Relevant bibliographies by topics / Employee’s satisfaction

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Employee’s satisfaction'

Author: Grafiati
Published: 4 June 2021
Last updated: 18 February 2022

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Journal articles on the topic "Employee’s satisfaction"

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Eissenstat, SunHee Jang, and Yunsoo Lee. "Understanding organizational citizenship behavior: the counselor’s role." International Journal of Workplace Health Management 10, no. 6 (2017): 491–507. http://dx.doi.org/10.1108/ijwhm-05-2017-0030.

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Purpose The purpose of this paper is to study organizational citizenship behavior (OCB) as a variable to bridge employer’s and employee’s needs from employee counseling. This study examined the relationship between meaningful work, job satisfaction, and OCB and how their positive associations can be enhanced. The role of counselors was discussed, too. Design/methodology/approach A moderated mediation model was suggested with the mediation model of meaningful work, job satisfaction, and OCB and the moderator, work time flexibility. Intervention was implemented with the goal of increasing employee’s control over work schedule. Six analyses were conducted to compare before and after the intervention aiming for enhancing employee’s work time flexibility, and one year after the intervention. Comparison between the intervention and the control group was also implemented. Findings The result indicated that the intervention was effective but the effect did not last one year after the intervention. This study suggests the role of employee counselors at organization. Originality/value Psychological wellness of employees becomes an interest not only of employees but also employers to reduce cost from employee burnout and turnover. Employee counseling can be provided to improve employee’s psychological wellness and also to meet the goal of employers. Integrated perspective serving two purposes is suggested in this study.
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Hur, Won-Moo, Tae-Won Moon, and Yeon Sung Jung. "Customer response to employee emotional labor: the structural relationship between emotional labor, job satisfaction, and customer satisfaction." Journal of Services Marketing 29, no. 1 (2015): 71–80. http://dx.doi.org/10.1108/jsm-07-2013-0161.

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Purpose – This study aims to extend emotional labor theories to the customer outcomes by examining a theoretical model of how emotional labor performed by the service worker affects customer satisfaction in a mediated way. Design/methodology/approach – Structural equation modeling analyses partially support for our hypotheses from 282 dyadic survey data [i.e. service interactions customers (seniors) and service employees (caregivers)] from a home caregiver firm in South Korea. Findings – The results of our study found that employee’s emotional regulation strategies of deep acting and surface acting differentially affect customer satisfaction, and that employee’s job satisfaction mediates the relationship between employee’s emotional regulation strategies and customer satisfaction. More specifically, the relationship between surface acting and customer satisfaction is fully mediated by employee’s job satisfaction, whereas the relationship between deep acting and customer satisfaction is partially mediated by employee’s job satisfaction. Originality/value – Our study is the first to provide an empirical test of how employee job satisfaction mediates the relationship between employee emotional labor and customer satisfaction in service interactions. This research sheds light on the crucial role of employee job satisfaction that can be an important consideration to boost service quality and customer satisfaction by facilitating employee emotional labor.
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Zakaria, Noorul Huda, Muhazita Alias, and Norhamimah Rani. "EMPLOYEE’S PRODUCTIVITY: THE MOST DOMINANT FACTORS." International Journal of Entrepreneurship and Management Practices 3, no. 9 (2020): 01–13. http://dx.doi.org/10.35631/ijemp.39001.

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An employee is the most important element in the success of a company. In order to achieve the optimum productivity of goods or services, the underlying factors of employee performance are very crucial to be identified. Employers should provide a conducive working environment to ensure that the employees can perform well and satisfactorily towards the success of the company. This paper, therefore, was conducted to determine the most influencing factor of employee’s productivity. The aim is also to investigate the relationship between employee’s productivity and three identified factors which are motivation, working environment and job satisfaction. Besides, the study also aims to examine the strategies to improve the productivity of employees. The respondents were 80 staff of Elektro Serve (M) Sdn. Bhd. (ESMSB) which is based in Paka, Terengganu. In ensuring the stability of information generated, cross-sectional data was conducted using a self-administered questionnaire. Correlation and regression analysis were conducted in analysing the data gathered. The finding shows that motivation is the most influencing factor of employee productivity followed by job satisfaction. Thus, it can be concluded that motivation and job satisfaction are the most dominant factors that contribute to the employee’s productivity.
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Ningkiswari, Intan Ayu, and Ratna Dwi Wulandari. "Pengaruh Kepuasan Kerja Terhadap Komitmen Karyawan Rumah Sakit Mata Undaan Surabaya." Jurnal Administrasi Kesehatan Indonesia 5, no. 2 (2018): 162. http://dx.doi.org/10.20473/jaki.v5i2.2017.162-167.

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Preliminary survey result showed the number of employees knowledge about the event held by Undaan Eye Hospital in Surabaya reached 52,8%. It means more than 20% employees are not aware of activity outside the work which that number can affect to decreasing employee commitment to the organization. Job satisfaction factors divided into 5 there are pay satisfaction, promotion, coworker, supervisor and the job characteristic. The aim of this study is to analyze the influence job satisfaction to employee commitment. Observational analytic was used in this research with the cross sectional design. The data was obtained through questionnaire with simple random sampling involving 62 employees as the sample of this research. The data obtained were analyzed using logistic regression test univariate (α=0,05) to examine the influence of Job satisfaction to employee commitment. The test result indicates that job satisfaction significantly influenced employee commitment at significance value of 0,02. Job satisfaction factors that there are influences toward employee commitment are employee’s pay satisfaction (sig=0,001), promotion (sig=0,005), supervisor (sig=0,004) and job characteristic (sig=0,001). On the other hand, the employee’s coworker satisfaction does not influence the employee commitment.Keywords: employee commitment, job satisfaction, job satisfaction factors.
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Wildayana, Wildayana, Machasin Machasin, and Yulia Efni. "Pengaruh Pengawasan Dan Komunikasi Internal Terhadap Kepuasan Kerja Serta Dampaknya terhadap Kinerja Pegawai Dinas Pekerjaan Umum Dan Penataan Ruang Provinsi Riau." Bahtera Inovasi 3, no. 1 (2019): 13–26. http://dx.doi.org/10.31629/bi.v3i1.1643.

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This study aims to determine the effect of supervision and internal communication on performance through employee job satisfaction in the Department of Public Works and Spatial Planning of Riau Province.The population were all employees of echelon II, III and IV as big as 138 people and the size of sample is as many as 103 people. The technique of determining the sample is by using purposive sampling. The path analysis is used to analyze the collected data.The results of the study indicate that: (1) supervision influences employee’s job satisfaction, (2) internal communication contributes positively on employee’s job satisfaction, (3) supervision correlates significantly with employee’s performance, (4) internal communication influences employee’s performance, (5) supervision and Internal communication affect positively to performance through job satisfaction.
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Balamurugan, G., and M. Sreeleka. "A STUDY ON WORK LIFE BALANCE OF WOMEN EMPLOYEES IN IT SECTOR." International Journal of Engineering Technologies and Management Research 7, no. 1 (2020): 64–73. http://dx.doi.org/10.29121/ijetmr.v7.i1.2020.499.

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Work life balance of women employees plays the major role because they have to manage their personal life for their good quality of life. The employee’s satisfaction is based on the employee to be happy and deliver the level best. Even in the Worst scenario the employee is very loyal to their organization because of the employee Satisfaction. The quality of life is based on the professional life of each and every women employee who are coming forward to support to their family. The problem of the women employee’s face is health condition, Pregnancy discrimination, Sexual harassment, no equal pay, etc. This paper says that how the women employees are balanced and Satisfied in IT sector and the factors that affect the work life balance of women employees are working hours, Job satisfaction, working condition, etc. and find out the women employee job satisfaction were analyzed by using statistical method that is Chi-square and Correlation test.
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Prasanti, Aderia Putri, and Nyoman Anita Damayanti. "Pengaruh Penerapan Prinsip Leadership, Employee Involvement, dan Continuous Improvement terhadap Kepuasan Kerja Karyawan." Jurnal Administrasi Kesehatan Indonesia 3, no. 2 (2015): 118. http://dx.doi.org/10.20473/jaki.v3i2.2015.118-128.

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ABSTRACT Job satisfaction rate of Rumah Sakit Mata Undaan Surabaya (RSMU)’s employees increasedfrom 76,92% to 78,92% in 2012-2013. Unfortunately, in 2014 this rate decreased to 74,91%. The target set by management is 80%. Therefore, job satisfaction rate of RSMU’s employees has not reached the target. The aim of this study is to analyze the influence of leadership, employee involvement, and continuous improvement principle implementationtowards the job satisfaction of RSMU’s employees. This study used observational method with cross sectional design. The data was obtained through questionnaire with simple random sampling involving 90 employees as the sample of the research. The next step is analyzing the data analytically by using logistic regression test univariate (α=0,05) to examine the influence of leadership, employee involvement, and continuous improvement principle implementation towards the employee’s job satisfaction. The test result indicates that there are influences of two principles implementation towards the employee’s job satisfaction. Those principles, on the one hand, are leadership (sig=0,002) and continuous improvement (sig=0,006). On the other hand, the implementation of employee involvement does not affect the job satisfaction.Keywords :Employee job satisfaction, leadership, employee involvement, continuous improvement
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Utama, Made Dwi Pradipta, and Maria M. Ratna Sari. "Pengaruh Kepemimpinan, Kompensasi dan Laba pada Kepuasan Kerja Karyawan PT. Bank Bukopin Tbk. Cabang Denpasar." E-Jurnal Akuntansi 29, no. 1 (2019): 437. http://dx.doi.org/10.24843/eja.2019.v29.i01.p28.

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Job satisfaction is an individual positive attitude in general towards his/her job. In order for the employee to have high job satisfaction, an organization needs to take attention factors which influencing job satisfaction. The research aims to find out the impact of leadership and compensation towards employee’s job satisfaction. In addition also to find out the bigger or stronger impact from both variables towards employee’s job satisfaction. The research was conducted at PT. Bank Bukopin (Persero) Tbk. branch of Denpasar. Amount of sample taken was 89 employees with data collection method was carried out by using questionnaire. 
 Keywords : Impact of Leadership, Compensation, Profit, Job Satisfaction.
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Ilyas, Sehrish, Ghulam Abid, Fouzia Ashfaq, Muhammad Ali, and Wasif Ali. "Status Quos Are Made to be Broken: The Roles of Transformational Leadership, Job Satisfaction, Psychological Empowerment, and Voice Behavior." SAGE Open 11, no. 2 (2021): 215824402110067. http://dx.doi.org/10.1177/21582440211006734.

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Employee voice behavior has attained significant attention in contemporary research due to its positive consequences for both workers and employers. Drawing on the social exchange theory, this study examined the mediating role of job satisfaction and psychological empowerment on the relationship between transformational leadership and employee’s voice behavior. Data were collected through survey questionnaires by utilizing a three-wave time-lagged study design from employees from diverse private and public sector organizations in Pakistan. The parallel multiple mediation is tested through Hayes’s process macro. The results indicate that job satisfaction and psychological empowerment partially mediate the relationship between transformational leadership and employee’s voice behavior. Further analysis depicts that both job satisfaction and psychological empowerment leveraged under transformational leadership act as parallel mediators and have no statistical significant difference between them. The theoretical and managerial implications are discussed.
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Soomro, Bahadur Ali, and Naimatullah Shah. "Determining the impact of entrepreneurial orientation and organizational culture on job satisfaction, organizational commitment, and employee’s performance." South Asian Journal of Business Studies 8, no. 3 (2019): 266–82. http://dx.doi.org/10.1108/sajbs-12-2018-0142.

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Purpose The purpose of this paper is to investigate the impact of entrepreneurial orientation and organizational culture on job satisfaction, organizational commitment and employee’s performance. Design/methodology/approach This is a quantitative approach, which is based on cross-sectional data. In total, 326 usable cases are processed to infer the results through the structural equation model. Findings The results revealed a positive and significant impact of organizational commitment, job satisfaction and organizational culture on employee’s performance. An entrepreneurial orientation has a positive and significant impact on organizational commitment. Job satisfaction is impacted by organizational commitment, while organizational culture is influenced by job satisfaction. On the other hand, entrepreneurial orientation has a non-significant impact on employee’s performance. Practical implications Employers may shape the organizational culture and boost the general level of job satisfaction of their employees. Further, the study enriches the organizational behavior literature by recognizing and empirically validating the impact of entrepreneurial orientation and organizational culture on job satisfaction, organizational commitment, and employee’s performance in the small and medium enterprises sector of Pakistan. Originality/value The findings of the current study may help in creating a better understanding of job satisfaction and delineating its association with organizational culture.
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Dissertations / Theses on the topic "Employee’s satisfaction"

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Tseng, Hsing Yu. "Communication Factors Which Promote Employee’s Job Satisfaction in Taiwan High-Tech Industry: A Personality Traits Study." University of Akron / OhioLINK, 2006. http://rave.ohiolink.edu/etdc/view?acc_num=akron1154029935.

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Yang, Jiani, and Qiyun Zheng. "The employee’s role in service delivery : the comparative case study of Posten Sweden and China Post." Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-10733.

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This study can be used by Posten Sweden and China Post to understand their situation and the facts regarding service quality and the difference between the two. This study will also provide useful information for other post or logistic institutions
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Malmberg, David, Kenan Bouzo, and Mohammed Al-aqel. "Achieving front-line employee’s satisfaction through Internal marketing in service organizations; A case of SEB bank." Thesis, Mälardalens högskola, Akademin för ekonomi, samhälle och teknik, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-25338.

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Problem definition: In service organizations, front-line employees are considered to be the primary element when providing the organization’s services as they interact directly with customers and influence their perception of service quality. In other words, if the front-line employees are satisfied they will deliver the organization’s services in the best way which will directly lead to customer satisfaction. So it is worth studying how the service organizations use internal marketing tools towards their front-line employees in order to achieve their satisfaction.     Purpose of the Research: The purpose of this thesis is to describe and analyze the human resources practices aimed at front-line employee’s satisfaction that is related to internal marketing at SEB and to show how using the various methods implemented by SEB has took the organization to the position as of now.   Research Questions: How the Internal marketing elements are practiced by human resources at SEB bank in order to achieve front-line employee´s satisfaction?   Methods: In order to fulfil the purpose of dissertation the primary and secondary data has been analyzed based on the theoretical concepts. The theoretical concepts are based on academic data from books and scientific articles. The empirical data consists of both primary and secondary data. The primary data has been collected by conducting two interviews, one with the manager from human resource department at SEB and another with a front-line employee. The secondary data were collected from SEB’s webpage.    Conclusion: This study explores the potential effect the organization can have on the services due to the workings of the front-line employees. It can be concluded from the theoretical and empirical analysis that SEB’s management sees internal marketing practices (such as empowering, motivations and rewarding, job security and training) as a fundamental approaches to achieve their front-line employee’s satisfaction. SEB considers its employees as the most vital asset that can create and achieve its customer’s satisfaction, which has led to its immense growth.
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Larkin-Perkins, Bridgette. "Employee Job Satisfaction and Employees' Voluntary Turnover Intentions (VTIs)." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4150.

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Within the U.S. sales industry, organizational productivity has decreased due to employee job dissatisfaction and increased voluntary turnover intentions (VTIs). Some leaders in the industry lack knowledge about the relationship between intrinsic and extrinsic job satisfaction, and the negative effect on employees' VTIs. The purpose of this correlational study was to examine whether intrinsic and extrinsic job satisfaction significantly predicted retail sales employees' VTIs. The Minnesota Satisfaction Questionnaire (MSQ) and the Turnover Intentions Scale (TIS-6) were used to collect data from full- or part-time employees in the U.S. retail sales industry. The theoretical framework was based on Herzberg's motivation-hygiene theory. The results of a multiple regression analysis indicated that a combination of intrinsic and extrinsic job satisfaction, F (2, 87) = 3.51, p = .034, R2 = .08), significantly predicted employees' VTIs. However, extrinsic job satisfaction (t = 2.05, p = .034) was the only statistically significant predictor. Business leaders, who understand the factors that increase extrinsic job satisfaction, may increase retention within the organization, provide workforce stability, improve organizational and economic growth, and decrease costs related to job satisfaction and VTIs. The implications for social change include helping to reduce the economy's unemployment rate and improve relationships between the employees, their families, and their communities include (a) improving employees' and stakeholders' perceptions of their organization in the community and (b) improving employees' well-being by understanding the job satisfaction factors that improve their morale.
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Sapoušek, Ondřej. "Návrh motivačního programu pro zaměstnance společnosti OK GROUP a.s." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2017. http://www.nusl.cz/ntk/nusl-319202.

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This thesis is focused on the proposal of the motivation program for selected company OK GROUP a.s., which will be based on analysis of the current state, questionnaire survey and interview. The thesis should serve as a basis for the introduction of the company 's motivation program.
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Steffen, Amy E. "Employee satisfaction and family-supportive workplace benefits." Online version, 2008. http://www.uwstout.edu/lib/thesis/2008/2008steffena.pdf.

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Yü, Ying-siu. "Employee motivation and satisfaction in different organizational levels : a study of banking industry in Hong Kong in transition to 1997 /." Hong Kong : University of Hong Kong, 1995. http://sunzi.lib.hku.hk/hkuto/record.jsp?B14724546.

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Shelton, Karen. "The effects of employee development programs on job satisfaction and employee retention." Online version, 2001. http://www.uwstout.edu/lib/thesis/2001/2001sheltonk.pdf.

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Roberts, Heather Elise. "The role of self-leadership and employment characteristics in predicting job satisfaction and performance." Thesis, This resource online, 1993. http://scholar.lib.vt.edu/theses/available/etd-09192009-040538/.

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Boyd, Jesse J. "Voluntary Employee Turnover: Retaining High-Performing Healthcare Employees." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3931.

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Voluntary employee turnover in the healthcare industry is one of the most expensive and disruptive business problems that healthcare organizations encounter. Healthcare organizations can expect employee replacement costs to represent up to 150% of a departing employee's annual salary in new employee acquisition and decreased productivity. Guided by the leader-member exchange theory, the purpose of this single case study was to explore the strategies healthcare managers used to retain high-performing healthcare employees. Using semistructured interviews, the targeted population encompassed 6 healthcare managers from a healthcare organization in Central Texas who have demonstrated successful strategies for retaining high-performing healthcare employees by maintaining a 90% retention rate for a 12-month period. Organizational documents were reviewed, including reports of managers' retention rates and number of employees per manager, for a 12-month period. Data were coded, analyzed into themes via Yin's 5-step method, triangulated, and then subjected to member checking to bolster the trustworthiness of interpretations. Two major themes were revealed: employee engagement and leadership style. Participants noted that their employees were their priority and practiced participatory leadership to gain trust, loyalty, and commitment. The findings may promote positive social change by providing healthcare managers with information on successful strategies for retaining high-performing healthcare employees, which could reduce unemployment rates, stabilize families, and improve employees' work-life balance outside their organizations.
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Books on the topic "Employee’s satisfaction"

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1970-, Suriakala R., ed. Women employees: Status and satisfaction. Kanishka Publishers Distributors, 2003.

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Limited, International Survey Research. Employee satisfaction: Tracking European trends. ISR International Survey Research, 1995.

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Limited, International Survey Research. Employee satisfaction: Tracking UK trends. ISR International Survey Research, 1995.

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Sinha, Anand Kumar. Job satisfaction: A study of bank employees. Commonwealth Publishers, 1988.

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Finding & Keeping Great Employees. AMACOM Books, 2002.

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Joan, Brannick, ed. Finding & keeping great employees. AMACOM, 1999.

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McKinney, Gary. Survey of employers' satisfaction with Western Washington graduates. Office of Institutional Assessment and Testing, Western Washington University, 1991.

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Zirbel, Dick Darwin. Job satisfaction between part-time and full-time grocery employees. University Microfilms International, 1986.

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Wunder, Christoph. Income inequality and job satisfaction of full-time employees in Germany. IZA, 2006.

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Graban, Mark. Lean hospitals: Improving quality, patient safety, and employee satisfaction. CRC Press, 2009.

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Book chapters on the topic "Employee’s satisfaction"

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Ito, Mikako, Kanta Ito, Shinichiro Kawabata, Atsushi Endo, Tomoko Ota, and Noriaki Kuwahara. "Improving Service Quality in Nursing Homes Based on the Employee’s Satisfaction." In Serviceology for Services. Springer Japan, 2014. http://dx.doi.org/10.1007/978-4-431-54816-4_37.

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Achilles, Boukis, Gounaris Spiros, and Kostopoulos Giannis. "A Multilevel Investigation of the Effect of Employee’s Satisfaction on Customer Outcomes in a Financial Services Context." In The Customer is NOT Always Right? Marketing Orientationsin a Dynamic Business World. Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-50008-9_63.

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Koncar, Philipp, and Denis Helic. "Employee Satisfaction in Online Reviews." In Lecture Notes in Computer Science. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-60975-7_12.

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Abstract Employee satisfaction impacts the efficiency of businesses as well as the lives of employees spending substantial amounts of their time at work. As such, employee satisfaction attracts a lot of attention from researchers. In particular, a lot of effort has been previously devoted to the question of how to positively influence employee satisfaction, for example, through granting benefits. In this paper, we start by empirically exploring a novel dataset comprising two million online employer reviews. Notably, we focus on the analysis of the influencing factors for employee satisfaction. In addition, we leverage our empirical insights to predict employee satisfaction and to assess the predictive strengths of individual factors. We train multiple prediction models and achieve accurate prediction performance (ROC AUC of best model $$=0.89$$ = 0.89 ). We find that the number of benefits received and employment status of reviewers are most predictive, while employee position has less predictive strengths for employee satisfaction. Our work complements existing studies and sheds light on the influencing factors for employee satisfaction expressed in online employer reviews. Employers may use these insights, for example, to correct for biases when assessing their reviews.
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Schömann, Klaus. "Employee Satisfaction." In Encyclopedia of Quality of Life and Well-Being Research. Springer Netherlands, 2014. http://dx.doi.org/10.1007/978-94-007-0753-5_861.

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Dahlgaard, Jens J., Kai Kristensen, and Gopal K. Kanji. "Measurement of employee satisfaction." In Fundamentals of Total Quality Management. Springer US, 1998. http://dx.doi.org/10.1007/978-1-4899-7110-4_11.

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Lin, Jiun-Sheng Chris, Haw-Yi Liang, and Chih-Ying Chu. "Satisfying Customers Through Satisfied Employees: Exploring the Emotional Mechanism Linking Employee Satisfaction and Customer Satisfaction." In Rediscovering the Essentiality of Marketing. Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-29877-1_167.

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Tanizaki, Takashi, Takeshi Shimmura, and Nobutada Fujii. "Shift Scheduling to Improve Customer Satisfaction, Employee Satisfaction and Management Satisfaction in Service Workplace Where Employees and Robots Collaborate." In Serviceology for Services. Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-61240-9_2.

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Ahmed-Laroussi, Asma, Lucia Porcu, and Juan Miguel Alcántara-Pilar. "Employee-Customer Relationships and Satisfaction." In Contemporary Issues in Branding. Routledge, 2019. http://dx.doi.org/10.4324/9780429429156-16.

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Bowling, Nathan A. "The Social Psychology of Employee Well-Being." In Subjective Well-Being and Life Satisfaction. Routledge, 2017. http://dx.doi.org/10.4324/9781351231879-13.

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Bowles, David, and Cary Cooper. "Case Study: Culture, Morale and Customer Satisfaction: Hilti Group, Schaan, Liechtenstein." In Employee Morale. Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230250789_4.

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Conference papers on the topic "Employee’s satisfaction"

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Mehmeti, Albulena. "IMPACT OF MOTIVATION AND JOB SATISFACTION ON EMPLOYEE PERFORMANCE." In Economic and Business Trends Shaping the Future. Ss Cyril and Methodius University, Faculty of Economics-Skopje, 2020. http://dx.doi.org/10.47063/ebtsf.2020.0036.

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The majority of organizations are competing to survive in volatile and fierce market environment, especially these days when the Covid 19 has collapsed most businesses. The essential tools for organizational success in the long run are motivation and job satisfaction on employee performance. There is a strong positive relationship between motivation, job satisfaction and organizational effectiveness. One of the main aspects of management is the measurement of employee satisfaction. The role of the manager is to continuously work towards aligning the aspirations of the employee with the goals of the organizations. The aim of this paper is to analyze the drivers of motivation and job satisfaction towards higher level of employee performance. The objective of the present paper is to focus on the relationship between motivation and job satisfaction and its overall impact on employee’s performance. The theoretical framework of this research includes the concepts of motivation, job satisfaction, and employee’s performance. The empirical component of this research and questionnaire were modeled accordingly. Furthermore, the questionnaire included parts where the questions regarding employee expectations, work environment and job organization were asked, while the analysis of the results of the survey was carried out with the SPSS statistical package. The study examines the value and impact of motivation and job satisfaction on employee performance. A sample of 460 employees from public and private sector was surveyed and empirical analysis showed that motivation and job satisfaction directly impact employee performance.
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Sejfijaj, Osman, Ermira Shehu, and Fatmir Memaj. "EMPLOYEE’S PERFORMANCE AS A RESULT OF SATISFACTION, INNOVATION AND EMPOWERMENT BY MANAGERS." In 3rd International Scientific Conference on Economics and Management. Association of Economists and Managers of the Balkans, Belgrade; Faculty of Management Koper; Doba Business School - Maribor; Integrated Business Faculty - Skopje; Faculty of Management - Zajecar, 2019. http://dx.doi.org/10.31410/eman.2019.193.

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Varikunta, Obulesu, and M. Sudheer Kumar. "A Study on employee’s job satisfaction towards State Bank of India in Rayalaseema division." In 5th international conference on knowledge and innovation in Engineering, Science and Technology. Acavent, 2019. http://dx.doi.org/10.33422/5th.kiconf.2019.06.303.

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Bagia, I. Wayan, and Wayan Cipta. "The Influence of Competency and Job Control on The Job Satisfaction and Its Impact on The Employee’s Performance." In Proceedings of the International Conference on Tourism, Economics, Accounting, Management, and Social Science (TEAMS 19). Atlantis Press, 2019. http://dx.doi.org/10.2991/teams-19.2019.26.

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Setiawan, Rahmat, Bustari Muchtar, and Abror Abror. "The Effects of Leadership Function, Work Motivation and Job Satisfaction on Employee’s Work Discipline at STIKes Fort De Kock Bukittinggi." In Proceedings of the 2nd Padang International Conference on Education, Economics, Business and Accounting (PICEEBA-2 2018). Atlantis Press, 2019. http://dx.doi.org/10.2991/piceeba2-18.2019.92.

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Rožman, Maja, and Katja Crnogaj. "MULTIDIMENSIONAL MODEL OF EMPLOYEE INTRAPRENEURSHIP AND WORK ENGAGEMENT: THE CASE OF SLOVENIAN COMPANIES." In 4th International Scientific Conference – EMAN 2020 – Economics and Management: How to Cope With Disrupted Times. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/eman.s.p.2020.101.

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The main objective of this paper is to analyze the employee intrapreneurship and work engagement in the case of companies in Slovenia. Structural equation modelling has been proven to be useful in exploring the links between these five constructs. The main survey involved 50 companies in Slovenia, and from each company, up to 15 employees participated in our research. Thus, 637 employees responded to the questionnaire. The results show that employee satisfaction, employee motivation and leadership have a positive effect on the employee intrapreneurship and work engagement. The results also show that the employee intrapreneurship and work engagement have a positive effect on employee innovation. By giving employees the right tools, resources, support, and recognition at the workplace, it is easy to create the culture of intrapreneurship. It makes for happy, satisfied, motivated, engaged employees that are more innovative and make businesses more productive. Intrapreneurship can lend itself to new products, services or even processes.
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Ērgle, Daiga, and Iveta Ludviga. "USE OF GAMIFICATION IN HUMAN RESOURCE MANAGEMENT: IMPACT ON ENGAGEMENT AND SATISFACTION." In Business and Management 2018. VGTU Technika, 2018. http://dx.doi.org/10.3846/bm.2018.45.

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The use of games, also called gamification, is innovative an approach in contemporary human re-source management. The aim of this research is to assess whether gamification, if used in HR pro-cesses, can increase engagement and job satisfaction among employees, as well as to identify which HR processes respond better to gamification. Using data from CAWI interviews (n = 620) and Struc-tural Equation Modelling (PLS-SEM) method with smartPLS software, the researchers found a signifi-cant positive impact of gamification on employee job satisfaction, however, no impact on engage-ment. Teambuilding and internal communication were identified as HR processes which better re-spond to gamification and recommendations for HR managers provided.
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Levičková, Věra, Eva Mičková, and Michal Řepík. "Employees Satisfaction Determines Their Performance." In Hradec Economic Days 2020, edited by Petra Maresova, Pavel Jedlicka, Krzysztof Firlej, and Ivan Soukal. University of Hradec Kralove, 2020. http://dx.doi.org/10.36689/uhk/hed/2020-01-050.

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Kusumajati, Dian Anggraini. "The Influence of Employee Satisfaction on Employees’ Creativity: A Case Study at Higher Education." In BINUS Joint International Conference. SCITEPRESS - Science and Technology Publications, 2018. http://dx.doi.org/10.5220/0009999200160022.

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Hawking, Paul, Andrew Stein, and Susan Foster. "e-HR and Employee Self Service: A Case Study of a Victorian Public Sector Organisation." In InSITE 2004: Informing Science + IT Education Conference. Informing Science Institute, 2004. http://dx.doi.org/10.28945/2757.

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The application of the internet to the Human Resource function (e-HR) combines two elements: one is the use of electronic media whilst the other is the active participation of employees in the process. These two elements drive the technology that helps organisations lower administration costs, improve employee communication and satisfaction, provide real time access to information while at the same time reducing processing time. This technology holds out the promise of challenging the past role of HR as one of payroll processing and manual administrative processes to one where cost efficiencies can be gained, enabling more time and energy to be devoted to strategic business issues. The relative quick gains with low associated risk have prompted many Australian companies to realise what can be achieved through the implementation of a business to employee (B2E) model. Employee Self Service (ESS), a solution based on the B2E model enables employees to access the corporate human resource information system 24x7. This paper adopts a case study approach with a view to investigating the benefits and associated issues obtained from an implementation of an ESS in an Australian public sector organisation.Keywords: Employee Self Service, e-Human Resources, B2E, HRMIS, ERP Systems, Australian Case Study
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Reports on the topic "Employee’s satisfaction"

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Kliebenstein, James B., Terrance Hurley, Peter F. Orazem, Dale Miller, and Steve May. Work Environment, Job Satisfaction, Top Employees Work Interests. Iowa State University, 2006. http://dx.doi.org/10.31274/ans_air-180814-867.

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Masciocchi, Jeradean. Job Satisfaction of Classified Employees in a Public Suburban School District. Portland State University Library, 2000. http://dx.doi.org/10.15760/etd.1271.

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Caughlin, David. Dynamic Job Satisfaction Shifts: Implications for Manager Behavior and Crossover to Employees. Portland State University Library, 2000. http://dx.doi.org/10.15760/etd.2342.

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Nguyen, Hanh. The Effects of Type of Child Care Arrangement and Satisfaction with Care on Employee Job Satisfaction and Absenteeism. Portland State University Library, 2000. http://dx.doi.org/10.15760/etd.6668.

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Edmans, Alex, Lucius Li, and Chendi Zhang. Employee Satisfaction, Labor Market Flexibility, and Stock Returns Around The World. National Bureau of Economic Research, 2014. http://dx.doi.org/10.3386/w20300.

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Sherwood, Joseph. The Multilevel Effects of Supervisor Adaptability on Training Effectiveness and Employee Job Satisfaction. Portland State University Library, 2000. http://dx.doi.org/10.15760/etd.2319.

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Pytlovany, Amy. The Mediating Effects of LMX on the Relationship Between Supervisor and Employee Age Differences, Satisfaction, and Retirement Intentions. Portland State University Library, 2000. http://dx.doi.org/10.15760/etd.5261.

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Charles, Kristin. Effects of shift work on employee retention : an examination of job satisfaction, organizational commitment, and stress-based explanations. Portland State University Library, 2000. http://dx.doi.org/10.15760/etd.5910.

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Bakaç, Cafer, Jetmir Zyberaj, and James C. Barela. Predicting telecommuting preferences and job outcomes amid COVID-19 pandemic : A latent profile analysis. Otto-Friedrich-Universität, 2021. http://dx.doi.org/10.20378/irb-49214.

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Telecommuting is defined as “a work practice that involves members of an organization substituting a portion of their typical work hours (ranging from a few hours per week to nearly full-time) to work away from a central workplace—typically principally from home —using technology to interact with others as needed to conduct work tasks”(Allen, Golden, & Shockley, 2015: 44). This kind of practice substantially differs from the regular and ordinary modes of work because employees perform their usual work in different settings, usually from home (Allen et al., 2015). Although research has been conducted on telecommuting since the 1970s, it has recently become critical when life incidents, like the COVID-19 pandemic has forced many to work from home. Such events offer rare opportunities, for a wide range of researchers and from various fields, to study important questions that would not typically be able to be asked, such as about telecommuting experiences. We took this opportunity and conducted two studies regarding telecommuting, basing our rationale on the fact that many on-site employees were forced to work from home, across a wide range of occupations as a direct result of the pandemic(Kramer & Kramer, 2020). The aim of our study, thus, was to investigate the preferences of employees who were forced to work from home. Specifically, bycreating latent profiles from important work and personality related constructs, we aimed at predicting employees’ preference for working from home or working on-site based on these profiles, and further investigate the relationship of these latent profiles to perceived productivity, job satisfaction, and job engagement.
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McKenna, Patrick, and Mark Evans. Emergency Relief and complex service delivery: Towards better outcomes. Queensland University of Technology, 2021. http://dx.doi.org/10.5204/rep.eprints.211133.

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Emergency Relief (ER) is a Department of Social Services (DSS) funded program, delivered by 197 community organisations (ER Providers) across Australia, to assist people facing a financial crisis with financial/material aid and referrals to other support programs. ER has been playing this important role in Australian communities since 1979. Without ER, more people living in Australia who experience a financial crisis might face further harm such as crippling debt or homelessness. The Emergency Relief National Coordination Group (NCG) was established in April 2020 at the start of the COVID-19 pandemic to advise the Minister for Families and Social Services on the implementation of ER. To inform its advice to the Minister, the NCG partnered with the Institute for Governance at the University of Canberra to conduct research to understand the issues and challenges faced by ER Providers and Service Users in local contexts across Australia. The research involved a desktop review of the existing literature on ER service provision, a large survey which all Commonwealth ER Providers were invited to participate in (and 122 responses were received), interviews with a purposive sample of 18 ER Providers, and the development of a program logic and theory of change for the Commonwealth ER program to assess progress. The surveys and interviews focussed on ER Provider perceptions of the strengths, weaknesses, future challenges, and areas of improvement for current ER provision. The trend of increasing case complexity, the effectiveness of ER service delivery models in achieving outcomes for Service Users, and the significance of volunteering in the sector were investigated. Separately, an evaluation of the performance of the NCG was conducted and a summary of the evaluation is provided as an appendix to this report. Several themes emerged from the review of the existing literature such as service delivery shortcomings in dealing with case complexity, the effectiveness of case management, and repeat requests for service. Interviews with ER workers and Service Users found that an uplift in workforce capability was required to deal with increasing case complexity, leading to recommendations for more training and service standards. Several service evaluations found that ER delivered with case management led to high Service User satisfaction, played an integral role in transforming the lives of people with complex needs, and lowered repeat requests for service. A large longitudinal quantitative study revealed that more time spent with participants substantially decreased the number of repeat requests for service; and, given that repeat requests for service can be an indicator of entrenched poverty, not accessing further services is likely to suggest improvement. The interviews identified the main strengths of ER to be the rapid response and flexible use of funds to stabilise crisis situations and connect people to other supports through strong local networks. Service Users trusted the system because of these strengths, and ER was often an access point to holistic support. There were three main weaknesses identified. First, funding contracts were too short and did not cover the full costs of the program—in particular, case management for complex cases. Second, many Service Users were dependent on ER which was inconsistent with the definition and intent of the program. Third, there was inconsistency in the level of service received by Service Users in different geographic locations. These weaknesses can be improved upon with a joined-up approach featuring co-design and collaborative governance, leading to the successful commissioning of social services. The survey confirmed that volunteers were significant for ER, making up 92% of all workers and 51% of all hours worked in respondent ER programs. Of the 122 respondents, volunteers amounted to 554 full-time equivalents, a contribution valued at $39.4 million. In total there were 8,316 volunteers working in the 122 respondent ER programs. The sector can support and upskill these volunteers (and employees in addition) by developing scalable training solutions such as online training modules, updating ER service standards, and engaging in collaborative learning arrangements where large and small ER Providers share resources. More engagement with peak bodies such as Volunteering Australia might also assist the sector to improve the focus on volunteer engagement. Integrated services achieve better outcomes for complex ER cases—97% of survey respondents either agreed or strongly agreed this was the case. The research identified the dimensions of service integration most relevant to ER Providers to be case management, referrals, the breadth of services offered internally, co-location with interrelated service providers, an established network of support, workforce capability, and Service User engagement. Providers can individually focus on increasing the level of service integration for their ER program to improve their ability to deal with complex cases, which are clearly on the rise. At the system level, a more joined-up approach can also improve service integration across Australia. The key dimensions of this finding are discussed next in more detail. Case management is key for achieving Service User outcomes for complex cases—89% of survey respondents either agreed or strongly agreed this was the case. Interviewees most frequently said they would provide more case management if they could change their service model. Case management allows for more time spent with the Service User, follow up with referral partners, and a higher level of expertise in service delivery to support complex cases. Of course, it is a costly model and not currently funded for all Service Users through ER. Where case management is not available as part of ER, it might be available through a related service that is part of a network of support. Where possible, ER Providers should facilitate access to case management for Service Users who would benefit. At a system level, ER models with a greater component of case management could be implemented as test cases. Referral systems are also key for achieving Service User outcomes, which is reflected in the ER Program Logic presented on page 31. The survey and interview data show that referrals within an integrated service (internal) or in a service hub (co-located) are most effective. Where this is not possible, warm referrals within a trusted network of support are more effective than cold referrals leading to higher take-up and beneficial Service User outcomes. However, cold referrals are most common, pointing to a weakness in ER referral systems. This is because ER Providers do not operate or co-locate with interrelated services in many cases, nor do they have the case management capacity to provide warm referrals in many other cases. For mental illness support, which interviewees identified as one of the most difficult issues to deal with, ER Providers offer an integrated service only 23% of the time, warm referrals 34% of the time, and cold referrals 43% of the time. A focus on referral systems at the individual ER Provider level, and system level through a joined-up approach, might lead to better outcomes for Service Users. The program logic and theory of change for ER have been documented with input from the research findings and included in Section 4.3 on page 31. These show that ER helps people facing a financial crisis to meet their immediate needs, avoid further harm, and access a path to recovery. The research demonstrates that ER is fundamental to supporting vulnerable people in Australia and should therefore continue to be funded by government.
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