Dissertations / Theses: 'Employee Satisfaction'

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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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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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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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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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Magarelli, Karen. "Unit based practice councils, employee engagement and employee satisfaction." Thesis, The William Paterson University of New Jersey, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3617148.

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Objective. The objective of this research is to determine if nursing unit based practice councils increase employee engagement and employee satisfaction.Background. The environment in which nurses practice influences their ability to provide safe patient care and maintain satisfaction with their position and the profession. There is a commitment towards establishing a healthy work environment where employee engagement and employee satisfaction are experienced. Unit based practice councils engage staff to contribute collaboratively in the decision-making process related to standards of care in nursing and employee practice.

Design. A retrospective comparative study utilizing secondary data analysis was implemented to determine the relationship between the independent variable, unit based practice council, and the dependent variables, employee engagement and employee satisfaction. This type of research design is appropriate because it will compare aggregate data that was collected prior to the implementation of a unit based practice council and after the implementation of a unit based practice council. The original data was collected as part of an annual employee survey that was implemented for the purpose of measuring employee engagement and employee satisfaction in 2010 and 2012.

Sample and methods. The sample includes an aggregate group of hospital workers, including all healthcare employees (registered nurse, unit clerks, and clinical care technicians) within each of the 4 nursing units within an Urban Level 1 Trauma Magnet Academic Medical Center located in New Jersey. The researcher contacted the nursing directors for each of the 4 units under study, to access and utilize aggregate data. E-mails were received from each participating director to confirm agreement for data collection.

A retrospective comparative study utilizing secondary data analysis was implemented to determine the relationship between the independent variable unit based practice council and the dependent variables employee engagement and employee satisfaction. This type of research design is appropriate because it will compare aggregate data that was collected prior to the implementation of a unit based practice council and after implementation of a unit based practice council.

Findings. The researcher was hoping to see if there was an increase in employee engagement and employee satisfaction after the implementation of a unit based practice council.

Importance to Nursing. The presence of a unit based practice council creates a climate that is supported by leadership and is essential to staff where employees feel empowered when given autonomy and decision making. Nursing leaders should provide venues to ensure the development of employee confidence for control of practice and collaboration amongst the health care team. Staff then identify that they have an impact on their work which leads to improved employee engagement and employee satisfaction.

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Persson, Jesper, and Robin Nilsson. "Employee satisfaction in virtual teams." Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-40190.

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Background The world is experiencing exceptional technological evolution and Sweden is at the forefront of this development and virtual teams are on the rise. Virtual teams are a way for companies to improve their sustainability with decreased travel for employees which also saves time that employees can spend at home though with difficulties separating work and home. Virtual teams are a chance for employees to better influence their work, a way to have people from all over the world working together but with a risk of decreased physical social interactions and being isolated. Research question How is employee satisfaction perceived by individuals in virtual teams? Purpose The purpose of this thesis is to describe how employees in virtual teams perceive employee satisfaction in contrast to traditional teams in order to identify which aspects are especially significant for employee satisfaction in virtual teams. Further we aim to explain how to create employee satisfaction with these aspects in mind. Method A qualitative research method was used in this study, by semistructured interviews with twelve respondents from various companies in Sweden, in which four of the twelve respondents work in the public sector and the rest in the private sector. The respondents were selected by convenience. TheoreticalFramework Theories about teams, virtual teams, job satisfaction and culture are presented followed by behavioural theory focusing on selfdetermination theory as well as social capital. The final component in the theoretical framework is theory regarding. work-life balance and spillover theory. Findings In this thesis, the findings of how employee satisfaction is perceived in virtual teams is divided into two parts. The first part addresses the need to prepare a structure for the virtual team before hiring as to avoid issues raised by the respondents and brings to attention key areas. The second part addresses the need to find the right people when hiring for the virtual team. It mentions important characteristics beneficial for the person to have if they are to work within the virtual team.

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LaFosse, W. Greg. "Employee Theft: The Relationship of Shrinkage Rates to Job Satisfaction, Store Security, and Employee Reliability." Thesis, University of North Texas, 1992. https://digital.library.unt.edu/ark:/67531/metadc500587/.

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The correlation between employee theft and various employee attitudes is investigated with 489 subjects from a large discount store chain located in the southeastern United States. Subjects completed two tests: Personnel Decisions, Inc. 's Employment Inventory/Customer Service Inventory which measures employee reliability and orientation toward providing customer service; and the Organization Responsiveness Questionnaire which measures satisfaction and perceived store security. Individual scores on the tests were correlated with a performance rating form completed by the subject's supervisor. Scores were computed for each store and correlated with inventory shrinkage rates. Results revealed relatively weak correlations for some variables. The multiple regression analysis was unable to significantly predict any of the criterion variables.

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Fields, Dail L. "Relational demography and employee job satisfaction." Diss., Georgia Institute of Technology, 1994. http://hdl.handle.net/1853/29983.

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Botha, Marcel. "Employee satisfaction as a catalyst for improved efficiency, productivity and customer satisfaction." Thesis, Cape Peninsula University of Technology, 2010. http://hdl.handle.net/20.500.11838/1228.

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Dissertation submitted in fulfilment of the requirements for the degree Master of Technology: Quality in the Faculty of Engineering at the Cape Peninsula University of Technology
This research will focus on employee satisfaction in the workplace. The research will be conducted as a result of the high number of factory staff resigning due to unhappiness in their work environment. This transposes into not only productivity being lost, but also that the efficiency of the organisation is being compromised. The purpose of this research is to establish if employee satisfaction could serve as a catalyst for improved efficiency, productivity and customer satisfaction.The research will be conducted at Anchor Lining Systems (ALS). The company is based in Cape Town South-Africa and manufactures a concrete protection liner referred to as Anchor Knob Sheet (AKS). The product represents a „state of the art‟ robust concrete protection liner system. It is designed to protect concrete structures in chemically aggressive environments.The research question which will be researched to mitigate the research problem reads as follows: “What approach could be deployed to minimise employee dissatisfaction in a manufacturing organisation to improve its overall efficiency, profitability and customer satisfaction?”Applied research will be conducted in this thesis, as the research will be designed to apply its findings to solve a specific, existing problem. The research will furthermore fall in the social world as social science has to do with how things are, and why. The research, due to the fact that it would require intensive textual investigation will be theoretical in nature, which can be define as, “contemplative of the mind, on intellectual faculties”. Furthermore, theoretical research is commonly associated with the phenomenological paradigm, which is used to answer questions about the complex nature of a phenomena, often with the purpose of describing and understanding the phenomena from the participant‟s view. These concepts are also commonly referred to as the „qualitative paradigm‟.The proposed research in this dissertation would be of specific benefit to the manufacturing industry in South-Africa, due to the high levels of staff turnover being experienced in the industry due to employee dissatisfaction. Such high levels of turnover de-stabilises the industry in that key resources are lost to organisations. If turnover can be minimised by elevating the levels of employee satisfaction then efficiency, productivity and customer satisfaction can be exponentially improved.

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Jones, Rebecca. "The Relationship of Employee Engagement and Employee Job Satisfaction to Organizational Commitment." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4860.

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Business leaders in the accounting/auditing profession have limited knowledge of how employee engagement, employee job satisfaction, and organizational commitment relate to each other. The role of engaged, satisfied, and committed employees is important as globalization allows for unprecedented talent mobility. The purpose of this quantitative correlational study was to examine the relationship between employee engagement, employee job satisfaction, and organizational commitment. The theoretical framework incorporated Emerson's social exchange theory and Bakker and Demerouti's job demands-resource theory. The sample included 82 out of 295 members of the Northeast Chapter of the New York State Society of CPAs who work in Albany County, New York. The sample was recruited through a nonrandom purposive sampling method. There is significant association measured between employee engagement and employee job satisfaction (r = .717, p < .001). Additionally, there is a significant association between employee engagement and organizational commitment (r = .702, p < .001). Based on the analysis, there is a significant association between employee job satisfaction and organizational commitment (r = .853, p < .001). The regression model showed that employee engagement and employee job satisfaction, when taken together, were significant predictors of organizational commitment (F(2, 79) = 115.112, p < .0005, R2 = .745). The implications for positive social change include strategies geared towards increasing engagement and job satisfaction, which in turn influences organizational commitment, resulting in a highly productive workforce and increased profitability.

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Cain, Lafaun. "Social Security Administration Employee Lived Experiences of Job Satisfaction and Employee Turnover." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5311.

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Employee turnover continues to be an issue in federal organizations, including the Social Security Administration (SSA). While issues such as retiring baby boomers and budget constraints are beyond the control of any agency, retaining employees is critical to maintain essential services. The purpose of this transcendental phenomenological study was to explore SSA employee's lived experiences of job satisfaction and employee turnover to uncover motivators and satisfaction strategies. The conceptual framework for the study was based on Maslow's human needs and Herzberg's two-factor theory. Data were collected from 20 SSA frontline employees using 6 open-ended interview questions. The data were analyzed using a modification of van Kaam's method of analysis of phenomenological data and NVivo 11 Pro. Study results revealed that time, stress, pay and benefits, public service, and interoffice relationships were the prime intrinsic and extrinsic factors participants perceived as directly related to their job satisfaction. They highly valued job enrichment programs, cohesive teams, and pay and benefits, which override daily stressors inherent to the public demands strategies for the agency. Conducting the study in depressed socioeconomic areas might also provide significant insights, particularly since stress and workload were essential dissatisfiers. SSA provides critical services to many vulnerable groups. Strategies that employees perceive as motivating enhance the quality of services and benefits to eligible American citizens, many of whom rely on these services for quality of life, thereby reducing the burden of local communities to support these individuals if SSA services fail.

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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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Akuamoah-Boateng, Robert. "Privatisation, employee job satisfaction and organisational commitment." Thesis, University of Kent, 1989. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.328078.

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Hills, Kenyatta Natasha. "Communication Strategies to Generate Employee Job Satisfaction." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1602.

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Managers spend 75% of their time actively communicating with employees. Effective leadership communication is fundamental to employee job satisfaction. The purpose of this phenomenological study was to explore how communication strategies that government agency leaders use may motivate greater employee job satisfaction. Twenty employees of a government office in Florida were the general population sample. The motivational language theory helped explore the nature of job satisfaction by focusing on leadership and employee communication strategies. Leadership communication influences employee motivation through incorporating 3 categories of utterances: empathetic (illocutionary) language, direction-giving (perlocutionary) language, and meaning-making (locutionary) language. The Van Manen selective approach helped code and the Stevick-Colaizzi-Keen method helped analyze the participants' transcribed face-to-face interviews. Member checks and data saturation ensured the findings trustworthiness. The findings developed from coding and analyzing data led to the discovery of 4 themes: empathetic language, direction-giving language, meaning-making language, and job satisfaction. The 2 most important themes, direction-giving language and meaning-making language, help motivate job satisfaction by explaining how leadership advice, clear instructions, and leadership stories pertaining to primary events from the agency's past provide direction and a feeling of job satisfaction. Social implications of this study include creating and improving organizational communication best practices and guidelines to help leaders communicate information effectively and to motivate regional governmental organization employee job satisfaction.

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Leah, Susan. "Increasing customer satisfaction through employee satisfaction in a call center environment." Menomonie, WI : University of Wisconsin--Stout, 2005. http://www.uwstout.edu/lib/thesis/2005/2005leahs.pdf.

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Maqoko, Sidwell Lizo. "Factors affecting employee satisfaction in the O.R. Tambo District Municipality." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1020581.

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There is a perception that municipal employees are not committed to their jobs of delivering essential services to the residents.This perception is often exacerbated by media opinion that tend to project an unacceptable image about the work ethics and behaviour of public sector officials. Local government is at the coalface of services delivery in South Africa.Almost all complaints and service delivery protests are directed by communities to municipalities. This necessitates that local government employees should always be ready to serve the people with passion and vigour. From the advent of democratic dispensation in South Africa in 1994 the transformation of the public sector has become one of the central priorities of government.The Constitution of the Republic of South Africa (1996) sets the agenda of a developmental state and outlines objects of local government in Sections 152 and 153 of the supreme law of the land. Flowing from this Constitutional mandate a legislative and policy framework is enacted to guide the municipalities to ensure effective and efficient delivery of services to communities .In this respect the study argues that central to the delivery of services is the human capital. The researcher asserts that it is not the building or any other municipal asset that will ensure delivery of quality services to citizens, but the employees. Employees have a responsibility to ensure that goals and objectives of the OR Tambo District Municipality are realised. The researcher contends that there is a perception that there could be low levels of job satisfaction within the workforce of ORTDM .This could have a negative effect to the provision of basic services to the public .Thus this study is aimed to investigate factors that may affect employee satisfaction in the ORTDM. High level of job satisfaction amongst employees may cause ahighly dedicated and committed workforce. The consequence of that could be a positive impact on municipal performance.

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Simpson, Eric Phillip. "Examining Employee Satisfaction, Customer Service and Customer Satisfaction in a Retail Banking Organization." Thesis, University of North Texas, 2006. https://digital.library.unt.edu/ark:/67531/metadc5211/.

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In the increasingly competitive world of retail banking, organizations are focusing their attention on customer service as a means of increasing customer loyalty and retention. With this goal of increasing customer retention, the link between the attitudes of the service provider (employee satisfaction), the customer interaction behaviors that those attitudes lead to (customer service quality), and the attitudes that those behaviors generate in the customer (customer satisfaction) has become an increasingly important area of investigation. The goal of this research is to analyze the relationships that exist between these three variables: employee satisfaction, customer service quality, and customer satisfaction in a mid-sized retail bank. Data from three separate surveys collected during the same time period in 137 branches of a regional bank are analyzed using multiple regression analysis to determine whether relationships and interactions exist at a banking center level. While results of the analyses did not show a significant relationship between the variables, issues relevant to this determination are discussed and conclusions drawn regarding the nature of these constructs.

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Busch, Andrew. "A critical analysis of research related to workplace retention, satisfaction and motivation of the millennial generation." Menomonie, WI : University of Wisconsin--Stout, 2005. http://www.uwstout.edu/lib/thesis/2005/2005buscha.pdf.

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Milne, Claire. "Employees' experience of job satisfaction within a successful organisation." Thesis, Rhodes University, 2013. http://hdl.handle.net/10962/d1007639.

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In the present organisational climate characterised by intense competition, the success of an organisation is increasingly dependent on its employees' expertise and knowledge (Carrel, Elbert, Hatfield, Grobler, Marx & Van der Schyf, 1997). Employees need to be motivated to contribute to the organisation's goals, for their knowledge and expertise to benefit an organisation (Lawler III, 1994). Organisations need to foster a situation in which employees have a positive attitude towards work and are able to benefit personally through directing their effort towards organisational goals. (Robbins, 2000) This study focuses on an organisation that has managed to link job satisfaction with organisational gain, and explores the link between these two subjects. A case study of a South African mining operation is reported on, and examined in-depth. The mine, a successful operation in terms of productivity, is recognised by its holding company as exemplary and is competing with the best base metal producers in the world. The research was conducted in two stages. The first stage consisted of 20 semi-structured individual interviews. Ten employees were selected from both the lower employee-levels and the higher employee-levels. The individual interviews focused on the experience of working at the mine with particular reference to interpersonal dynamics, job satisfaction, leadership style, and reward systems. During the second stage of the research, focus groups were conducted with two groups of seven employees each, one group from the lower-levels and one from the higher-levels. The focus groups aimed at obtaining a deeper understanding of the issues that emerged from the individual interviews. Grounded theory analysis was used during both the first, and second phase of the study. The results indicated that the mine's employees experience a high level fulfilment of higher-order needs, and that this experience is a reaction to the mine's performance enhancing culture. It is further shown that the same factors that create job satisfaction, when applied in excess, or in certain circumstances may lead to dissatisfaction within the same context.

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Barcus, Sydney Anne Guarnaccia Charles Anthony. "The impact of training and learning on three employee retention factors job satisfaction, commitment and turnover intent in technical professionals /." [Denton, Tex.] : University of North Texas, 2008. http://digital.library.unt.edu/permalink/meta-dc-9797.

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Zámoravcová, Monika. "Zaměstnanecké benefity ve vybrané společnosti." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2020. http://www.nusl.cz/ntk/nusl-416807.

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The diploma thesis deals with the rewarding of employees in the selected company via employee benefits. The theoretical part is dedicated to the main terms which are needed in understanding the issue. The practical part is focused on the analysis and subsequent evaluation of the employee satisfaction with their benefits. The quantitative approach to primary data collection is used for the purpose of finding the satisfaction, research strategy is chosen in the form of the questionnaire survey. The last suggestion part includes measures that come from the results of the analysis.

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Southard, Robyn Nicole. "Employee engagement and service quality." Pullman, Wash. : Washington State University, 2010. http://www.dissertations.wsu.edu/Thesis/Spring2010/R_Southard_042010.pdf.

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Thesis (Master of Public Affairs)--Washington State University, May 2010.
Title from PDF title page (viewed on July 13, 2010). "Department of Political Science." Includes bibliographical references (p. 28-31).

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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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Tarara, Marissa J. "A content analysis of how participatory decision making and teamwork affects employee satisfaction and employee commitment." Menomonie, WI : University of Wisconsin--Stout, 2005. http://www.uwstout.edu/lib/thesis/2005/2005tararam.pdf.

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Cheng, Mei-I. "The prediction of employee turnover behaviour." Thesis, University of Nottingham, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.364661.

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Grillo, Daniel. "Employee Expectations and Job Satisfaction in Adventure Education." Thesis, Prescott College, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10110266.

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This descriptive study examines the relationship between job expectations and job satisfaction in the context of adventure education (AE) field staff. An electronic survey distributed to field instructors of the Recreational Equipment Incorporated (REI) Outdoor School assessed the level to which their job expectations had been met as well as their reported job satisfaction based on the short form of the Minnesota Satisfaction Questionnaire. Quantitative analysis of the results indicates a significant correlation between job expectations and job satisfaction. Extrinsic job satisfaction showed a stronger correlation with employee expectations than did intrinsic job satisfaction, although the difference in correlation strengths was not statistically significant. Expectations about both basic job attributes and career development opportunities correlated with job satisfaction significantly more strongly than expectations about curriculum. Factor analysis reveals that amongst other job expectations, manager communication and career development opportunities correlate strongest with job satisfaction, and represent key focus areas for AE administrators. Increasing the visibility of organizational mission statements as well as reviewing staff training models with these results in mind could help align employee expectations with reality. These results suggest that the AE industry should continue to develop its human resource savvy and monitor the evolving profile of their employees to safeguard their job satisfaction.

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Shitemba, Fudheni. "Effectiveness of mentoring programs regarding employee job satisfaction." Thesis, Cape Peninsula University of Technology, 2008. http://hdl.handle.net/20.500.11838/1729.

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Thesis submitted in fulfilment of the requirements for the MTech: Human Resources Management Degree in the faculty of BUSINESS at the CAPE PENINSULA UNIVERSITY OF TECHNOLOGY 2008
Mentoring is an informal and flexible approach to leadership, supevision and professional development. It involves the mentor and protégé setting goals that are focused on the protégé’s professional and personal development needs. Mentoring relationships can occur between a mentor and a protégé or a small group of protégés or it may involve peers who act as mentors for each other (Skinner, Roche, O'Connor, Pollard & Todd, 2005:2). Mentoring programs are increasing rapidly in response to needs for new and innovative ways to develop people, allow them to grow in their jobs and the need for change. However, typical problem areas include expectations and objectives which may be misunderstood, and these are areas that are necessary to determine whether the mentoring program was effective or not. Due to the vague understanding of mentoring programs and their effectiveness, techniques and methods were reviewed and discussed to figure these out. Mentors and proteges who were already on programs and those who had begun new programs were randomly selected to participate in this evaluation; the reason why these two groups were chosen is that there is a need to determine how the groups went about making their programs a success or not, since these groups were already on the program or starting out, and interest in a mentoring program was already existent. An attempt to motivate new groups would defeat the aim, since it could sabotage the aim of the research and end-results in several ways, for example, groups would require guidance to begin their programs. The groups were monitored over a five month period, and evaluated at the end of every four weeks in order to make sure that no information would be omitted at the end of the five months. Furthermore, information from literature on mentoring was used in order to compare respondents' information that was gathered over the monitoring period. Participant groups were randomly chosen from the Karas region and from different industries and fields in order to obtain a good reading from different work environments; the work areas were chosen from seven companies. Each month had an area of interest, which was examined throughout the five months. Once questionnaires were completed and returned, data was examined to determine positive and negative impacts that mentoring relationships and approaches (within in the relationships), had on both parties and their styles of participation. Participants were assessed six months after the fifth evaluation to determine the long term effect that mentoring had on participants, the mentor and protege. A reason for this was that some participants might have grasped the knowledge and skills for a only a short period of time and then forget or ignore it, while others may have taken time to understand and implement the new knowledge, which would have given them time to absorb the information, knowledge and skills that were acquired. The mentor, protege, as well as the organization, should be clear on what they expect and want from mentoring, and should communicate thoroughly, while the program should be tailored to the needs of participants and the culture. The mentor should be trained, if necessary and evaluation and reviews methods should be established in order to ensure smooth running and, eventually, the effectiveness of the program. Both employees and the organizations can benefit; employees can benefit through career development initiatives and find a sense of belonging and empowerment, while organizations can benefit as this helps the firm to communicate its values and behaviours, provide opportunities to expand networks and boost training efforts, as well as facilitate knowledge.

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Grizzle, Tashua Lashun. "Relationship Between Workplace Aggression and Employee Job Satisfaction." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/3032.

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Workplace aggression incidents are increasing and, thus, becoming more difficult to address in the United States. Health care workers in particular are at an increased risk of burnout compared to individuals working in other occupations. The purpose of this quantitative correlational study was to investigate the propensity for workplace aggression among health care professionals and the association between job satisfaction and the propensity for workplace aggression. The conservation of resources theory was used to frame the study. The Work Environment Scale and the Conditional Reasoning Test of Aggression were used to collect data from 89 mental health clinicians, nurses, and technicians employed at 2 metro Atlanta hospitals. Findings indicated no correlation between workplace aggression and job satisfaction among mental health workers. Findings also indicated no higher propensity for workplace aggression among frontline workers (nurses and technicians) than among other mental health workers. However, findings revealed that employees with more years of service had a higher propensity for workplace aggression. Implications for social change include enhancing the capacity of mental health workers to handle the emotional and physical demands of the job.

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Pow, Lara. "Contact Center Employee Characteristics Associated with Customer Satisfaction." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4093.

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The management of operations for a customer contact center (CCC) presents significant challenges. Management's direction is to reduce costs through operational efficiency metrics while providing maximum customer satisfaction levels to retain customers and increase profit margins. The purpose of this correlational study was to quantify the significance of various customer service representative (CSR) characteristics including internal service quality, employee satisfaction, and employee productivity, and then to determine their predictive ability on customer satisfaction, as outlined in the service-profit chain model. The research question addressed whether a linear relationship existed between CSR characteristics and the customers' satisfaction with the CSR by applying ordinary least squares regression using archival dyadic data. The data consisted of a random sample of 269 CSRs serving a large Canadian bank. Various subsets of data were analyzed via regression to help generate actionable insights. One particular model involving poor performing CSRs whose customer satisfaction was less than 75% top box proved to be statistically significant (p = .036, R-squared = .321) suggesting that poor performing CSRs contribute to a significant portion of poor customer service while high performing CSRs do not necessarily guarantee good customer service. A key variable used in this research was a CSR's level of education, which was not significant. Such a finding implies that for CCC support, a less-educated labor pool may be maintained, balancing societal benefits of employment for less-educated people at a reasonable service cost to a company. These findings relate to positive social change as hiring less-educated applicants could increase their social and economic status.

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Mansfield, Rebecca K. "Employee Job Satisfaction and Attitudes in Virtual Workplaces." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5096.

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People who telecommute or work in virtual settings report higher satisfaction from increased flexibility and autonomy. However, relationships with leaders are more difficult to build, particularly as leadership in virtual workplaces tends to be less hierarchical. It is known that leader-member communication is an important aspect of employee job satisfaction and a significant problem exists for leaders who are ill-prepared to function in the leadership role required by a virtual workplace. The purpose of the quantitative study was to examine if employee job satisfaction predicts attitude toward virtual workplace setting and if this relationship is moderated by leader-member communication and leadership style. The theoretical frameworks that guided the study were the job demands-resources model and media richness theory. Relationships between variables were explored using correlation and multiple regression, while controlling for moderating variables. 145 of the 295 telecommuters fit the parameters. The findings revealed a significant relationship between attitude toward telecommuting and job satisfaction. The leader-member exchange and transformational leadership styles significantly and positively affected the relationship between attitude and job satisfaction, while passive avoidant leadership style significantly and negatively affected the relationship between attitude and job satisfaction. These findings can help leaders as they aim to improve communication for the growing number of employees who telecommute.

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Gordi, Michelle Romilla. "Job satisfaction of call centre representatives." Thesis, University of the Western Cape, 2006. http://etd.uwc.ac.za/index.php?module=etd&amp.

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The aim of the study is to prove that a correlation exist between job satisfaction and the levels of absenteeism, turnover, performance and customer satisfaction. Data were collected using the Job Satisfaction Survey which is a self-administered questionaire to measure job satisfaction of call centre representatives. Additional data were collected using the company's existing measures for measuring absenteeism, turnover, performance and customer satisfaction. The study found a relationship between job satisfaction and performance, between job satisfaction and turnover and between job satisfaction and customer service. However, no relationship was found between job satisfaction and absenteeism, which is consistent with previous studies.

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Novikova, Ksenia. "A STUDY OF CUSTOMER SATISFACTION FACTORS AND EMPLOYEE SATISFACTION IN THE HOSPITALITY INDUSTRY." OpenSIUC, 2009. https://opensiuc.lib.siu.edu/theses/520.

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The major purpose of this study was to identify customer and employee satisfaction levels and the most important satisfaction factors in the lodging industry by the example of two hotel properties of a resort on the East Coast. This study included a sample of 267 customers, while the exact number of employees was unknown. The customer satisfaction survey was prepared by the consulting agency. It was conducted in the form of a 10-minute telephone interview with the customers who stayed at the resort 30 days prior to the survey. The customers indicated their satisfaction levels with six areas of the customer experience at the resort such as dining experience, golfing experience, experience with spa, beach club experience, experience with facilities/activities, and guest problems experience. Top 10 and lowest 10 customer satisfaction factors were found for both hotels of the resort. Four similar factors out of 10 positive ones were found to be in both of the hotel properties. Nine similar factors out of 10 were ranked as least satisfying in both of the hotels. The range score between the highest and the lowest customer satisfaction rating for the Hotel A was found to be 1.44, and for B Hotel 1.6. As for the overall customer satisfaction in two hotels, the overall customer satisfaction for the Hotel A was 4.5 (90%), and for the Hotel B was 4.58 (91.6%). To identify the customer satisfaction factors, four areas were selected for the analysis: staff, room divisions, recreation, and conflict resolution. Satisfaction with Room Divisions received the highest overall mean scores (4.64-for Hotel A, and 4.83- for Hotel B), while Conflict Resolution area received the lowest satisfaction scores for both of the Hotels (4.51- for Hotel A, 4.48- for Hotel B). The employee satisfaction questionnaire was created by the human resources department of the resort. The employee satisfaction survey was represented by 12 areas: the company; vision/mission/values; interact; your job; your department; physical work environment; communications; leadership, supervision and management effectiveness; teamwork; pay, opportunity, and benefits; career development and training; quality; and demographic information. To determine the employee satisfaction levels, the mean percentage scores of all positive and negative employees' responses were calculated. Satisfaction with Your Department received the highest positive total percentage mean score of 81.1%, while satisfaction with the Interact program implemented by the resort received the lowest positive mean percentage score of 44.0%. Similar to customer satisfaction, the 10 top positive and 10 bottom negative employee satisfaction response questions were identified. The strong positive relationship (r=0.66) was found between the Hotel A and B of the resort and customer satisfaction factors. Those areas that were ranked high by the customers of the Hotel A were also highly ranked by the Hotel B customers. A Person's correlation coefficient was run on the relationship between the hotel property and customer satisfaction levels. The strong positive association was found between two hotel properties and satisfaction statements. Paired sample t-test was also run in order to determine if there was a significant difference in customer satisfaction in two hotels A and B based on the customer's responses to the questionnaire. The t equal to (-2.5), and the probability of (0.016) were found. There was found to be statistical significant difference between the Hotel A and B customer satisfaction statements.

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Garza, Christine. "Leadership Strategies to Increase Employee Engagement." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6028.

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Sixty-five percent of small business leaders indicated a lack of workforce engagement practices as an administrative strategy to mitigate the adverse effects of employee disengagement. Guided by Weber's organizational theory, the purpose of this multiple case study was to explore strategies some leaders used to increase employee engagement. Five small business leaders in the southwestern United States participated in semistructured interviews. The participants employed successful strategies to increase employee engagement. Data collection included the review of company documents, face-to-face interviews, and member checking to explore successful strategies to increase employee engagement. Data analysis included coding and organizing data and information according to Yin's 5-step process. Using topic coding, data were arranged into nodes grounded in the context of organizational theory. The study results revealed 3 principal themes: effective and honest communication, supportive leadership behavior, and implementation of employee engagement practices into the business culture and practices. The implications of this study for positive social change include that leaders can apply employee engagement strategies for emerging leaders and develop mentoring and leadership opportunities and programs to maximize the sustainability of the organization.

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Lassausaie, Claire, and Kyler Lotte. "Employees' Needs at Work : A case study of employee retention at a real estate firm." Thesis, Linköpings universitet, Företagsekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-151390.

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The intent of this study is to improve our understanding of employee behavior. Specifically, to understand why an employee would be motivated to seek a job somewhere other than their current place of employment. As well to understand the perspective of the employer with how they could retain these employees, considering the current job-hopping phenomenon and the high cost of employee turnover. The purpose of this study is to understand the needs of employees at work and apply them to retention strategies. The study focuses on the differences between organizational levels, as this has not been sufficiently studied in the past. The present study applies Maslow's hierarchy of needs, along with traditional retention strategies to employee's current views, in order to create a new framework for retention strategies. As a qualitative case study, interviews have been conducted within a small firm from the real estate industry in the USA to obtain an insight into employees' needs at work and their perception of retention. It was of paramount importance that every level of the organization was represented, with responses from the lowest level administrator up to the partner owner level of the company. Discussing the findings, this study intends to create a model for employee job satisfaction at two different levels of an organization, thus providing an understanding of their needs and goals at work. As well also contributing to suggested retention strategies by offering a retention model for each level. The main contribution of this study is that it demonstrates a difference in factors for job satisfaction at different levels of an organization, which justifies the adoption of a uniquely adapted retention strategy for each level. If the traditional means of motivation and retention can be used for employees highly positioned within the hierarchy, this study shows that at a lower-level, employees seek well-being far more than performance and financial rewards. Thus, the conclusion has been proposed that achievement and success are central to the satisfaction and retention of high-level employees where well-being and company culture are central to low-level employees.

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Rowan, Jeff. "Employee satisfaction and retention at Vigil Health Management Inc." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape2/PQDD_0020/MQ49215.pdf.

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Frimpong, Jacob. "Relative contribution of satisfaction dimensions to employee service orientation." Thesis, University of Strathclyde, 2005. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.417974.

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Jewell, George B. "THE IMPACT OF MARKETING EMPLOYEE SATISFACTION ON SERVICE QUALITY." NSUWorks, 2010. http://nsuworks.nova.edu/hsbe_etd/46.

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The best service providers assure the highest levels of service quality. Frontline service providers need organizational commitment, emotional intelligence, and employee satisfaction to provide excellent service delivery. The research study reviews emotional intelligence, organizational commitment, and employee satisfaction within a Business to Business service organization. A literature review provides a theoretical base of constructs. A survey is used to measure the entire frontline organization, seeking results to support the hypothesis that higher service quality is related to emotional intelligence, organizational commitment, and employee satisfaction. The study offers future research potential on the role of frontline service providers to service quality. A review of the results, limitations, and future research implications are discussed.

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Adams-Manning, Michelle R. "Synergistic Supervision: Impacts on Student Affairs Employee Job Satisfaction." UNF Digital Commons, 2019. https://digitalcommons.unf.edu/etd/860.

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Supervision is a critical component of any employee’s professional life, but it can be especially impactful to a student affairs professional. The foundation of the student affairs field is to help a student grow and develop as a whole person. This concept carries on to student affairs professionals as well, as supervisors should strive to develop the whole professional creating a positive work environment. This study analyzed the use of synergistic supervision techniques on student affairs employees’ job satisfaction. An anonymous, electronic survey was emailed to student affairs professionals at public, private and community colleges across the nation. One hundred fifty-one participants in various positions within the field took the survey. Synergistic supervision, created by Winston & Creamer (1997), and the human resource theory served as the conceptual and theoretical framework for this study. The findings from this study indicate that the use of synergistic supervision techniques predicts job satisfaction. These results inform practice involving training in supervision for student affairs divisions from the top down, and revision of staffing models and the professional development opportunities offered by guiding professional organizations.

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Christian, Stacie. "Workplace Antidiscrimination Policy Effect on Transgender Employee Job Satisfaction." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3598.

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Not all organizations in Wisconsin have transgender inclusive antidiscrimination policies. Leadership can use the results of this study to understand the effect of antidiscrimination policies on transgender employee job satisfaction. Quantitative data were collected from transgender employees aged 18 years or older who were employed but not self-employed in the state of Wisconsin. The relationship between the presence and absence of transgender inclusive antidiscrimination policy and job satisfaction was addressed by creating an anonymous online survey that contained demographic questions, the 1997 Job Descriptive Index (JDI) and the Job in General (JIG). Participants were notified of the study using fliers disseminated via community service groups and events, web magazines, social media, and personal contact. Participants (n = 38) self-selected to participate. Fourteen participants reported that their workplace had transgender inclusive antidiscrimination policy (37%), 12 participants (31.5%) reported no such policy, and 12 participants (31.5%) were not aware of the presence of this policy. Data were analyzed to determine correlations between job satisfaction facets within the JDI and the JIG and the presence of antidiscrimination policy that includes employees who are transgender. Results revealed that the job satisfaction of employees whose workplaces had transgender inclusive antidiscrimination policies was highest when correlated to promotion opportunities, r = .854 followed by the employee's viewpoints about their actual work, r = .832, people in the workplace, r = .820, with the lowest correlation for the supervision facet, r = .808. These findings contribute to positive social change by promoting antidiscrimination policies for transgender employees, increasing job satisfaction, and reducing turnover.

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Lubbe, Sarah May. "Elements of internal marketing as predictors of employee satisfaction." Diss., University of Pretoria, 2013. http://hdl.handle.net/2263/31855.

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Many factors can influence service quality, however the main determinant of customers’ perceptions of service quality is often their interaction with service staff (Zeithaml & Bitner, 2009:351), resulting in the importance of employees in service delivery. Internal marketing (IM) acknowledges this, and is similar to other marketing activities within an organisation, which focuses on staff in order to enhance external performance (Papasolomou & Vrontis, 2006:179). The aim of the present study has been to investigate the elements of IM as predictors of employee satisfaction and to determine the relative importance of various IM attributes and with this in mind the primary and secondary objectives driving this study were: • to confirm the IM scale as used in the study by Jou et al. (2008:73) in a South African context; • to determine how well the identified IM elements predict employee satisfaction by: • determining if any of the identified IM elements are predictors of employee satisfaction; • assessing the relative contribution to employee satisfaction of each of the IM elements found to be predictors; and • investigating whether certain biographical factors, such as gender, tenure and level of customer interaction, also explain employee satisfaction A literature study of IM theory pointed to a number of broad definitions of the concept, identifying IM as either a tool, an internal process or as a process supporting external activities. IM can also be a working mix of elements aimed at motivating employees (Papasolomou & Vrontis, 2006:178) toward inter-departmental co-ordination in order to achieve a more customer-orientated approach to service marketing. This working mix of elements is known as the IM mix, being elements under the control of management that can be implemented in order to illicit desired responses from employees (Ahmed & Rafiq, 2002: 27). The IM mix elements put forward are varied and numerous, and there is much debate as to which of the elements constitute an IM mix. Against the background of these disparate IM mix elements, it was necessary to reconfirm those elements pertinent to an IM programme in a South African context. It was found that job quality and reward together with empathy and consideration are significant predictors of IM and should therefore form the cornerstone of any IM programme.
Dissertation (MCom)--University of Pretoria, 2013.
hj2013
Marketing Management
unrestricted

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Karayianni, Fotini. "Reorganization on employee satisfaction: The gray area of corporations : A case study on Intel Corporation’s employees." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-44171.

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The present thesis exploits a concept that lays in the core of human capital, employee satisfaction, under the context of a proactive organizational change. The prior literature depicts organizational change as a strategy applied to increase the efficiency of the company and its relevance to the market involved. The unique element of the matter is that proactive reorganizations are a product of a structural practice initiated by an entity’s human resources department. The department operates under a standardized model of change, which focuses on addressing the technical discrepancies that may occur in the human capital. Mainly analyzed from a company’s perspective, its influence on the employees involved in the change is often been neglected. The thesis was conducted in an effort to assess the need for a change in the current model in order to better address employee’s needs. To achieve that a sample of 100 Intel employees was used to uncover the state of the employees’ job satisfaction after an organizational change has been taken place. Results of the analysis exhibited above average overall satisfaction scores. The areas that employees seem to be the least satisfied were that of job security and company’s policies. Moreover, the elements of culture and the type of reorganization have also seemed to influence the overall satisfaction scores. Upon viewing the results the authors concluded that a need does exist, for a more interpersonal human resource approach to be incorporated within the current reorganizational model of an entity.

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Tsang, Katherine, and 曾凱蓮. "Job satisfaction of the labour officer grade in the 1990s: a study of the application of the Herzberg's theory." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1991. http://hub.hku.hk/bib/B3196395X.

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Ketye, Lungelo. "Retention strategies for knowledge workers at a consulting engineering firm." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/6247.

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The Consulting Engineering industry plays a very critical role in the construction industry. Its primary role is to plan and design projects before they go on to the construction phase. During the construction phase of a project, consulting engineers are responsible for supervising the works and ensuring that construction is done according to design specifications. The selected company, where this study was conducted, provides civil engineering consulting services. The main purpose of the research was to identify retention strategies that could be used by the company in order to reduce staff turnover. To achieve this objective, the researcher completed a literature study. The literature study revealed the characteristics of knowledge workers, and what makes knowledge workers wish to extend their stay with an organisation. The study examined variables that lead to staff turnover i.e. leadership and communication, organizational culture, performance management and job satisfaction. The empirical study was conducted at LK Consulting Engineers. A survey with a questionnaire was administered to all engineering practitioners who were registered with the Engineering Council of South Africa. Interviews were also conducted with three managers. The study demonstrated that leadership and communication, organisational culture, performance management and job satisfaction are important variables leading to retention of knowledge workers. The study also demonstrated that training and financial remuneration is not enough to retain knowledge workers, employees should feel valued and provided with the opportunities to make meaningful contributions to the organisation.

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Boettcher, Jeromey. "Onboarding a new new-hire orientation process /." Online version, 2009. http://www.uwstout.edu/lib/thesis/2009/2009boettcherj.pdf.

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Hoffmann, Sabine. "Corporate citizenship : employee attitudes and their relationship to an employer brand : a comparative case study in the German FMCG industry." Thesis, University of Bradford, 2014. http://hdl.handle.net/10454/7513.

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This thesis investigates employee attitudes to corporate citizenship (CC) and the impact on employer brands. It addresses the practice of CC in the German FMCG industry, considers employee understanding of CC, and examines which CC initiatives influence perceptions of employer brands. The research is driven by the dual challenges of sustainable development and the ‘war for talent’ in attracting, motivating and retaining employees. It is underpinned by the extant literature on CC dimensions, stakeholder theory and employer brands. The research approach is based on two case studies, comprising three phases: analysis of corporate documentation followed by two phases of semi-structured interviews exploring employees’ perceptions of CC and the link to employer brands. Key findings: An understanding of the positioning of CC in the corporate sustainability strategy and differing foci of CC, including environment, sustainable supply chain and people/culture. The study highlights employee understanding of eight CC dimensions, revealing economic responsibility toward employees as a new dimension. With respect to employer brands, CC initiatives focused on discretionary responsibility towards the natural environment and economic responsibility towards customers are seen as essential; legal, ethical and discretionary responsibility towards community are limited; and discretionary and economic responsibilities towards employees have a strong relationship. A focus on economic responsibilities towards owners has a strong but negative relationship. The theoretical contribution is a conceptual framework of all identified CC dimensions in practice and their relationship to employer brands. Contributions to practice include the importance of benefit packages, work-life balance support, employee development and work environment.

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Grabowski, Matthew T. "The Relationship between Organizational Democracy and Job Satisfaction." Xavier University / OhioLINK, 2017. http://rave.ohiolink.edu/etdc/view?acc_num=xavier1503428549750898.

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Cooper, Julian. "Employee happiness in general motors." Thesis, Nelson Mandela Metropolitan University, 2016. http://hdl.handle.net/10948/4365.

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Happiness is essentially the degree to which you find and judge your existence as favourable, in addition to an enduring, psychological feeling of contentment. In the hedonic view, happiness is pleasant feelings and favourable judgements, while the contrasting eudaimonic view describes it as doing what is morally right, what is righteous, that will enhance growth and that is meaningful to an individual. Both these views contribute to the overall happiness of an individual. People that are pleased with their lives usually experience greater satisfaction in their jobs. This is in line with the literature as happiness is positively correlated with job satisfaction, which suggests that a happy employee will most likely result in one that is satisfied with his/her job. In addition, happiness is correlated with evidence of success in the workplace and can increase an employee’s effectiveness at work. It is, therefore, essential that organisations identify the factors which influence employee happiness in order to enhance its cultural value-offering for employees and, in turn, increase their levels of job satisfaction. Job satisfaction is essentially the degree to which a person enjoys his/her job. It is the positive emotional state resulting from the evaluation of one’s work experience. This has profitable outcomes such as improved work performance. Furthermore, people who experience satisfaction in their jobs are better ambassadors for their organisation, demonstrate greater commitment, are more engaged and perform better within the organisation than their unhappy peers. Job satisfaction can be deemed an attitude. It is therefore important to understand the dimensions of the job, which are complex and interrelated in nature, in order to understand job attitudes. Organisational culture has been shown to influence the attitude and behaviour of employees through shared values and beliefs in the organisation. It is for this reason that there is a significant need to determine the factors in organisational culture that influence employee happiness and, in turn, job satisfaction. An organisation’s employees, through their participation and commitment, can be regarded as the most important source of success for the organisation. Organisational culture can therefore, greatly influence the efficiency and effectiveness of an organisation through its employees. Moreover, the culture of an organisation has a significant influence on the commitment and satisfaction of its employees. It inspires employees not only to feel committed to the organisation but also to perform well. The correlation between organisational culture and job satisfaction have been examined by various authors in the literature. All of these authors found a positive relationship between the two concepts. These conclusions show that the culture of an organisation can actually influence an employee’s job satisfaction and therefore his/her happiness. This research investigates the cultural value-offering of General Motors South Africa (GMSA) and its alignment to the needs of its employees. Until the end of 2012, an employee needs-analysis regarding employee happiness and his/her job satisfaction, was non-existent in the organisation. Towards the end of 2012 the organisation introduced a “Workplace of Choice” survey to perform an employee needs-analysis in order to investigate if there was a difference between employee needs and the organisation’s cultural value-offering. Another “Workplace of Choice” survey followed in 2014. This, however, was performed with the staff employees only and not with the hourly employees. Many organisations neglect to analyse the workplace needs of their employees to ensure that the organisation fully understands and is able to satisfy or accommodate these needs. Understanding employee needs is crucial to an organisation’s success. It is therefore important that the organisation investigates the employee needs to be able to align them with the cultural value-offering of the organisation. The purpose of this study is to advance the current understanding of Employee Happiness in the workplace by conducting a systematic analysis of the factors in Organisational Culture that influence Employee Happiness and, in turn, their Job Satisfaction in GMSA.

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Halvorsen, David Lars. "An Investigation of Employee Satisfaction and Employee Empowerment Specific to On-Site Supervisors in the Residential Construction Industry." Diss., CLICK HERE for online access, 2005. http://contentdm.lib.byu.edu/ETD/image/etd1140.pdf.

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Molefe, M., and Deventer M. Van. "SUPERVISORY COMMUNICATION AND ITS EFFECT ON EMPLOYEE SATISFACTION AT THE CUT, WELKOM CAMPUS." Interim : Interdisciplinary Journal, Vol 13, Issue 1: Central University of Technology Free State Bloemfontein, 2014. http://hdl.handle.net/11462/280.

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Published Article
Many large organisations tend to focus on their external communication in order to project a positive image to potential clients. However the role of internal communication with employees has often been overlooked, although it remains one of the most important areas of organisational communication. This article focuses on specific findings of the Master's dissertation, Supervisory Communication and its Effect on Employee Satisfaction at the Central University of Technology, Welkom Campus. The research results that employees' views about their own organisation impact on how external clients view that particular organisation. The research found that in order for employees to become advocates of their own organisation, supervisors of different operational units should develop and manage their internal communication activities in a way that motivates and stimulates employee enthusiasm for meeting organisational goals. Once employees are satisfied with the state of supervisory communication in their respective units, they should be able to identify with their organisation and endeavour to attain organisational goals.

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Tsang, Lau Yee-wah Cecelia. "A study on the relationship of employees' perception of quality management and employee satisfaction in a social service organisation /." Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18023770.

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Dissertations / Theses on the topic 'Employee Satisfaction'

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