Factors that Influence Job Satisfaction: Talent Management and Performance

CHAPTER ONE – 2900

1. Introduction and Background

1.1 Introduction : Chartwells, a subsidiary company of Compass Group plc

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Starting from the case study of Compass Group plc and more specifically Chartwells Independent as an operating company of Compass Group plc, it is important to highlight early on that the researcher will refer to Compass Group or Chartwells Independent during this project and, for all intents and purposes, the two companies are but one and the same as Chartwells Independent operates as subsidiary company of Compass Group plc and the literature review, it has become clear that job satisfaction and talent management are very important to both the company and the employees. However, the researcher believes that little or no research has yet been made on the correlation of job satisfaction and talent in hospitality in general, more specifically within contract catering industry leaders such as Compass Group plc. There is nevertheless abundant research on job satisfaction and performance in general.

In modern times organisations aim to achieve job satisfaction, talent identification coupled with work performance of their employees, this is now becoming crucial and pivotal for leadership teams to achieve, allowing them to reach objectives, goals and the company’ strategic plans. More recently, given the changes in the management approach team culture and structure, coupled with the growing need to reduce the growing gap in skill within the catering industry, the focus has shifted, concentrating significant energies on identifying how to improve job satisfaction and identify talent within the teams, by doing so the leadership team aims to improve employee performance and loyalty.

The researcher has used as case study Chartwells Independent as the leading provider of catering services to independent education within the UK. Chartwells Independent has approximately 127 contracts in the UK, nevertheless Compass Group plc as the umbrella company operates globally in 55 countries (Compass Group, 2017) and within the education sector worldwide operates under different operating companies such as Flick in the US, Chartwells in Australia and Scolarest in the rest of Europe, Africa and Asia.

The role of the researcher within the company is that of Regional Manager and has been employed at the Company for the past 8 years with an average of 3 years per job role in different divisions. It is therefore feasible that the researcher has a considerable knowledge of the company, it could be argued, therefore, that the researcher has ample knowledge of job satisfaction and talent management within Chartwells Independent. The researcher will, therefore, be able to cover challenges and issues derived by the research of the literature and the organisation.

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It could also be argued that the research will be important to the organisation and recommendations will be presented to the leadership team to analyse, learn from and use to prepare the next company’ strategic plan and Human Resources Plan.

“Job satisfaction is quite highly correlated with overall happiness of the employees within an organization, and can be looked at as one of its main components for the work performance of those employees” (Argyle, 1989).

1.2 Chartwells Independent Research Background

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The researcher analysed and investigated the job satisfaction effects on the performance of employees within a corporation, the organisation chosen is Chartwells Independent as operating company of Compass Group plc. The researcher based the case study on the Soft Service Providing group which operates in 55 countries throughout the world, the head office is located in Chertsey, UK. Compass Group through its operating companies offers a wide range of services both soft and hard Facilities Management (FM), the range of offers are developed to cater for most corporate needs (Compass Group, 2017).

There are several different ways to identify and define job satisfaction. A large number of studies have been made of the subject of job satisfaction and job related attitudes within organizational behaviour and psychology (Spector, 1997).

An excellent example of a study of the relationship between performance and job satisfaction is given by Herzberg et al. (1959) who based a theory on their study’s results. Their theory attempts to define that management defines jobs in a way to develop individual recognition, achievement and progression. Furnham (2005) added that with the provision of job satisfaction, employees acquire autonomy and responsibility to complete their work and receive feedback on their work. Similarly authors, scholars and researchers describe often how job satisfaction greatly impacts on the worker’s performance in the company.

Within Chartwells Independent customer service and its delivery is a prime driver for the company. Specifically, employee performance and job satisfaction is concern of paramount importance for the company (Compass Group, 2017). Therefore, the related research investigating and analysing how Job satisfaction is affected on the performance of work in the organisation and how this impacts the strategic aim from the company’s perspective. Whilst reviewing the relevant literature, it transpired to the researcher that there are gaps relating to performance/job satisfaction of workers in an organisation, and more specifically within the hospitality and catering industry. To narrow the gaps in the current literature this research will appropriately address these from the perspective of academia.

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It is important to outline the fact that the researcher’s objective and project is to ensure that the outcome for the research is appropriate not only from the academic and organizational perspective so it attempts to analyse the effects of work performance and job satisfaction within an organisation like Chartwells Independent.

1.3 Research issue/problem statement

The researcher has based the project by investigating and analysing talent management and job satisfaction of the workforce within an organisation such as Chartwells Independent. The project is based on the current condition and situation of the organisation, it is important to underline the fact that Compass Group has a clear commitment to attract talent, recognize excellent work thus brightening the days of the company’s clients and customers all over the world (Compass Group, 2017).

The research supported the identification and the analysis of the workforce’s job satisfaction, the relationship with work performance and the identification of talent within the organisation and how these elements formed the basis of the corporation’s strategic objective and mission statement

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‘Everyone in Compass is committed to consistently delivering superior service in the most efficient way, for the shared benefit of our customers, shareholders and employees’ (Compass 2017, Mission Statement).

So, there is need for the identification and analysis of the employee’s job satisfaction and how does this affect their performance in the workplace within Compass and how this interrelates with the company’s strategic objective and that of Chrtwells Independent.

1.4 Research aims and objectives

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The first and primary aim for the research is the analytical investigation of the factors that influence job satisfaction and how these are closely related to talent management and ultimately to employee’s performance. Therefore, the first and most important aim is –

• Identify the elements that influence job satisfaction and equally trigger employee dissatisfaction and subsequent leakage
• To evaluate the mechanism that trigger talent management and the subsequent steps to develop the employee to attain a career path to the employee’s aspiration in line with the organisation’s strategic aim
• To analyse how job satisfaction can influence performance and employee retention.

1.5 Scope of the research project

The analytical investigation of the research project is to understand what effects job satisfaction have on employee’s workplace performance and talent management in Compass Group. Analysing the data collated via semi structured interviews and a questionnaire survey amongst the staff. The researcher has drawn solid and valid recommendations and conclusion. Based the researcher’s findings there have been a number of relevant conceptual issues that may spark further investigation, analysis and attention and could lead to more in-depth research initiatives in the near future. Nevertheless, it could be argued that the research has stimulated the creation of a number of research scopes on job satisfaction, talent management and ultimately but not uniquely performance in the workplace within the organisation.

1.6 The objectives of the research will be:

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• To identify and critically analyse factors of existing theories together with empirical evidence which can influence job satisfaction of the workforce in the organisation with Chartwells Independent being the subject of this research.
• To identify the scenarios that trigger job satisfaction of the workforce which coupled with talent recognition create the right elements to enhance employee performance within the Chartwells Independent.
• To measure the relationship between job satisfaction and work rewards and benefits, how these interact with talent and employee performance by collating information and data within Chartwells Independent.
• To validate and establish recommendations and conclusions identifying the impact, whether negative or positive in job satisfaction and the relation to workplace employee performance within Chartwells Independent.

1.7 Research questions

The principal of the research query is to investigate and subsequently analyse the effect that job satisfaction in primis and employees’ performance in the workplace in secundis affect talent management. Thus, taken into account the main topical question of the research question, further questions can be formulated, these are in close relation to the aims and objectives of the main research –

a. How is the Human Resource Management (HRM) strategic plan supporting the job satisfaction element of the employees and the support of the talent management strategy?

b. What factors influence the job satisfaction of the workforce within Compass Group?

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c. Why is loyalty reduced and is there a relationship between job loyalty, talent management and employee performance?

d. How can the organisation motivate the workforce to reduce leakage, improve job satisfaction and support HRM strategy with a successful talent management policy?

1.8 Limitation of the research project

Inevitably every single project has its limitations and this research has his peculiarities which inevitably can affect the research activities and final report. The researcher found the following limitations:

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1. Limited time: this limitation has somewhat dampened the possible result of the overarching ability to deliver a very precise and accurate outcome. Lacking in available time has added a significant challenge and affected on the gathering and collection of information and data which could have resulted in a very different viewpoint.

2. Financial availability: although Chartwells Independent has made available to the researcher a significant amount of resources the financial limitations have in some areas limited the overall research project completion. As an example, the lack of available funds, the type of and number of questionnaire and the interviews for the case study were somewhat reduced and not explored to its fullest potential, as the company is a global player in its field it would have been great if the researcher was able to travel more. The company has however reduced the limitations by supporting with making the Human Resources appointment at a convenient time and let the researcher have access to all its UK employees.

3. Limited experience in interview techniques and survey: the researcher main activity has for years been to manage people and resources with aim to deliver a service to the customers, this has inhibited the opportunity to enhance the skill to manage surveys and interviews. The researcher has however carried out analytical document review which supported the information and data which derived from the interviews and surveys carried out.

4. Sample size and amounts of information and data: Although the researcher has had agreement to from the company to access all required data it seems as though each sector within the organisation is somewhat regrettably unwilling to fully co-operate.

1.9 Summary

This chapter has outlined a number of concepts and ideas like research background, questions, aims and objectives, theoretical structure, reasons that guided the selection of research topic, the overall limitation of the research project etc. the researcher has tried to cover, the most convenient ways to discuss and argue the highlights of the research subject and areas relating to job satisfaction and talent management and how it affects the employee’s performance within Chartwells Independent. In this chapter the researcher has introduced the topic and how this has produced questions to answer, the research objectives and hypothesis generated in the specific, the research will attempt to identify the gap and make the necessary recommendations.

1.10 Chapter synopsis

Chapter two: In chapter two the researcher will outline the literature review to support the hypothesis and the research objectives within the project and in support of the questions raised. The literature review will be drawn from a variety of sources centred on the previous studies on job satisfaction, talent management and employee performance.

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Chapter three: In chapter three the researcher will outline the methodology followed to achieve the research, its conclusions and recommendation. The methodology will be fundamental to the success of the project and the support of Compass Group will be paramount for its efficiency.

Chapter four: in chapter four the researcher with present the data collated. The data will then be analysed to support the original claim and draw the conclusions and recommendations.

Chapter five: in chapter five the researcher will discuss the results of the research project, this will be done in a structured manner so that it will support the final conclusion and formulate the relevant recommendations.

Chapter six: in chapter six the researcher will draw its conclusions and formulate recommendations, these will then be presented to the leadership team and human resources department of Chartwells Independent with the view to use the research as the base of policy changes within the organisation.

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Chapter seven: This final chapter the researcher will outline the personal development plan that is intending to pursue to achieve its personal professional goal. This will be discussed with the human resource team and the leadership team with the view to implement the personal development plan within an agreed timeline.

CHAPTER TWO – 4000 24 july 3pm

2. LITERATURE REVIEW

2.1. Introduction

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In this section the researcher will review the current literature on the subject of job satisfaction and motivation and its relation to catering employees explored through Herzberg’s theory on engagement.

• In the first theme of this chapter the researcher will describe the background of the research based on Chartwells Independent as a subsidiary company of Compass Group Plc.

• In the second theme of this chapter the researcher will define the reason as to why an organisation has the need to develop a strong and sustainable Human Resource Strategic Plan

• In the third theme the researcher will discuss the definition of motivation and its importance, the factors that influence motivation such as intrinsic, extrinsic and motivational factors for catering and hospitality employees.

• The fourth theme will identify and define employee turnover and more specifically amongst employees in the catering industry and within Chartwells Independent as a subsidiary company of Compass Group plc.

• In the fifth and final theme the researcher will review the relationship that links motivation to employee turnover and identify the elements that constitute the levers that support staff retention and reduce leakage to competitors.

2.1.1. Research Background

A. Overview of the case studied organization (Compass Group plc)

Compass Group plc is a global organisation which provides soft services to a variety of organisations. The operational head office is cited in Chertsey UK, whilst non-operational offices are cited in Birmingham UK. The services range from the provision of vending services to full catering provision, from cleaning services to full Facilities Management, from school catering to fine dining restaurants. The organisation’s vision and mission is:

‘Our vision

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To be a world-class provider of contract foodservice and support services, renowned for our great people, our great service, and our great results.

Our mission

Everyone in Compass is committed to consistently delivering superior service in the most efficient way, for the shared benefit of our customers, shareholders and employees.’ (Compass group, 2017)

The company’s corporate and social responsibility is underpinned by the mission statement which places the relationship with the employees in the foreground of the company’s ethos:

• ‘We are committed to basing relations with our employees on respect for the dignity of the individual and fair treatment for all.
• We aim to recruit and promote employees on the basis of their suitability for the job, without discrimination.
• We aim to foster effective communication to enable all our employees to perform their work effectively. This will include encouraging and helping employees to develop relevant skills to progress their careers.
• We place the highest priority on the health and safety of our employees and the safety of the environment in which they work.
• We do not tolerate any form of discrimination or sexual, physical, mental or other harassment of any kind toward our employees, whether from our own staff or others.
• We operate fair and just remuneration policies.
• We require any employee with a potential conflict of interest to disclose it to their line manager.
• We operate in an environment of trust and as such we do not tolerate any fraudulent or dishonest behaviour by our employees either within the Group or in dealing with other stakeholders.’ (Compass Group, Relations with our Employees, 2017).

The researcher wishes to outline that the analysis and the investigation of the effects relating to Talent Management and Job Satisfaction is relevant and pertinent from academic and organisational perspective. And is specific to the attitude and approach of the leadership team towards the teams within Chartwells Independent.

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B. Theoretical framework associated with the research

The theoretical framework formulated and associated within the research is vital and aligned to the background for the research. This project is an analysis and investigation of the effects of the satisfaction at work of the employees and their job within Compass Group. Therefore, it ought to be outlined that the link of any previous work relating to talent management and job satisfaction in an organisation such as Compass Group plc. The framework here below should be utilized to analyse and investigate effects of employee’s job satisfaction and talent.

Table 1: Theoretical framework for the purpose of this project “Does Motivation influence Employee Turnover? (a case study based on Compass Group plc)”

Source: The analysis is based on the chapters 1: Introduction and Background and 2: Critical Literature review.

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C. Selection of research topic

It is of paramount importance the selection of the topic to research, this will play a principal role in the implementation of the knowledge to understand the research area. It will determine the scope of the research and its limitations. The researcher has recently graduated with Chartered Management Institute L7 (CMI), covering the whole business management concept. The final part of the course focused on Human Resource and it felt pertinent for this research topic on the effects of work performance and the relationship to job satisfaction within a corporation such as Compass Group plc seemed appropriate and, in conversation to the company, very relevant.

Table 2: Reasons for the selection of research topic “Does Motivation influence Employee Turnover? (a case study based on Compass Group plc)”