Positive effects of opinion‐count on job satisfaction of team members in business enterprises

Abstract

PurposeThe purpose of this paper is to explore the central role of communication within teams and jobs satisfaction of the participants in business enterprises. “How communication in the team affects job satisfaction of the team member” shaped the design of the study in developing several propositions.Design/methodology/approachThe paper opted for an exploratory study using semi‐structured interviews at two locations, Singapore and Dalian, China. The respondents had taken part in one team, at least, in the past. These respondents were professionals, junior managers, and sales/marketing executives. The data were organized according to the contextual framework developed in the study. The contextual frame was developed by combing attention‐structure with the four phases in a typical team. The concepts and developed constructs were mapped to reach testable propositions.FindingsThe paper provides an empirical insight on the relationship between formal teams and their members’ job satisfaction. The findings are noted in two stages. First, formal teams, positive attitude to conflicts, effective conflict resolution, and “opinion‐count” of the members positive influence job satisfaction of the member. Second, it appears that “opinion‐count” may have more positive effects than any other concept. Therefore, it is concluded that “opinion‐count” in communication mediates the other effects in team communication for job satisfaction.Research limitations/implicationsFirst, the research is based on limited interviews in only two locations, Singapore and Dalian, China; second, the study is a qualitative one. It lacks generalization. Third, it is acknowledged that the author's own interpretation may have influenced the findings ‐‐ it is often unavoidable. Fourth, the number of propositions is limited in the framework. Finally, the participants’ demographic factors are missing from the analysis. For instance, education, age, professional position, technical background, and financial rewards can be included in a future quantitative study.Practical implicationsIt is known that employees’ job satisfaction can lead to better engagement of the employees in the organization. More participation of the employee can be productive for the organization. Since job satisfaction and innovation appear to be highly positively correlated, increasing one can increase the other. Business enterprises lose millions of dollars every year because of the disengagement of their employees. Improving the engagement of employees can improve their productivity.Originality/valueBased on inductive methodology, this article links the individual employee's opinion‐count at work place and job satisfaction of the employee. These findings are important in the sense that employees’ engagement at work and well being depends on their satisfaction. Therefore, both the employer and employee can benefit from these findings. The study provides a new solution to an old problem. It suggests that opinion‐count is more effective in increasing job satisfaction than other policies.