Assessing the job satisfaction level of Maltacom youth employees (16-25 years)

Abstract

Earlier last year, a fellow Maltacom employee expressed to me his opinion that many of to-day's young persons want nothing more in life then to live a life of leisure without having to work to earn a living. It was his opinion that there is very little about them with which to be happy. Having spent half my life in the employ of Maltacom's predecessor, Telemalta Corporation, and also having spent the best part of my 42 years actively involved in one way or another in youth organisations, I could not but express my complete disagreement with his contention. This being the case, in order to verify whether or not the above mentioned contention was/is true, I chose as the subject of my research project for the Diploma in Youth Studies, to assess the level of Job satisfaction of Maltacom youth employees who are aged 16 to 25 years. This case study begins, in chapter I, to give the reader a brief overview of the subject of work, the consequent development of the subject of Job Satisfaction, a brief history of the former Telemalta Corporation and the present Maltacom p.l.c. together with a bird's eye view of the subject cohort. In the chapters which follow, the theories of Job Satisfaction and modern day human resource management concepts are reviewed, together with the recognised instruments which are used to measure the chosen subject of study. The final two chapters analyse the findings of the survey and the structured interviews as well as put forward practical recommendations in order that Maltacom's Senior Management may be in a position to take effective action should the need be felt. From the information which I gathered, it transpired that no such survey was ever carried out within the Company. Moreover, half-way through the preparatory phase of the project, the partial privatisation of Telemalta was announced and the survey when conducled in February, 1998, was carried out against a backdrop of some uncertainty due to circumstances beyond the control of both the employees and Senior Management. It is hoped that the results of this research project will be found to be useful and perhaps may also form the basis for the conducting of future employee climate surveys aimed at making Maltacom a better place to work in for all concerned.