JMAR｜ [Survey of 10,000 people with job satisfaction] “Ease of work (flexible working style)” deters people from considering changing jobs “Work satisfaction (job satisfaction)” is the key to not thinking about changing jobs
*Japan Management Association Research Institute, Inc.*
Press release: September 12, 2024
**
[Survey of 10,000 people with job satisfaction] “Ease of work (flexible working style)” deters people from considering changing jobs “Work satisfaction (job satisfaction)” is the key to not thinking about changing jobs
*~An era in which nearly 40% of people are considering changing jobs even when engagement is high~*
Japan Management Association Research Institute, Inc. (JMAR, Representative Director and President: Yuzuhara
Masaaki) conducted a survey of 10,000 full-time employees working at companies with 300 or more people, to find out the actual state of employee engagement at companies, intentions to change jobs, and their background, and to utilize the results in companies’ human resources management. For this purpose, we conducted a survey regarding job satisfaction. (free report
https://jmar-im.com/organization/report_es24
* – Key points of the survey results – *
1. Looking for a job is the norm for people aged 25 to 34, and if engagement is high, the number of people who are active in changing jobs will decrease.
◇The age group that is particularly active in job hunting (currently looking for a job or considering changing jobs within the past 3 years) is 25-34 years old, of which 8.9% are currently looking for a job and 44.1% have changed jobs within the past 3 years. This is the layer we considered. Less than half of the respondents have never thought about changing jobs, and thinking about changing jobs has become commonplace.
◇Looking at the engaged group (high in both pride in the company and job satisfaction) between the ages of 25 and 34, 4.2% are currently looking for a job, which has halved, and 32.7% have considered changing jobs within the past three years. Although this is a decrease of more than 10%, it seems that there is a certain number of people who are interested in changing jobs. However, 63.1% of respondents are not considering changing jobs, more than 20% higher than those who are dissatisfied, suggesting that increasing engagement will lead to people not considering changing jobs.
2. “Work satisfaction” is important to prevent people aged 25 to 34 from changing jobs, and “flexible working styles” and “location of work” contribute to keeping people from changing jobs, with remote work being particularly frequent. and the tendency to stay in their current positions due to “flexible working styles”
◇The three main reasons why people have not considered changing jobs within the past three years are “job satisfaction” (26.9%), “work location” (26.4%), and “salary” (22.9%). There is. On the other hand, skilled workers tend to place the most importance on salary. ◇The top reasons for people aged 25 to 34 who considered changing jobs but decided against it were “Flexible work style” and “Work location,” excluding “Not finding the job I wanted.” Creating flexible work styles is an important point in preventing the loss of human resources.
3. Increasing employee engagement also contributes to improving managerial orientation
◇When asked whether they would like to become a manager in the future, only 25% of non-managers responded positively, but the number of engaged respondents was nearly double that of non-managers, indicating that they are positive about becoming a manager. Therefore, it is important to maintain and improve engagement among people of the age group who are candidates for managerial positions.
4. Employee engagement as defined by JMAR (high in both pride in the company and job satisfaction) is consistent with employee engagement in the Human Resources version of the Ito Report (high in empathy with the company’s direction and a strong desire to contribute). , especially when it comes to retention.
◇ Highly engaged employees as defined by JMAR and employee engagement in the human resource version of the Ito Report as “employees understand and empathize with the company’s vision and direction, and are willing to contribute to achieving those goals.” When we verified the degree of agreement with those who affirmed “Having the above,” we found that there was a 70-75% agreement.
◇In addition, an analysis of the engaged group defined by JMAR revealed that a high percentage of people had never thought about changing jobs, suggesting that the engaged group defined by this definition has less risk of changing jobs.
5. “Employee satisfaction” and “employee engagement” are considered synonymous by respondents.
◇We analyzed the relationship between “Are you satisfied with working at the company?” and several items defined as engagement, such as “Is the company a rewarding place to work?” and “Is the company a place where you feel motivated to contribute?” are also highly correlated and are considered synonymous by respondents. Therefore, even if the question is “I am satisfied with working at our company,” it can be used as a question to inquire about the level of employee engagement.
* -Comments on the survey results- *
It was once again verified that low engagement increases the risk of changing jobs, but among people in their 30s who are actively looking for a job, nearly 40% of them were still looking for or considering a new job and decided against it, even if their engagement was high. It turned out to be a layer. Therefore, while keeping in mind that we are living in an era where a certain level of risk of job loss is unavoidable, it is also true that highly engaged employees have a lower risk of changing jobs. Engagement tends to decline suddenly in the late 20s, so it can be said that employee experience that maintains and improves engagement from the early 20s is important. In terms of employee experience, “job satisfaction” is an important point in avoiding the risk of changing jobs, and supervisors need to assess the strengths and orientations of their subordinates and how to make them feel fulfilled in their work. There is. Furthermore, “flexible working styles” are important as a factor in retaining people who are thinking of changing jobs, and improving the working environment is essential.
However, while creating a comfortable working environment can be a means of deterring people from considering a career change, employee engagement will not increase unless there is a sense of fulfillment in the work itself. There is a need for both sides to find job
satisfaction.
Furthermore, with the trend of shifting from employee satisfaction surveys to engagement surveys, the relationship between companies and employees has changed, but in a survey of Japanese company employees, “I am not satisfied with my company.” If a large number of people agree with the question, “Does the company have a good reputation?”, it is safe to say that employee engagement is high, and it is appropriate for each company to ask questions that use values that are important to them and words that are easy to understand for respondents. I can say that it is.
* -Survey overview-*
Survey name Questionnaire regarding job satisfaction
Survey target Company employees and company executives at companies with 300 or more employees
Target number: 10,000 people
Target age: 20s and under: 20.1%, 30s: 30.6%, 40s: 19.3%, 50s and above: 30.1% Target gender: Male: 58.8%, Female: 41.2%
Target industry: Manufacturing industry: 30.3%, non-manufacturing industry: 69.7%
Job title of target person General staff: 60.0%, Chief level: 13.5%, Section manager level: 9.0%, Section manager level: 11.7%,
Manager level and above: 5.8%
Survey period: July 11th to July 16th, 2024
Survey method Internet survey
Planning and implementation: Japan Management Association Research Institute (JMAR)
* -Survey results-*
1. People between the ages of 25 and 34 are actively looking for a job, with more than half of them either currently looking for a job or having considered changing jobs within the past three years. –
We surveyed the status of job-change activities on three levels: “Currently looking for a job”, “Have thought about changing jobs in the past 3 years, but have not changed jobs”, “Have not thought about changing jobs in the past 3 years”. However, more than 10% of respondents aged 25-29 and 35-39 said they were looking for a job change. Additionally, the percentage of respondents who answered “I have not thought about changing jobs in the past three years” was lowest among those aged 25 to 29, and increases as age increases. –
More than half of those aged 25-29 and 30-34 answered either “I am currently looking for a job change” or “I have thought about changing jobs within the past three years, but I have not changed jobs.” Therefore, it can be said that this age group is relatively active in changing jobs.
2. More than 70% of highly engaged people (*1) have not considered changing jobs within the past three years
– When we asked 25 to 34-year-olds who are actively looking for a job change about their intention to change jobs, 8.9% answered that they were currently looking for a job change.
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Focusing on the “engaged segment” (*1) defined by JMAR, only 4.2% of the segment answered that they were “looking for a job change,” and only 4.2% of the segment answered that they “haven’t considered changing jobs within the past three years.” The result was 63.1%. – More than 10% of the “dissatisfied” respondents said they were “looking for a new job,” suggesting that engagement is contributing to lower turnover rates.
*1-Reference-Classification based on JMAR’s definition of employee engagement 3. Among people between the ages of 25 and 34 who are active in changing jobs, “job satisfaction” is the number one reason they don’t think about changing jobs.
–
Looking at the reasons why 25 to 34-year-olds have not thought about changing jobs in the past three years, 26.9% said “I feel fulfilled in my current job (hereinafter referred to as “work satisfaction”)” and “I feel satisfied with my job.” The top responses were “I’m satisfied with my current company’s salary (hereinafter referred to as my workplace)” (26.4%) and “I’m satisfied with my current company’s salary (hereinafter referred to as my salary)” (22.9%).
4. “Flexible working style” and “work location” are important reasons why active job-changers aged 25 to 34 have decided not to change jobs.
–
When looking at the reasons why people aged 25 to 34 have thought about changing jobs in the past three years, but have not done so, they say, “Because my current company allows me to work flexibly.” )” (14.4%) and “I’m satisfied with my current company’s work location (hereinafter referred to as work location)” (14.1%) were the top responses.
5. For retention of people aged 25 to 34, “work location” is effective if remote work is not possible, and “flexible working style” is effective if possible
–
Among people between the ages of 25 and 34 who are actively changing jobs, there are differences in the factors that deter them from changing jobs depending on whether or not they work remotely and how often they do so, and those who do not work remotely place importance on “location.” Additionally, among those who work remotely, the most frequent groups, “about 2 to 3 times a week” and “4 or more times a week,” place the highest priority on “flexible working styles.”
6. In terms of job type, there are few engaged people in skilled jobs, and by age, the peak is in the early 20s and the lowest in the late 30s, and after that, the percentage of engaged people tends to increase as the age increases.
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Looking at the results by job type, those in research and
development positions have the highest rate of engagement at 33.0%, while those in technical positions only account for 23.6%, with nearly half of those in the dissatisfied category. For companies with many skilled workers, it is important to improve the engagement of skilled workers.
–
By age, 20-24 year olds were the most engaged group at 31.1%, but as the age increases, this percentage decreases, and the lowest was 35-39 year olds at 24.7%. After that, the percentage of “engaged people” increases with age, so there is a need to increase the number of engaged people by enriching the experience of employees in their 20s and 30s.
7. Approximately half of those who are engaged have a desire to become a manager, while approximately half of those who are dissatisfied (non-engaged) have a negative attitude and do not want to become a manager.
– Managerial orientation is highest among the engaged group, at 48.3%. – Among those who are dissatisfied, 10.3% are oriented toward managerial positions, and more than 50% are negative.
8. The definition of employee engagement in the human resources version of the Ito Report and the JMAR definition of employee engagement*2 generally match.
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According to the definition of the human resource version of the Ito Report, those who answered affirmatively to the two questions of “willingness to contribute to achieving the company’s vision” and “sympathy with the company’s vision and direction” and those who answered “the feeling of job satisfaction” ” and “pride in the company,” 72.4% of respondents agreed. (75% of negative groups agree) –
Comparing the “Azumi group” and the “Individualist group” as defined by JMAR, the “Azumi group” has higher “employee engagement” than the “Individualist group” as defined by the human resources version of the Ito report. I can say that.
*2
Definition of employee engagement in the human resources version of the Ito Report: “Employees understand and empathize with the company’s vision and direction, and have a desire to contribute to achieving that goal” (
https://www.meti.go.jp/shingikai/economy/kigyo_kachi_kojo/pdf/20200930_1.pdf )
9. Employees with high employee engagement as defined by JMAR (high in both “pride in the company and job satisfaction”) have a lower risk of changing jobs than engaged employees in other definitions.
–
56.1% of the 10,000 people said they had not thought about changing jobs within the past three years, but this was in the engaged group defined by JMAR (high in both pride in the company and job
satisfaction). ) shows an increase of over 10% to 72.4%.
–
Compared to other definitions, such as “I feel it’s a rewarding company to work for” and “I empathize with the company and have a desire to contribute (affirmative of the Human Resources Ito Report’s definition),” the “most recent 3 The highest percentage of respondents answered, “I have never thought about changing jobs within the next year.”
10. From an employee perspective, “employee satisfaction” and “employee engagement” are considered synonymous.
–
While there is a trend to shift from “employee satisfaction surveys” to “engagement surveys,” questions suitable for measuring “employee engagement” can be asked to Japanese company employees as an alternative to “Are you satisfied with your company?” was verified. – Since there are various definitions of “employee engagement,” we verified the correlation with “are you satisfied with the company” using the following multiple patterns.
1. “Willingness to contribute towards achieving the company’s vision”: Willingness to contribute according to the definition of the human resources version of the Ito Report
2. “Degree of sympathy with the company’s vision and direction”: Degree of sympathy with the company’s direction according to the definition of the human resources version of the Ito Report
3. “Determination to contribute more than what is required”: Item that measures work engagement and enthusiasm
4. “A company worth working for”: Item commonly used by many Japanese companies 5. “Pride in the company”: Item commonly used by many Japanese companies 6. “Attachment to the company”: Item close to the origin of the word “engagement”
7. “Intention to continue working”: Items that Japanese companies place importance on
*A correlation coefficient of 0.4 or higher is generally considered to be a significant correlation, and a correlation coefficient of 0.7 or higher is considered a strong correlation.
– As a result, a correlation of about 0.6 to 0.8 was observed for all of 1. to 7., and although the Japanese meanings are different, it is thought that there is actually no big difference.
* -Japan Management Association Research Institute, Inc.-*
The Japan Management Association Research Institute, Inc., as a survey and research institute of the Japan Management Association Group whose mission is to solve customers’ problems, provides reliable research backed by expertise. For many years, we have been using a variety of research methods, including internet surveys and paper-based (mail/fax) surveys, for clients in private companies, universities, and public institutions.
Location: 5F, Japan Management Association Building, 3-1-22 Shibakoen, Minato-ku, Tokyo
Representative Director and President: Masaaki Yuzuhara
Establishment date: April 1984
Business content: Research and research for policy formulation and planning in government offices;
Marketing, consulting, and membership-based business information provision services for private companies
URL: https://www.jmar.co.jp
* -Contact information regarding this matter-*
Japan Management Association Research Institute
Management & Marketing Research Division Management & Human Resources Strategy Research Department
5F, Japan Management Association Building, 3-1-22 Shibakoen, Minato-ku, Tokyo 105-0011
Person in charge: Baba, Eiji, Takao
TEL: 03-3578-7649
E-mail: hrm@jmar.co.jp
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*If you are interested in the Japan Management Association Research Institute’s “Engagement Survey,” please check the details below. https://jmar-im.com/organization/es/