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Journal articles on the topic 'Employee Satisfaction'
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C. Swarnalatha, C. Swarnalatha, and S. Tephillah Vasantham. "Employee Satisfaction-An Overview." Global Journal For Research Analysis 3, no. 7 (June 15, 2012): 192. http://dx.doi.org/10.15373/22778160/july2014/68.
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Dev, Santosh, and Swati Sharma. "Employee Satisfaction and Gender." International Journal of Service Science, Management, Engineering, and Technology 12, no. 1 (January 2021): 1–16. http://dx.doi.org/10.4018/ijssmet.2021010101.
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The study presents a grim picture of presence of women as employees in banks in India in spite of the fact that they exhibit more satisfaction than the male employees in certain dimensions of employee satisfaction. The study has employed survey methodology comprising 450 bank employees. The data of the respondents have been analyzed using principal component analysis, varimax rotation method, frequency distribution method, t-test and correlation coefficient. The results of the study exhibit that the count of women employees is less than the count of male employees in banks. Women employees are more satisfied than male employees. Banks need to increase the spread of their branches, analyze the environment so that the women employees feel motivated to join the banking industry and contribute in the economic growth of India.
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Collins, Kevin S., Sandra K. Collins, Richard McKinnies, and Steven Jensen. "Employee Satisfaction and Employee Retention." Health Care Manager 27, no. 3 (July 2008): 245–51. http://dx.doi.org/10.1097/01.hcm.0000318755.24332.4b.
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Davies, Gary, Melisa Mete, and Susan Whelan. "When employer brand image aids employee satisfaction and engagement." Journal of Organizational Effectiveness: People and Performance 5, no. 1 (March 12, 2018): 64–80. http://dx.doi.org/10.1108/joepp-03-2017-0028.
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Purpose The purpose of this paper is to test whether employee characteristics (age, gender, role and experience) influence the effects of employer brand image, for warmth and competence, on employee satisfaction and engagement. Design/methodology/approach Members of the public were surveyed as to their satisfaction and engagement with their employer and their view of their employer brand image. Half were asked to evaluate their employer’s “warmth” and half its “competence”. The influence of employee characteristics was tested on a “base model” linking employer image to satisfaction and engagement using a mediated moderation model. Findings The base model proved valid; satisfaction partially mediates the influence of employer brand image on engagement. Age, experience gender, and whether the role involved customer contact moderate both the influence of the employer brand image and of satisfaction on engagement. Practical implications Engagement varies with employee characteristics, and both segmenting employees and promoting the employer brand image differentially to specific groups are ways to counter this effect. Originality/value The contexts in which employer brand image can influence employees in general and specific groups of employees in particular are not well understood. This is the first empirical study of the influence of employer brand image on employee engagement and one of few that considers the application of employee segmentation.
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Sakalya, P. "A Study on Employee Satisfaction of Meenatchi Hospital Employees in Thanjavur." International Journal of Trend in Scientific Research and Development Volume-3, Issue-4 (June 30, 2019): 152–54. http://dx.doi.org/10.31142/ijtsrd23649.
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Haryono, Siswoyo. "The Mediating Role of Work Satisfaction on the Effect of Organizational Justice on Employee Engagement." Advances in Social Sciences Research Journal 8, no. 8 (August 22, 2021): 196–207. http://dx.doi.org/10.14738/assrj.88.10660.
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This research evaluates the mediation role of job satisfaction on the effect of organizational justice on employee engagement among temporary employees at Universitas Muhammadiyah Yogyakarta. The population of temporary employees at Universitas Muhammadiyah Yogyakarta is 213, and the sample was 70. The analysis employed Smart PLS 3.0. The results show that organizational justice affects job satisfaction, and job satisfaction significantly affects employee engagement. Job satisfaction has a mediation role in the effect of organizational justice on employee engagement among temporary employees at Universitas Muhammadiyah Yogyakarta. The benefit of the research is that improving employee engagement would be adequate by increasing both job satisfaction and organizational justice.
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Yaneva, Maya. "Employee Satisfaction vs. Employee Engagement vs. Employee NPS." European Journal of Economics and Business Studies 10, no. 1 (March 2, 2018): 228. http://dx.doi.org/10.26417/ejes.v10i1.p228-235.
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Human Resources are key for the success of business organizations. The science is focusing on Human Resources Management in times when technical resources are rapidly developing and significantly changing the working environment. The requirements toward the human resources are evolving as well. At the same time, the expectations of the candidates toward the employers are getting more demanding in terms of working conditions and appreciation. Employee profiles and change management are key aspects of HR management while the companies are striving to adjust their learning and development programs, working environment and structures in order to retain and develop their associates. Companies start to measure their employees’ satisfaction, than converting to employee engagement and nowadays more and more organizations are focusing on employee NPS (net promoter score), which is not only promoting the products or services of the company they are engaged in, but also the company as an employer. This paper is focusing on employee satisfaction, employee engagement and eNPS (employee net promoter score). It gives guidance what are the global trends with local impact, presenting results from several surveys on the Bulgarian market of global and local companies executed between 2012 and 2017. The primary focus of the research is to outline which channels and ways of communications are the most beneficial in the attempts of the business organizations to address their employees, boost their enjoyment and motivation and make them ambassadors of the product and services they produce, but also promote them as an employer. Presenting the outcome of the surveys is giving guidance on top drivers for employee satisfaction, engagement and loyalty. It is leading to conclusions that are enlightening the associates’ interpretation of those drivers in the different contexts of business environment. The organizations are conducting internal surveys within their global structures, but also participating in researches on the local market in Bulgaria to cross check the findings and the trends. Local cultural differences are influencing the organizational culture and trends of the business. The paper analyses the results related to the Bulgarian market and provides further recommendations as to how to address the findings resulting from the survey.
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Yaneva, Maya. "Employee Satisfaction vs. Employee Engagement vs. Employee NPS." European Journal of Economics and Business Studies 4, no. 1 (April 1, 2018): 221–27. http://dx.doi.org/10.2478/ejes-2018-0024.
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Abstract Human Resources are key for the success of business organizations. The science is focusing on Human Resources Management in times when technical resources are rapidly developing and significantly changing the working environment. The requirements toward the human resources are evolving as well. At the same time, the expectations of the candidates toward the employers are getting more demanding in terms of working conditions and appreciation. Employee profiles and change management are key aspects of HR management while the companies are striving to adjust their learning and development programs, working environment and structures in order to retain and develop their associates. Companies start to measure their employees’ satisfaction, than converting to employee engagement and nowadays more and more organizations are focusing on employee NPS (net promoter score)1, which is not only promoting the products or services of the company they are engaged in, but also the company as an employer. This paper is focusing on employee satisfaction, employee engagement and eNPS (employee net promoter score). It gives guidance what are the global trends with local impact, presenting results from several surveys on the Bulgarian market of global and local companies executed between 2012 and 2017. The primary focus of the research is to outline which channels and ways of communications are the most beneficial in the attempts of the business organizations to address their employees, boost their enjoyment and motivation and make them ambassadors of the product and services they produce, but also promote them as an employer. Presenting the outcome of the surveys is giving guidance on top drivers for employee satisfaction, engagement and loyalty. It is leading to conclusions that are enlightening the associates’ interpretation of those drivers in the different contexts of business environment. The organizations are conducting internal surveys within their global structures, but also participating in researches on the local market in Bulgaria to cross check the findings and the trends. Local cultural differences are influencing the organizational culture and trends of the business. The paper analyses the results related to the Bulgarian market and provides further recommendations as to how to address the findings resulting from the survey.
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Li, Juan, and Yu Zhang. "Crowdsourcing Task Assignment Mechanism Based on Employer Net Profit and Employee Satisfaction." Journal of Systems Science and Information 9, no. 4 (August 1, 2021): 440–54. http://dx.doi.org/10.21078/jssi-2021-440-15.
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Abstract Crowdsourcing task assignment has become an important task assignment model in the Internet economy era. In this paper, we study the crowdsourcing task assignment problem based on employer net profit and employee satisfaction. First, the reliability and interest of employees are modeled, based on which the mathematical expressions for employer net profit and employee satisfaction are given. Then, a multi-objective optimization problem is formulated to maximize employer net profit and employee satisfaction by jointly optimizing the task assignment matrix and task offer vector. Since the considered problem contains discrete variables, it cannot be solved directly by traditional optimization methods. Therefore, two low-complexity high-performance algorithms are proposed. The first algorithm is based on a fast non-dominated ranking genetic algorithm with an elite, which is able to explore the Pareto bound of the considered problem. The second algorithm is based on a reinforcement learning framework, which is able to maximize the weighted sum of employer net profit and employee satisfaction. Numerical results show that the number of tasks assigned to employees affects both employee satisfaction and employer net profit. The Pareto bounds and Pareto optimal solutions based on the solutions of the two proposed algorithms are also presented numerically, which quantitatively characterize the tradeoff between employer net profit and employee satisfaction.
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Dr. C. SWARNALATHA, Dr C. SWARNALATHA, and T. S. PRASANNA T.S. PRASANNA. "Employee Engagement and Job Satisfaction." International Journal of Scientific Research 3, no. 5 (June 1, 2012): 339–40. http://dx.doi.org/10.15373/22778179/may2014/106.
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Špoljarić, Anja, and Ana Tkalac Verčič. "Internal communication satisfaction and employee engagement as determinants of the employer brand." Journal of Communication Management 26, no. 1 (October 1, 2021): 130–48. http://dx.doi.org/10.1108/jcom-01-2021-0011.
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PurposeThis study aims to contribute to the understanding of internal communication and its connections to engagement and employer brands. The authors wanted to test the relationship between the three variables and explore if employees' perception of employer brands is affected by internal communication satisfaction and engagement. Creating a desirable employer brand can have significant benefits for organizations, such as higher employee satisfaction, employee engagement and retention. It is crucial to have a clear grasp of how the determinants of these relationships affect each other.Design/methodology/approachA total of 1,805 employees participated in a large communication survey that measured internal communication satisfaction, employee engagement and perception of employer brand (operationalized as employer attractiveness). To test the relationship between variables, the authors used multiple regression analysis.FindingsThe results show internal communication satisfaction and employee engagement as significant predictors of employer brand. All of the internal communication satisfaction dimensions and two out of three employee engagement dimensions have been identified as determinants of at least two employer attractiveness dimensions.Research limitations/implicationsLimitations include using a cross-sectional dataset, which reduces the possibility of determining causality, using self-reports and a common source bias.Originality/valueThe authors added to the body of knowledge by analyzing the effects of workplace attitudes on attitudes toward the organization. The authors found that both internal communication satisfaction and employee engagement significantly shape the perception of employer brands.
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Machova, Renata, Tibor Zsigmond, Annamaria Zsigmondova, and Zoltan Seben. "Employee satisfaction and motivation of retail store employees." Marketing and Management of Innovations 1, no. 1 (2022): 67–83. http://dx.doi.org/10.21272/mmi.2022.1-05.
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In the 21st century, the rapid technological development in different innovations has not reduced the value of human capital. It is considered to be the most valuable capital of businesses and acts as a driving force of business activity. The perception of human capital should be essential since it has a real impact on the business's success. In human resources management, it is necessary to keep in mind one of the basic functions of management: motivation, planning, and organizing. The main goal of this article is to identify the critical determinants of motivation factors of the human resources capital in the retail sector. An adequately motivated employee is a key to achieving the company goals since employee motivation maintains customer satisfaction and loyalty. Based on the results, the most popular motivation tools proved to be the financial incentives in the form of salary increases or bonuses. In the case of generational differences, there is no difference in the degree of satisfaction with the salary. The employees expressed to be less satisfied with their workplace's communication and leadership style. They have no decision-making power at all. Besides, they do not really feel a sense of belonging somewhere. The members of Generation Z are less satisfied with job security than the representatives of older generations. Most of the retail employees do not find their work interesting or diverse. On the other hand, they think the pace of the work is too fast, but they are well prepared for the work they are doing. Based on the answers, most of the respondents disagree with the inappropriate style of feedback they receive from the managers. The members of Generation Z feel that they cannot adequately utilize their knowledge and skills at their workplaces. They get more criticism than praise than the representatives of older generations.
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Vasantha, S. "Employer Brand as a Predictor of Employee Satisfaction." Indian Journal of Public Health Research & Development 9, no. 2 (2018): 47. http://dx.doi.org/10.5958/0976-5506.2018.00089.x.
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Liang, Huai-Liang, and Tsung-Kai Yeh. "The effects of employee voice on workplace bullying and job satisfaction." Management Decision 58, no. 3 (August 30, 2019): 569–82. http://dx.doi.org/10.1108/md-01-2019-0112.
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Purpose Employee voice is seen as a double-edged behavior in organizations. This study considers individuals’ evaluations of various features of their work situations. In particular, leader–member exchange (LMX) mediates the influence of voice behavior on workplace bullying and employee job satisfaction. The purpose of this paper is to examine a model in which employee voice positively affects workplace bullying and job satisfaction through LMX. Design/methodology/approach A total of 447 employer–employee dyads from a large manufacturing company and public organizations in Taiwan were surveyed. Two-wave data demonstrated a significant positive relationship between employee voice and its outcomes, mediated by LMX relationship. Findings The results reveal significant relationships between voice behavior and workplace bullying and between employee voice and job satisfaction. Additionally, LMX is an important mechanism in the relationships between employee voice and workplace bullying and employee voice and job satisfaction. Research limitations/implications Although this study obtained data from employer–employee dyads, practical constraints prevented complete consideration of issues in the work domain, such as colleagues, which might influence employees’ job satisfaction and workplace bullying. Practical implications Employee voice refers to an employee providing challenging advice to contribute to the success of an organization. Voicing employees who speak up to change the status quo and challenge the current circumstances in an organization may become the target of bullying. Therefore, it is suggested that leaders should address the advice offered by employees and provide suitable support when employee voice benefits the company. Originality/value The findings have implications for the understanding of employees’ conditions and its associations with social issues in the workplace.
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Abel, Murad. "The Social And Financial Benefits Of Developing Employee Satisfaction." International Journal of Management & Information Systems (IJMIS) 17, no. 2 (March 27, 2013): 83. http://dx.doi.org/10.19030/ijmis.v17i2.7711.
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Organizations continually seek to create greater efficiencies, employee engagement and organizational development opportunities. Increasing employee satisfaction allows for reduced labor costs and increase efficiencies. Satisfied employees use multiple paths of information to determine their interests in engagement which range from employer-employee relationships to compensation. The more satisfied employees are the more likely organizations will be able to capitalize on intellectual capital to navigate environmental challenges while contributing to their bottom lines.
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Bucăţa, George, Ioan Virca, and Florin Popescu. "Organisational Commitment, Motivation and Job Satisfaction." Land Forces Academy Review 27, no. 2 (June 1, 2022): 124–33. http://dx.doi.org/10.2478/raft-2022-0017.
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Abstract Employee engagement is a constant theme in the business world. When employees are successful, so are the companies they work for. The purpose of this article is to bring to the forefront some information that can influence higher organisational engagement and help managers approach open methods of employee relations to get employees dedicated to collaborative work and results. In business, motivation is closely linked to organisational commitment. The higher the level of engagement, the more things like productivity or efficiency can occur, giving the employer more advantages over the competition.
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Watkins, Randolph, and Patricia Fusch. "Employee Monetary Compensation and Employee Job Satisfaction." Open Journal of Social Sciences 10, no. 09 (2022): 321–39. http://dx.doi.org/10.4236/jss.2022.109021.
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Vestal, Katherine. "Which Matters: Employee Satisfaction or Employee Engagement?" Nurse Leader 10, no. 6 (December 2012): 10–11. http://dx.doi.org/10.1016/j.mnl.2012.09.009.
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E. Veronica, E. Veronica, and Dr R. Indradevi Dr. R. Indradevi. "Employee Job Satisfaction Enhances Organizational Commitment." Indian Journal of Applied Research 4, no. 3 (October 1, 2011): 259–61. http://dx.doi.org/10.15373/2249555x/mar2014/80.
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Al-Haidan, Saeed A., Alaa M. S. Azazz, and Ibrahim A. Elshaer. "Social Disconnectedness and Career Advancement Impact on Performance: The Role of Employees’ Satisfaction in the Energy Sector." Energies 15, no. 7 (April 2, 2022): 2599. http://dx.doi.org/10.3390/en15072599.
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Employee performance in remote areas is a source of concern for the Saudi Arabian energy sector, which serves as the primary engine of the country’s economy. This research paper aimed to study the impact of social disconnectedness and career advancement on employees’ performance through employee satisfaction as a mediator. The targeted population was employees worked in remote areas in the energy sector. Data were collected using a web-based questionnaire and distributed electronically using social media. A total of 390 respondents participated in this study, and structural equation modeling (SEM) was employed to analyze the collected data. The study findings revealed that career advancement positively impacts employee performance; however, social disconnectedness negatively impacts employees’ performance. Both career and social factors had an indirect effect on employees’ performance through employee satisfaction. Lastly, results demonstrated a positive impact of employee satisfaction on employee performance. Important insights into theoretical and practical implications were discussed.
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Rizwan, Muhammad, and Ahsan Mukhtar. "Preceding to Employee Satisfaction and Turnover Intention." International Journal of Human Resource Studies 4, no. 3 (July 2, 2014): 87. http://dx.doi.org/10.5296/ijhrs.v4i3.5876.
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As different research and studies have been conducted for the sake of understanding the concept of employee satisfaction but still organizations are incapable to find those factors that affect mostly on Satisfaction level of Employee. The main purpose of this research is to sort out those factors with intensity that mostly effect employee Satisfaction. Particularly, we took workplace environment, employee empowerment and pay & promotion as the main variables to check their impact on employee satisfaction and further the impact of employee satisfaction on employee turnover. A questionnaire was developed for the purpose of collecting data to understand the level of employee satisfaction in different organizations. Convenient sampling was used to collect the data and 150 questionnaires were filled from the employees of different sectors. Statistically, the relationship of employee empowerment and workplace environment with employee satisfaction has significant results, but the relationship between pay and promotion and employee satisfaction was somewhat insignificant. Moreover, there was a significant effect of employee satisfaction on turnover intention of employees. This study will help the organizations to understand completely about the satisfaction level of employees and how they can motivate their employees to perform their job efficiently and effectively.
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Kashmiri, Tanveer, Malik Muhammad Mehran, Nazar Hussain, and Ahmad Tisman Pasha. "Mediating Role of Organizational Commitment: A Study of NADRA, Multan Region." Journal of Arable Crops and Marketing 1, no. 1 (June 14, 2019): 15–33. http://dx.doi.org/10.33687/jacm.001.01.3192.
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The purpose of this study is to investigate how employee compensation and job satisfaction influence employee performance. And more importantly, this study examines the mediating effect of the organizational commitment between employee compensation, job satisfaction and employee performance. Based on the prior studies conducted on employee compensation, job satisfaction, employee performance and organizational commitment, an integrated conceptual framework on employee compensation, job satisfaction, employee performance and organizational commitment was developed. The convenience sampling technique was employed in this study, and a sample drawn was consisted of 375 NADRA employees serving in Multan region. The sample was focused on the employees working in the NADRA Multan region. For more robust testing of the theory organizational commitment was included as mediating variable. For testing of mediation effect Process by Andrew F. Hayes was used with the assistance of SPSS version 23. Research findings revealed that the impacts of employee compensation and job satisfaction on employee performance are positive and significant. And organizational commitment as a mediating variable mediates the relationships between employee compensation, job satisfaction and employee performance. The mindsets of the today employees are changing, and they are more conscious about their relationships with the organizations, they love to share their good and bad experiences with the organizations. Today, it is very important for organizations to know the feelings of the employees about their organizations. This study suggests the organizations by tuning employee compensation, job satisfaction variables they may impact on the performance of the employees. And by introducing organizational commitment they may also change the relationships between employees and organization. Variables part of this study were not old constructs, but it is new for the graphical location where I conducted this study because there was no similar study available here. This study is only focused on NADRA Multan region, other geographical locations or industries may be used to more clearly understand the brand evangelism construct. Also, comparative studies can be performed for different organizational ladders and geographical locations.
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Hashmi, Shumaila, and Ritesh pathak. "ASSESSING THE IMPACT OF EMPLOYEE ENGAGEMENT, EXPERIENCE AND SATISFACTION ON ORGANISATIONAL PERFORMANCE." International Journal of Social Sciences & Economic Environment 5, no. 1 (June 30, 2020): 01–10. http://dx.doi.org/10.53882/ijssee.2020.0501001.
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We hope to discover how employee engagement, employee satisfaction, and overall organisational performance are related to each other in this study. This study employed a descriptive research design. In order to test a hypothesis, a questionnaire and convenience sampling approach were used. Using SPSS 22, exploratory factor analysis was performed on a sample of 180 employees from various private banking organisations in Delhi-NCR. The study's findings based on regression analysis, show that improving the performance of Delhi-private NCR's banking firms has been mostly attributed to a rise in staff involvement, satisfaction, and experience. Effective use has been made of the concepts of employee involvement, experience, and satisfaction to raise company performance. Keywords: Private banking, Regression, employee satisfaction, Employee engagement, employee experience
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Mziwao, Sabina, and Crispin John Mbogo. "Contribution of Employee’s Job Satisfaction on Organization Performance: A Case Study of Mkombozi Bank, Dar es Salaam." International Journal of Engineering, Business and Management 6, no. 4 (2022): 12–19. http://dx.doi.org/10.22161/ijebm.6.4.2.
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In recent times, the issue of employee job satisfaction has been crucial for developing and achieving the aims and goals of organizations. This study examines contribution of employee’s job satisfaction on organization performance with particular reference to Mkombozi Bank in Dar es Salaam. Specifically, the study aimed to investigate the impact of talent development, to determine how reward influences employee job satisfaction and lastly the study examined how career promotion of employees affected Mkombozi Bank performance. Descriptive research study was carried out, the research used a sample size of 30 workers. The data for the study is largely obtained via semi-structured questionnaires. The study employed analytical descriptive statistical approaches for analyzing the relationship between the indicators of employees’ job satisfaction and organization performance. Inferential statistics, particularly correlation matrix and multi-regression were the statistical instruments employed for the study analysis. Findings of the study document a weak or no relationship between employee job satisfaction and organization performance. These findings might contravene by other background variables like age of employees, gender, experience, type of jobs, education, etc.) or measurement methods. Depending on the outcomes of this study, the management need to understand that, there is a connection between employee job satisfaction and organization performance. Even though the link has been found to be weak here, it was simply contravened by other variables and measurement methods employed. The management is advised to look at these findings as an eye opener for it to reflect and work on the employee job satisfaction factors in the efforts of improving organizational performance.
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Triwahyuni, Ririn, and Vivin Maharani Ekowati. "THE EFFECT OF EMPLOYEE SATISFACTION ON EMPLOYEES PERFORMANCE TRHOUGH ORGANIZATIONAL COMMITMENT." Management and Economics Journal (MEC-J) 1, no. 1 (December 6, 2017): 01. http://dx.doi.org/10.18860/mec-j.v1i1.4525.
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<p>This study purpose is to analyze the effect of job satisfaction and organizational commitment on performance. This research uses a quantitative approach with explanatory research type where the aim is to test between hypothesized variables. This research has hypotheses that will be tested the truth. Samples are 86 respondents. Data is collected by questionnaires and documentation. The data is analyzed by Partial Least Square (PLS). The research result indicates that job satisfaction has a direct effect on employee performance at PT Pindad (Persero). Job satisfaction has no direct effect on employee performance. Test Sobel results show organizational commitment does not mediate the effect of job satisfaction on employee performance.</p><p><strong>Keywords</strong>: job satisfaction, organizational commitment, performance</p>
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Prawira, I. Gusti Agung Gde Yoga, and I. Gusti Made Suwandana. "PERAN KEPUASAN KERJA MEMEDIASI PENGARUH STRES KERJA TERHADAP KINERJA KARYAWAN HOUSEKEEPING DEPARTMENT FAVE HOTEL." E-Jurnal Manajemen Universitas Udayana 8, no. 8 (August 3, 2019): 5060. http://dx.doi.org/10.24843/ejmunud.2019.v08.i08.p13.
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Companies must be able to maintain employee performance to remain stable and even increase. Satisfied employees are effective and well-performing workers. The purpose of this study was to determine the direct effect of work stress and job satisfaction on employee performance, to determine work stress on employee job satisfaction, and to determine the effect of Job Satisfaction in mediating the effect of work stress on employee performance. The population in this study were 47 Fave Hotel Housekeeping Department employees. Sampling uses a saturated sample technique and the data was analyzed using path analysis techniques. The results showed that work stress has a negative and significant effect on job satisfaction and employee performance, namely the higher the level of work stress that employees have, the lower the job satisfaction and employee performance that will be formed within the employee. Job satisfaction has a positive and significant effect on employee performance. This means that the higher job satisfaction felt by employees, the higher the performance of employees that will be formed. Job satisfaction is positively and significantly mediates the effect of work stress on employee performance.
Keywords: Job Satisfaction, Job Stress, and Employee Performance
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Messmer, Max. "Building employee job satisfaction." Employment Relations Today 32, no. 2 (2005): 53–59. http://dx.doi.org/10.1002/ert.20063.
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Zyberaj, Jetmir, and Cafer Bakaç. "Insecure yet Resourceful: Psychological Capital Mitigates the Negative Effects of Employees’ Career Insecurity on Their Career Satisfaction." Behavioral Sciences 12, no. 12 (November 24, 2022): 473. http://dx.doi.org/10.3390/bs12120473.
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The COVID-19 pandemic has increased employee career concerns (i.e., insecurity), and many people face difficulties with their current jobs. In addition, employees have struggled with their health due to COVID-19. Based on the psychological capital (PsyCap) and the conservation of resource theories, we suggest that personal resources, such as resilience, can mitigate the adverse effects of employee career insecurity on their career-related outcomes, such as career satisfaction, as well as on their health. In a German-speaking sample (N = 185) and a two-wave design, we investigated the role of employees’ career insecurity on their career satisfaction. We employed PsyCap as a moderator in these relationships. Results showed a negative relationship between career insecurity and career satisfaction. In addition, moderation analyses revealed that PsyCap significantly moderates the effects of career insecurity on employee career satisfaction. Specifically, for high PsyCap the effect of career insecurity on employee career satisfaction does not hold significant, while it does for low PsyCap, showing that PsyCap can mitigate the negative effects of career insecurity on employee career satisfaction. With a robust personal construct in career research, our study contributes to this field by investigating the role of PsyCap for employee careers, especially in a crisis context (i.e., COVID-19). We discuss implications for employees and organizations.
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Kosasih, Achmad. "Pengaruh Kepemimpinan Transformasional, Budaya Organisasi dan Motivasi Kerja Pegawai terhadap Kepuasan Kerja Pegawai serta Implikasinya pada Kinerja Pegawai PDAM di Propinsi Banten." Journal of Government and Civil Society 1, no. 2 (February 22, 2018): 159. http://dx.doi.org/10.31000/jgcs.v1i2.442.
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This research is motivated by the performance of PDAM employees in Banten Province which is not yet optimal. One of the factors is the low level of employee satisfaction which is caused by the lack of transformational leadership, the low of organizational culture and the low of employee work motivation. This study aims to determine and analyze the influence of transformational leadership, organizational culture and employee work motivation on employee satisfaction and its implications on the performance of PDAM employees in Banten Province. This study use descriptive and verification approach. The sample used in this research is 284 PDAM employees in Banten Province with population size 1,092 employees. The analysis method of this study is the Path Analysis. The results of this study found that there is a direct influence of transformational leadership on employee satisfaction (23.32%), the direct influence of organizational culture on employee satisfaction (8.12%) and the direct influence of employee work motivation on employee satisfaction (10,28%). Simultaneously, the influence of independent variable on employee satisfaction is 69,02%, and the other factors that is not studied in this research but also affect the employee satisfaction is 30.98%. The effect of employee satisfaction on employee performance is 81.70%, while the other factors that is not studied in this research but also affect the employee satisfaction is 18.30%.Keywords: Transformational leadership, organizational culture, work motivation, job satisfaction, employee performance.
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Fithriyana, Ihda, Siti Maria, and Tetra Hidayati. "The Relationship between Employee Satisfaction and Employee Performance mediated by Employee Engagement." Frontiers in Business and Economics 1, no. 3 (December 31, 2022): 147–53. http://dx.doi.org/10.56225/finbe.v1i3.120.
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Countries all over the world are encouraged to improve the performance quality of their human resources as a result of the globalization era’s growing level of competitive competition. Performance and employee satisfaction are closely related, whereas high employee satisfaction typically leading to improve employee performance and a sense of engagement to the organization. This research aims to study and analyze the influence of employee satisfaction in employee engagement towards employee performance. Using certain criteria, 110 employees of PT. IDS Medical Systems Indonesia were selected as the sample. The technique used to collect data from the respondents is questionnaires. Further, analysis model used is Structural Equation Model (SEM) with the basis of theory and concept with Smart-PLS software. This study found that employee satisfaction has direct significant effect on employee engagement and has a direct and significant effect on employee performance.
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Semnani, Behrouz Lari, Mohammad Mahmoudi Maymand, Lotfollah Frozandeh Dehkordi, and Rasoul Sanavi Fard. "Effect of Employee Branding on Customer Satisfaction, Favorable Reputation and Employee Satisfaction." International Journal of Asian Social Science 5, no. 3 (2015): 140–55. http://dx.doi.org/10.18488/journal.1/2015.5.3/1.3.140.155.
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Nabilah, Farah Jihan, and Sulastri Irbayuni. "EFFECT OF EMPLOYEE SATISFACTION AND EMPLOYEE DISCIPLINE ON EMPLOYEE PERFORMANCE OF PT. MEDIATECH CENTRA FILTER SURABAYA." Business and Finance Journal 7, no. 1 (March 31, 2022): 35–44. http://dx.doi.org/10.33086/bfj.v7i1.2709.
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This study aims to analyze the gain of progress and achieve goals. Companies need to encourage and monitor employee performance to develop their abilities to the potential. This research is quantitative, with the data used being secondary. The decline in the performance of employees in the production department has an impact on the company because it can hinder the company's filter production, and the company's production targets are not achieved. Human resource management's scope generally discusses human beings' matters, including employee job satisfaction. Employee job satisfaction is a factor that is considered necessary because it can affect the running of the company as a whole. The satisfaction felt by employees at work indicates that employees have feelings of pleasure in carrying out work duties. Job satisfaction is also a positive attitude of employees towards various situations in the workplace. For organizations, employee job satisfaction must receive attention and fulfilment of this is primarily the task of organizational leaders. For employees, job satisfaction is an individual factor, and a means to achieve work productivity. So within the scope of human resource management, job satisfaction factors benefit organizations/companies, employees, and even the community.
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Amoopour, Masoud, Marhamat Hemmatpour, and Seyed Saeed Mirtaslimi. "Job Satisfaction of Employee and Customer Satisfaction." Oman Chapter of Arabian Journal of Business and Management Review 3, no. 6 (January 2014): 1–6. http://dx.doi.org/10.12816/0016457.
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Hajiali, Ismail, Andi Muhammad Fara Kessi, B. Budiandriani, Etik Prihatin, Muhammad Mukhlis Sufri, and Acai Sudirman. "Determination of Work Motivation, Leadership Style, Employee Competence on Job Satisfaction and Employee Performance." Golden Ratio of Human Resource Management 2, no. 1 (February 28, 2022): 57–69. http://dx.doi.org/10.52970/grhrm.v2i1.160.
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The goal of this study was to look at the impact of work motivation, leadership style, and competence on job satisfaction, as well as the effects of work motivation, leadership style, and competence on performance, job satisfaction's impact on performance, and the impact of work motivation, leadership style, and competence on performance via job satisfaction. The research will take place at LLDIKTI-IX. The study's population and sample size were 125 employees (complete sampling). The data from the questionnaire was analyzed with the use of AMOS 18 and the Structural Equation Model. According to the findings, work motivation has a negative and significant impact on job satisfaction. Employee motivation in existence, connectedness, and growth is still low, but it is necessary to improve employee job satisfaction. Employee performance is influenced by competence in a positive but insignificant way. Employee competency is still a career development issue, with little attention paid to the role of innovation and technology in improving employee performance. Employee performance is influenced by competence through job satisfaction in a positive but insignificant way. Employee job satisfaction is poor in enhancing their performance since applying competencies that have been directed thus far is still like meeting work needs.
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Darma, Prayoga Setia, and Achmad Sani Supriyanto. "THE EFFECT OF COMPENSATION ON SATISFACTION AND EMPLOYEE PERFORMANCE." Management and Economics Journal (MEC-J) 1, no. 1 (December 6, 2017): 66. http://dx.doi.org/10.18860/mec-j.v1i1.4524.
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<p>The globalization era requires employees to have good performance and results. Therefore, many companies implement compensation system. Effective compensation is expected to add value to employee’s satisfaction to stimulate employees to always work better. This research aim is to determine the effect of compensation on employee satisfaction and employee performance and employee satisfaction to mediate the effect of compensation on employee performance. The research objects are employees of PT. Telekomunikasi Indonesia. The data is collected by questionnaires and analyzed by SmartPLS version 2.0M3 software. The results show that compensation effects on employee satisfaction and employee performance at PT. Telekomunikasi Indonesia. Employee satisfaction can mediate the effect of compensation on employee performance. It can be concluded that compensation at PT. Telekomunikasi Indonesia has been classified as good and can improve employee satisfaction and employee performance.</p><p><strong>Keywords</strong>: Compensation, Satisfaction, Employee Performance</p>
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Evanschitzky, Heiner, Christopher Groening, Vikas Mittal, and Maren Wunderlich. "How Employer and Employee Satisfaction Affect Customer Satisfaction: An Application to Franchise Services." Journal of Service Research 14, no. 2 (December 17, 2010): 136–48. http://dx.doi.org/10.1177/1094670510390202.
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Omar, Muhamad Saufiyudin, Nurhidayah Rafie, and Shahrizal Ahmad Selo. "JOB SATISFACTION INFLUENCE JOB PERFORMANCE AMONG POLYTECHNIC EMPLOYEES." International Journal of Modern Trends in Social Sciences 3, no. 14 (December 3, 2020): 39–46. http://dx.doi.org/10.35631/ijmtss.314003.
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Job satisfaction is a crucial factor that determines the performance of the employees. However, plenty of researches has been studies on this topic, but very limited studies focus on Polytechnic employees. Therefore, this study aims to examine the influence of job satisfaction and employee performance in the context of Polytechnic employees. The quantitative and cross-sectional method was employed. A total of 130 respondents answered the survey. The simple regression analysis result reveals that job satisfaction significantly and positively influenced employee performance. This suggests that enhancing job satisfaction among Polytechnic employees is critically important to improving their performances. More details about its findings and implications are discussed.
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Tansel, Aysit, and Şaziye Gazîoğlu. "Management-employee relations, firm size and job satisfaction." International Journal of Manpower 35, no. 8 (October 28, 2014): 1260–75. http://dx.doi.org/10.1108/ijm-09-2014-0179.
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Purpose – The purpose of this paper is to investigate the job satisfaction in relation to managerial attitudes towards employees and firm size using the linked employer-employee survey results in Britain. Design/methodology/approach – The authors first investigate the management-employee relationships and the firm size using maximum likelihood probit estimation. Next various measures of job satisfaction are related to the management-employee relations via maximum likelihood ordered probit estimates. Four measures of job satisfaction that have not been used often are considered. They are satisfaction with influence over job; satisfaction with amount of pay; satisfaction with sense of achievement and satisfaction with respect from supervisors. Findings – Main findings indicate that management-employee relationships are less satisfactory in the large firms than in the small firms. Job satisfaction levels are lower in large firms. Less satisfactory management-employee relationships in the large firms may be a major source of the observed lower level of job satisfaction in them. Practical implications – These results have important policy implications from the point of view of the firm management while achieving the aims of their organizations in particular in the large firms in the area of management-employee relationships. Improving the management-employee relations in large firms will increase employee satisfaction in many respects as well as increase productivity and reduce turnover. Originality/value – The nature of the management-employee relations with firm size and job satisfaction has not been investigated before.
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Melián-González, Santiago, Jacques Bulchand-Gidumal, and Beatriz González López-Valcárcel. "New evidence of the relationship between employee satisfaction and firm economic performance." Personnel Review 44, no. 6 (September 7, 2015): 906–29. http://dx.doi.org/10.1108/pr-01-2014-0023.
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Purpose – Employee satisfaction appears in any discussion about how employees can contribute to organizational performance. The purpose of this paper is to test the relationship between employee satisfaction and organizational performance; this later measured with three firm-level performance outcomes (return over assets, operating margin, and revenue per employee). Design/methodology/approach – At different times and from two independent sources the authors obtained firms’ data about worker attitudes and financial and productivity performance, respectively. The analyzed sample of 475 firms is the biggest among the studies that analyze performance and employee satisfaction at the firm level. The impact of employee satisfaction over firm performance was assessed. Findings – Overall satisfaction and satisfaction with senior leadership, compensation, and work/life balance, respectively impact firm performance. Research limitations/implications – The ratings come from both employees and ex-employees and the individual characteristics were unknown. Additionally as an internet-based sample there has been a lack of control over the individuals’ response process. Practical implications – Managers have evidence about the importance of their employees’ satisfaction on firm performance, and on how the facets involved on worker satisfaction impact the performance. Social implications – Employer review web sites are increasing their popularity. However, unlike the marketing field with consumers HR area has not taken advantage of this trend. The found results may contribute to highlight the importance of this kind of data. Originality/value – Hitherto there is only one empirical evidence about the positive role of worker satisfaction in objective and financial firm level performance. That was based in best-firms type data. The current study draws in a big sample independent of this kind of rankings. Additionally, the job facet satisfaction conceptualization considered demonstrates the usefulness of this way to understand the employee satisfaction.
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Muhammad Asad Khan, Altaf Hussain, and Mohammad Hanif Khan. "The Moderating Effect of Employee Satisfaction on the Relationship of Goal-Setting and Purposes, Fairness and Rating Scale Format with Employee Job Performance." Journal of Business and Social Review in Emerging Economies 6, no. 1 (March 31, 2020): 309–20. http://dx.doi.org/10.26710/jbsee.v6i1.1066.
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The aim of this article is to explore the moderating effect of employee satisfaction on the relationship of goal-setting and purposes, fairness and rating scale format with employee job performance in the academic setting. Data were collected through survey questionnaire from 300 employees working in six public sector universities of KP, Pakistan. Multiple regression analysis has been used to test the hypothesis. The dimensions of the performance appraisal were found to be significantly correlated to employee job performance and employee satisfaction played a crucial role in moderating this relationship. Potential reasons and suggestions for managers and employees are discussed. The paper adds to the current pool of knowledge on the links among goal-setting and purposes, fairness, rating scale format, employee satisfaction and employee job performance. Various facets of these constructs were analyzed, so as to give an extensive and more ample understanding of the determinants that influence employer and employees
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Priyatama, Nova Yudha Liandi, and Fajariyanti Fajariyanti. "The Effect of Employee Empowerment, Team Work and Employe Training on Job Satisfaction (Study on Employee PT. Kusumahadi Santosa and PT. Dan Liris)." Media Riset Manajemen 2, no. 1 (May 30, 2019): 49–60. http://dx.doi.org/10.20961/mrm.v2i1.17.
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The study purposes were 1) Examining the effect of Employee Empowerment on Job Satisfaction; Examining the effect of Team Work on Job Satisfaction; 3) Examining the effect of Employee Training on Job Satisfaction. This research was conducted on employees of PT. Kusumahadi Santosa and PT. Dan Liris. This research is a survey method. The sample used in this study were 148 respondents. Sampling technique used is convenience sampling as for the collection of data in this study using a questionnaire. Data were analyzed using SPSS 23. The results of this study can be concluded that: 1) Employee Empowerment has negative effect and not significant on Job Satisfaction; 2) Teamwork has positive and significant influence on Job Satisfaction; 3) Employee Training has positive and significant influence on Job Satisfaction. From the results of this study the authors suggest that companies increase the amount of training provided in order to increase employee job satisfaction. Employees should be more caring, respectful and also maintain relationships with coworkers / team members so that relationships with team members are better that will increase job satisfaction.
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Hidayati, Siti Noor, and Antonius Ermiyanto. "Analisis Faktor Motivasi Intrinsik dan Motivasi Ekstrinsik Pengaruhnya terhadap Kinerja Karyawan dengan Kepuasan Kerja sebagai Mediasi." Jurnal Maksipreneur: Manajemen, Koperasi, dan Entrepreneurship 7, no. 1 (December 31, 2017): 18. http://dx.doi.org/10.30588/jmp.v7i1.320.
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<p><span class="fontstyle0">Intrinsic motivation is an employee motivating factor for achievement that comes from within the person, while extrinsic motivation is sourced from outside the person. This research has been conducted to survey on 140 employees of PT Taman Wisata Candi Prambanan consisting of 65 permanent employees and 75 contract employees. The results of this research can be concluded that intrinsic and extrinsic motivation have significant </span>effects to employee performance indirectly with job satisfactions mediation. The influence of extrinsic motivation on job satisfaction and subsequently to employee performance is more dominant than intrinsic motivation. The level of intrinsic motivation, extrinsic motivation, job satisfaction, and employee performance of permanent employees, higher than contract employees, and the difference of them is significant.</p>
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Sah, Gunja Kumari, and Shiva Prasad Pokharel. "Impact of Job Satisfaction on Performance of Employees Working Nepalese Life Insurance Companies, Kathmandu, Nepal." Journal of Management 5, no. 1 (August 25, 2022): 11–23. http://dx.doi.org/10.3126/jom.v5i1.47735.
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Employee satisfaction is essential for an organization's success and survival. Job satisfaction measures how happy workforces are with their jobs and working environment. Many factors involve improving or maintaining high satisfaction rates, which wise insurance sectors would do well to implement. Employees’ job satisfaction is a multi-disciplinary concept that results from their perception of their jobs and the degree to which a good fit exists between them and the insurance sector. This study aims to examine the relationship between job satisfaction dimensions and employee performance, and it also explores how satisfaction influences employee performance in life insurance sectors. Descriptive and causal-comparative research designs were employed to examine the relationship and explore the dimensions. Data have been gathered from the 240 respondents through stratified sampling techniques and entered into SPSS version 20 for the analysis. The correlation result of the study clarified that there was a positive and significant relationship between job satisfaction constructs and employee performance. As per regression analysis, payroll had a higher influence on job performance than other factors and was positively significant. So, the payroll system affected employees satisfaction to increase their performances. It has also reported significant positive relationships between interpersonal relationships and employee performance. However, there was an insignificant relationship between working environment and job performance.
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Chou, Hsin-Hui, Shih-Chieh Fang, and Tsung-Kai Yeh. "The effects of facades of conformity on employee voice and job satisfaction." Management Decision 58, no. 3 (September 16, 2019): 495–509. http://dx.doi.org/10.1108/md-04-2019-0492.
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Purpose Employee voice can improve organizational and individual performance. The purpose of this paper is to consider individuals’ evaluations of various features of their work situations. In particular, emotional exhaustion mediates the influence of facades of conformity on employee voice behavior and job satisfaction. This study examines a model in which facades of conformity negatively affects employee voice and job satisfaction through emotional exhaustion. Design/methodology/approach A total of 401 employer–employee dyads from a large manufacturing company and public organizations in Taiwan were surveyed. Two-wave data demonstrated a significant positive relationship between facades of conformity and its outcomes, mediated by emotional exhaustion. Findings The results reveal that facades of conformity relates to employee voice and job satisfaction. Additionally, emotional exhaustion is an important mechanism in the relationships between facades of conformity and employee voice and facades of conformity and job satisfaction. Research limitations/implications Although this study obtained data from employer–employee dyads, practical constraints prevented complete consideration of issues in the work domain, such as colleagues, which might influence employees’ voice and job satisfaction. Practical implications Employee who exhibit facades of conformity in an organization may work smoothly for short periods of time, the emotional response triggered by the conflict between their external behavior and their inner values can further reduce their voice behavior and thus affect the organization’s overall performance voice refers to an employee providing challenging advice to contribute to the success of an organization. Originality/value The findings have implications for the understanding of employees’ conditions and its associations with social issues in the workplace.
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Perić, Goran, Sandra Dramićanin, and Nebojša Pavlović. "The influence of internal service quality and employee satisfaction on organizational commitment in travel agencies: The case of Serbia." Menadzment u hotelijerstvu i turizmu 9, no. 1 (2021): 43–60. http://dx.doi.org/10.5937/menhottur2101043p.
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The aim of the research is to observe the influence of internal service quality and employee satisfaction on organizational commitment of employees in travel agencies. A sample of 150 respondents employed in travel agencies in Serbia was surveyed in April 2020, using the questionnaire technique and validated instruments: a modified SERVQAL model, Job Satisfaction Survey (JSS) and Organizational Commitment Questionnaire (OCQ). The influence of internal service quality and employee satisfaction on organizational commitment in travel agencies was tested using multiple regression. Research findings have indicated that the increase in internal service quality and employee satisfaction is accompanied by an increase in organizational commitment of employees in travel agencies. Finally, the results, implications and limitations are presented, and future research recommendations are specified.
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Khaliq, Abdul. "RELATIONSHIP OF EMPLOYEE TRAINING, EMPLOYEE EMPOWERMENT, TEAM WORK WITH JOB SATISFACTION." Journal of Arts & Social Sciences 7, no. 2 (December 31, 2020): 185–98. http://dx.doi.org/10.46662/jass-vol7-iss2-2020(185-198).
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Current research is designed to check the impact of employee training, employee empowerment, team work on job satisfaction. Employee training, employee empowerment, team work are independent variables and job satisfaction is dependent variable. Overall, 160 employees of banks employees who are working at managerial level are selected randomly. Results indicates that employee training, employee empowerment, team work has significant positive impact on job satisfaction. It is also seen that teamwork is emerging as strong predictor of job satisfaction the employee empowerment is second good predictor of job satisfaction. In future researches, this kind of researches will be also conducted in other kind of industries like hotel industry, telecom sector and education sector. In future researches some other potential predictors of job satisfaction like employee compensation, employee appraisal will also include. It is also better to include some better outcomes like employee loyalty and employee productivity for generalization.
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Janicijevic, Nebojsa, and Katarina Ignjatović Paunović. "Employee and the Self-Employed Job Satisfaction: Similarities and Differences." Management:Journal of Sustainable Business and Management Solutions in Emerging Economies 24, no. 1 (October 27, 2018): 43. http://dx.doi.org/10.7595/management.fon.2018.0024.
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Research question: This paper investigates if there are differences between employees and the self-employed job satisfaction levels. Motivation: The motive for this research was the desire to determine the validity of the assumption that the self-employed are more satisfied with their jobs than employees, and also to investigate for the first time in Serbia the differences in the self-employed and employee job satisfaction. The paper relies on earlier research works that have all shown that the self-employed are more satisfied with their jobs than employees (Blanchflower, 2004). This is due to the autonomy at work that the self-employed have, while employees experience it in a smaller degree. In addition, the selfemployed also have better opportunities to organize their work so that it can be interesting, a greater flexibility at work and larger income. Idea: In this perspective, the central hypothesis of this study is that in Serbia, and also other researched countries, the self-employed job satisfaction is higher than that of the employees in their firms. Therefore, the research has been directed to determine whether job satisfaction, as a dependent variable, is systematically different depending on the respondents’ status (self-employed – employee), as an independent variable. Data: The research included 127 employees in 15 different business firms run by the self-employed from different parts of Serbia. Of the total number of respondents, 52 were self-employed while 75 were employees. The respondents rated the importance of and their satisfaction with 12 job dimensions. Tools: While calculating the average importance and satisfaction rates of the self-employed and employees, as well as the statistical significance of the differences in their ratings by means of independent sample t test, significant results have been obtained. Findings: Just like in the earlier research, it has been confirmed that the self-employed show a higher level of total job satisfaction in comparison with employees. Statistically significant differences in the job dimensions’importance exist only in the job dimension “Work that does not require overtime”, which is significantly more important to employees than to the self-employed. With respect to job satisfaction, statistically significant differences exist in 6 out of 12 job dimensions, and in each of them the self-employed are more satisfied than the employees. Unlike in earlier research, the main source of the self-employed satisfaction is not autonomy at work, but personal responsibility in task completion, safe working conditions and friendly atmosphere at work. Contribution: The study has once again shown that the selfemployed are more satisfied with their job in comparison with the employees, and that this also applies in Serbia.
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Alkistasari, Intan, and Eric Harianto. "Reviewing the Human Capital Performance Stimulants of Employees In Logistic Transportation with a Quantitative Approach." Jurnal Entrepreneur dan Entrepreneurship 11, no. 2 (October 3, 2022): 187–200. http://dx.doi.org/10.37715/jee.v11i2.3162.
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This study aims to determine the effect of work discipline, work environment, andorganizational culture on job satisfaction and employee performance in logisticstransportation companies. This study uses a sampling technique that is saturated sample.The population used in this study were all employees of PT. Surya Lintas Abadi, totaling56 people. This research was conducted from May 2021 to December 2021. This researchmethod is quantitative with data collection using questionnaires. The analytical methodused is Partial Least Square (PLS). The results of this study are work discipline has aneffect on job satisfaction, work environment has an effect on job satisfaction, organizationalculture has an effect on job satisfaction, job satisfaction has an effect on employeeperformance, work discipline has no effect on employee performance, work environmenthas an effect on employee performance, organizational culture has an effect on employeeperformance. Of the seven existing hypotheses, the biggest influence is the effect of workdiscipline on job satisfaction.PT. Surya Lintas Abadi can increase employee satisfactionby making employees have time discipline. The hypothesis that has no effect is the effect ofwork discipline on employee performance .PT. Surya Lintas Abadi needs to implement akey performance index as a tool to make it easier to assess and evaluate employeeperformance.
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Muda, Veronica, Oscar Agyemang Opoku, Jerry Anim, and Isaac Opoku Dadzie. "The Effect of Job Satisfaction on Staff Retention and Attrition at GCB Bank PLC in Upper East Region of Ghana." Journal of Corporate Finance Management and Banking System, no. 24 (July 11, 2022): 25–35. http://dx.doi.org/10.55529/jcfmbs.24.25.35.
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The research aimed to assess the link among bank employees using the GCB Bank for the study of job satisfaction and employee attrition. The study employed case study of the quantitative approach. Out of the 325, simple random sampling was adopted to select 130 employees of GCB in Upper East. Questionnaire was the main data collection instrument used. The data gathered were analysed using frequencies, percentages means, and standard deviations as well Pearson correlation and regression. The study found that job satisfaction affects retention of employees. When any component of job satisfaction is troubled, it will directly affect the employee turnover. Employee satisfaction can positively impact the organization as it increases employee productivity, performance, quality of work, profits, commitment to the organization and reduces turnover and absenteeism. Therefore, the study recommended that employers engage in practices that support good working relationships and benefits; job satisfaction improves because workers tend to believe that the company is using their skills, appreciating their service and commitment. In turn, higher job satisfaction generally results in higher levels of employee retention. Also, management should always provide an enabling environment that protects the health and safety of employees and minimizes stress. Incorporate a climate of trust by being honest with employees, treating them fairly, justly and consistently, keeping its words, and showing willingness to listen to the comments and suggestions made by employees during processes of consultation and participation.
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Sakti, Ifa Pannya, Nyoman Anita Damayanti, and Thinni Nurul Rohmah. "Improving Job Satisfaction Employee At Panti Waluya Sawahan Hospital Malang." STRADA Jurnal Ilmiah Kesehatan 9, no. 2 (November 1, 2020): 420–28. http://dx.doi.org/10.30994/sjik.v9i2.296.
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Customer satisfaction is related to the performance of employees, and employee performance is closely related to employee job satisfaction. The purpose of this study is to determine the effect of employee job satisfaction on patient satisfaction at the Panti Waluya Sawahan Hospital in Malang. The research method is to conduct a study on secondary data on employee job satisfaction from the results of the survey using a questionnaire to all employees, as many as 507 people in October 2019. The study of the survey results shows that the percentage of employees who said they were satisfied in the 6 aspects of employee job satisfaction was the lowest satisfied with the solution to complaints and most satisfied with the training opportunity. To increase employee job satisfaction, training activities, organizational culture, and self-efficacy should be improved