Job Satisfaction Analysis for effective organizational change management: An Action Research Approach.

Aim of the paper focuses to identify and discuss the five job satisfaction fits and contracts between the employer and the employees as originally presented by Enid Mumford. The study data was derived from the preliminary work done on the case study in a telecommunication company adopting an action research approach. It is based on the researcher and participants' experience together with reflection, a collaboration between the researcher and the employees. The job satisfaction framework is used to measure and investigate the overall job satisfaction of the employees for effective organizational change management. Baxter & Sommerville [1] states that the system stakeholders inevitably have different concerns. It is important to meet the concerns of the stakeholders for effective organizational change management. According to Mumford [15], a job satisfaction survey of 2000 showed that a third of managers are unhappy with their jobs, 40% want to change jobs, 49% think that morale in their organization is low, 55% say they face frequent stress at work, 30% think their health is suffering and half say they have too little time to build relationships outside work. The authors have developed a participative framework for investigation, job satisfaction analysis and stakeholder analysis through action research. Action research in an organizational setting draws the researcher and the employees involved into a joint process aimed at meeting agreed intentions. The relationship between the researcher and the employees is dynamic, as they develop over time. The research and the participants share their experiences and worries in action research to resolve issues and differences.