3.1 Concept of Job Satisfaction

In Eco2Solar organisation, job satisfaction is identified as a process for measuring the employee’s contentedness with their assigned job roles. As evidenced in Smartlib (2021), job satisfaction is appropriately measured cognitively, affectively, and behavioral. In Eco2Solar organisation, after COVID-19 pandemic emerged, the concept of job satisfaction has been redefined. Currently, this is identified as the quality of working life and fulfilment which is attained by a person in their job. According to CIPS (2021), this include a set of factors for maximising the values of the employees. In line with a questionnaire carried out in Eco2Solar organisation, the factors impacting on job satisfaction are as summarised in figure 6;

Figure 6:Factors influencing Eco2Solar Employees satisfaction

3.2 Leadership approaches impact on Job Satisfaction

As aforementioned, in Eco2Solar, leadership is mandated with a role of influencing subordinates behaviour for achieving their set goals. In line with this, Khalid et al. (2015) study findings evidenced that leadership approaches positively influence on the scope of job satisfaction. This is nevertheless varying from one individual to the other, leadership styles adopted and job satisfaction dimensions. This is supported by Smartlib (2021) finding which highlighted that through an implementation of effective and holistic leadership style, it is possible for the leaders to implement successful employees job satisfaction, productivity, and commitment. This is by leadership facilitating their provision of pay increase, opportunity for skills development. For instance, Al Khajeh (2018) note that in organisations adopting transformational leadership, they are known to be effective in harnessing the intrinsic job satisfaction as opposed to the transactional leadership. For instance, in Eco2Solar organisation, by embracing transformational leadership in their recent project of investing on 2000 households solar installation, by embracing transformational leadership style, a high-level job satisfaction has been attained amongst their employees. This is since the leaders and managers are in an appropriate position of harnessing the influencing factors of alienation, job design, job enlargement and enrichment and high-level flexibility.

As evidenced in Mathieu et al. (2014), amongst the existing factors influencing employee’s wellbeing, existing research has repeatedly evidenced satisfied employees outperforming their dissatisfied co-workers. It is in this regard that Eco2Solar organisation invests significantly in their employees wellbeing. As a best practice in Eco2Solar, they tend to adopt the 2019 Mental Health at Work Report Model developed by SAP and Qualtrics in collaboration HBR, 2020). In line with this model, the most common appropriate resources for harnessing the mental health by leaders include but not limited to factors illustrated in figure 7;

Figure 7:Leaders Role on Employees Wellbeing

Investment in training– Eco2Solar

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