foremost, this study introduces empowerment as regulated variable, which is relatively few in past studies. While at the same time, when analyze the regulation effect, the sample is divided into two groups—the regular employee and the key employee in order to find out the separate effect in those two different samples. Based on that, suggestions to different sample will be more specify and useful.