Relevant bibliographies by topics / Employees’ satisfaction

Contents

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

Academic literature on the topic 'Employees’ satisfaction'

Author: Grafiati
Published: 4 June 2021
Last updated: 16 June 2025

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Journal articles on the topic "Employees’ satisfaction"

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Indrawati, Ida Ayu Agung Ngurah. "PENGARUH MOTIVASI DAN KEPUASAN KERJA KARYAWAN TERHADAP KINERJA KARYAWAN HOTEL DI KAWASAN LOVINA, KABUPATEN BULELENG." Jurnal Ilmiah Hospitality Management 7, no. 1 (2018): 59–64. http://dx.doi.org/10.22334/jihm.v7i1.36.

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Employee satisfaction totally cannot be separated from the fact that employee satisfaction can be achieved when all goals can be fulfilled in performing the duties. Motivation of employees in an organization can be considered either simple or complex problem since humans are basically easy to get motivated by giving what to be desire. The purpose of this study was to identify the effect of work motivation upon employee performance in star-hotels in the area of Lovina, Buleleng and identify the effect of job satisfaction on employee performance in star hotels in the area of Lovina, Buleleng.This research area is located in Lovina, Buleleng. The samples used in this study were 97 employees coming from of three, four, and five stars - hotel in Buleleng, Lovina. Multiple linear regression method was used to explain the pattern of the relationship between the factors of individual character, the perception of fairness, and performance.Based on the results of data statistical calculations on the influence of work motivation and job satisfaction on employee’s performance, it showed that motivation and job satisfaction simultaneously influenced the employee’s performance in stars – hotels in Lovina, Buleleng; partially work motivation and job satisfaction variables affected the performance of employees at the stars - hotels in the heart of Lovina Buleleng; as well as the dominant influence on the motivation of the employee's performance in the area of Lovina, Buleleng.
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G, Santhoshkumar, Jayanthy S, and Velanganni R. "Employees Job Satisfaction." Journal of Advanced Research in Dynamical and Control Systems 11, no. 0009-SPECIAL ISSUE (2019): 157–61. http://dx.doi.org/10.5373/jardcs/v11/20192549.

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Ningkiswari, Intan Ayu, and Ratna Dwi Wulandari. "Pengaruh Kepuasan Kerja Terhadap Komitmen Karyawan Rumah Sakit Mata Undaan Surabaya." Jurnal Administrasi Kesehatan Indonesia 5, no. 2 (2018): 162. http://dx.doi.org/10.20473/jaki.v5i2.2017.162-167.

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Preliminary survey result showed the number of employees knowledge about the event held by Undaan Eye Hospital in Surabaya reached 52,8%. It means more than 20% employees are not aware of activity outside the work which that number can affect to decreasing employee commitment to the organization. Job satisfaction factors divided into 5 there are pay satisfaction, promotion, coworker, supervisor and the job characteristic. The aim of this study is to analyze the influence job satisfaction to employee commitment. Observational analytic was used in this research with the cross sectional design. The data was obtained through questionnaire with simple random sampling involving 62 employees as the sample of this research. The data obtained were analyzed using logistic regression test univariate (α=0,05) to examine the influence of Job satisfaction to employee commitment. The test result indicates that job satisfaction significantly influenced employee commitment at significance value of 0,02. Job satisfaction factors that there are influences toward employee commitment are employee’s pay satisfaction (sig=0,001), promotion (sig=0,005), supervisor (sig=0,004) and job characteristic (sig=0,001). On the other hand, the employee’s coworker satisfaction does not influence the employee commitment.Keywords: employee commitment, job satisfaction, job satisfaction factors.
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Rožman, Maja, and Vesna Čančer. "Multidimensional model of managing older employees: The case of financial service companies in Slovenia." Croatian Review of Economic, Business and Social Statistics 5, no. 2 (2019): 76–89. http://dx.doi.org/10.2478/crebss-2019-0013.

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AbstractFuture economic growth and competitiveness will increasingly depend on how effectively employers can utilise their ageing workforces. To manage the inevitable changes in demographics, employers need to start preparing for an ageing workforce and developing strategies to manage and retain older employees. The main objective of this paper is to determine the impact of leadership and employee relations on work satisfaction of older employees, as well as to determine the impact of work satisfaction on the work engagement of older employees in financial service companies in Slovenia. To test the hypotheses, the authors used structural equation modelling. The results show that the effects of leadership and employee relations on work satisfaction in the case of older employees in financial service companies in Slovenia are positive, and the effect of work satisfaction on the work engagement of older employees is positive, too.
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Izza, Ismiyatul, Budhi Setianto, and Inge Dhamanti. "Pengaruh Internal Service Quality (INTQUAL) terhadap Kepuasan Karyawan di RS Islam Ahmad Yani Surabaya." Jurnal Manajemen Kesehatan Indonesia 9, no. 2 (2021): 78–86. http://dx.doi.org/10.14710/jmki.9.2.2021.78-86.

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The job satisfaction that employees get at the organization depends on whether or not the employee's needs are met. Employee needs that can be met will provide job satisfaction. The greater the employee's needs that can be met, the higher the employee's job satisfaction. Meanwhile, if the employee's needs are not met, the employee will have dissatisfaction. Objective: To identify the influence of internal service quality (intqual) on employee satisfaction at RSIAS. Methods: This study analyses an employee satisfaction survey conducted in 2020 using a cross-sectional study design. Population of this research is all employees in RSIAS. The sample of this study is also all employees in RSIAS, which is 421 people. The satisfaction survey is filled in using a score of 1 to 5, then averaged so that a score is obtained to determine the category of each aspect. The data obtained were analyzed based on the theory of internal service quality and employee satisfaction, then tested using a multiple linear regression statistical test model to determine the effect of internal service quality (intqual) on employee satisfaction at RSIAS. Results: The results of statistical tests showed that the value of p = 0.000, meaning that internal service quality has an effect on employee job satisfaction because the value of p <0.05. Several aspects of internal service quality affect job satisfaction, namely the aspects of tools, policies and procedures, management support, goal alignment, effective training and reward and recognition.
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Prasanti, Aderia Putri, and Nyoman Anita Damayanti. "Pengaruh Penerapan Prinsip Leadership, Employee Involvement, dan Continuous Improvement terhadap Kepuasan Kerja Karyawan." Jurnal Administrasi Kesehatan Indonesia 3, no. 2 (2015): 118. http://dx.doi.org/10.20473/jaki.v3i2.2015.118-128.

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ABSTRACT Job satisfaction rate of Rumah Sakit Mata Undaan Surabaya (RSMU)’s employees increasedfrom 76,92% to 78,92% in 2012-2013. Unfortunately, in 2014 this rate decreased to 74,91%. The target set by management is 80%. Therefore, job satisfaction rate of RSMU’s employees has not reached the target. The aim of this study is to analyze the influence of leadership, employee involvement, and continuous improvement principle implementationtowards the job satisfaction of RSMU’s employees. This study used observational method with cross sectional design. The data was obtained through questionnaire with simple random sampling involving 90 employees as the sample of the research. The next step is analyzing the data analytically by using logistic regression test univariate (α=0,05) to examine the influence of leadership, employee involvement, and continuous improvement principle implementation towards the employee’s job satisfaction. The test result indicates that there are influences of two principles implementation towards the employee’s job satisfaction. Those principles, on the one hand, are leadership (sig=0,002) and continuous improvement (sig=0,006). On the other hand, the implementation of employee involvement does not affect the job satisfaction.Keywords :Employee job satisfaction, leadership, employee involvement, continuous improvement
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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 (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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Dwi Shintiya, Chandra Ayu, and Muliawan Hamdani. "PENGARUH KEPEMIMPINAN DAN MOTIVASI TERHADAP KEPUASAN KERJA PEGAWAI PADA PD.BPR BKK BLORA." ECONBANK: Journal of Economics and Banking 2, no. 2 (2020): 129–37. http://dx.doi.org/10.35829/econbank.v2i2.102.

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This study aims to determine the effect of leadership and motivation on employee job satisfaction at PD BPR BKK Blora. The sampling technique used in this study is a census, where the entire population is taken as a sample of 50 employees. The analysis technique used is multiple linear regression. Based on this research, it can be seen that leadership and motivation have a positive and significant effect on job satisfaction. This result means that the better the leadership is applied, the higher the employee's job satisfaction. The existence of a leader who can generate ideas for employees at work, prioritizes partnerships with employees and empowers and involves employees in development can make employees higher job satisfaction. Likewise, motivation means that the higher the work motivation, the higher the employee's job satisfaction.
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Hamid, Mahmud, and Asma Ul Hosna. "Employee’s Sustainable Performance Process: Developing a Model for Sustaining Employees performance by Managing Age Diversity." International Journal of Entrepreneurial Research 4, no. 2 (2021): 42–47. http://dx.doi.org/10.31580/ijer.v4i2.2071.

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Sustaining employees performance is a critical process. Employee sustainability is crucial for achieving organizational sustainability. For an organization, it's important to understand the individual employees perspective based on their age differences. Needs and resources are different for young employees and old employees. This paper proposes a model of sustaining employees performance of diverse age groups of employees by considering individual employee’s based on Herzberg two factor theory, the motivational theory of lifespan development, and transformational leadership theory. This is a conceptual paper in nature and has successfully developed a model. The proposed model has covered important areas which can create employees satisfaction to retain them in the organization. Employee retention has been proposed as a mediator which is a strong component to build employee’s sustainable performance. For the researcher and practitioners, it will be recommended to test this model to identify its impact on employees and employers.
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Balamurugan, G., and M. Sreeleka. "A STUDY ON WORK LIFE BALANCE OF WOMEN EMPLOYEES IN IT SECTOR." International Journal of Engineering Technologies and Management Research 7, no. 1 (2020): 64–73. http://dx.doi.org/10.29121/ijetmr.v7.i1.2020.499.

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Work life balance of women employees plays the major role because they have to manage their personal life for their good quality of life. The employee’s satisfaction is based on the employee to be happy and deliver the level best. Even in the Worst scenario the employee is very loyal to their organization because of the employee Satisfaction. The quality of life is based on the professional life of each and every women employee who are coming forward to support to their family. The problem of the women employee’s face is health condition, Pregnancy discrimination, Sexual harassment, no equal pay, etc. This paper says that how the women employees are balanced and Satisfied in IT sector and the factors that affect the work life balance of women employees are working hours, Job satisfaction, working condition, etc. and find out the women employee job satisfaction were analyzed by using statistical method that is Chi-square and Correlation test.
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Dissertations / Theses on the topic "Employees’ satisfaction"

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Smith, Kaye M., and mikewood@deakin edu au. "Employer satisfaction with employees with a disability." Deakin University. School of Health Sciences, 2002. http://tux.lib.deakin.edu.au./adt-VDU/public/adt-VDU20050815.160034.

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Previous research that addressed determents of employer satisfaction with employees with a disability (EWDs) mainly targeted employers’ perceptions of workplace performance. This thesis used quantitative and qualitative approaches to examine perspectives of employers and disability employment service providers (DESPs) on the complex nature of employer satisfaction with EWDs within an ecological paradigm. Three studies were undertaken. The first analysed questionnaire ratings for 656 employers of workplace performance of EWDs. Analyses found: (1) employers rated EWDs lower than non-disabled employees (NDEs) on employer satisfaction and work performance; (2) determinants of employer satisfaction differed between EWDs and NDEs; (3) employers were more satisfied with EWDs than NDEs in relation to work performance; (4) lower comparative ratings on employer satisfaction for EWDs influenced future employment intentions toward people with a disability; (5) employers’ perceptions of job-match affected ratings on employer satisfaction and performance; (6) effects of job-match on employer satisfaction were direct and indirect, through work performance; and (7) variables representing job-match were relatively more important to employers’ decisions to hire and retain a person with a disability than variables representing Social Concerns and employer/management items. A theoretical model that depicted the influence of processes (job-match) and outcomes (work performance) on employer satisfaction with EWDs was supported. The second study analysed questionnaire ratings from 36 non-employers of EWDs. Findings indicated very similar responses between employers and non-employers of EWDs on experiences related to employer satisfaction with NDEs. Views about the relative importance of variable related to hiring and retaining a person with a disability suggested that generalising findings from the first study to all employers was reasonable. The third study analysed data from interviews with 50 employers and 40 DESPs; and questionnaire responses for 56 DESPs and 36 non-employers of EWDs. This study validated the importance of job-match to successful employment outcomes; suggesting DESPs were undervaluing their services to the employers. The study also showed that Bronfenbrenner’s Ecological Systems Theory provided a relevant framework with which to interpret complex information from different stakeholders, important to understanding employer satisfaction. In summary, employer satisfaction was shown to be a relative concept that varied with referent, and a developmental phenomenon that was influences by many factors operating and interacting at a number of ecological levels. Policies and practices to promote employer satisfaction with EWDs need co-ordinated approaches that recognise the influence of contexts internal and external to the workplace and the dynamic nature and interrelationships of characteristics within these contexts.
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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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Steffen, Amy E. "Employee satisfaction and family-supportive workplace benefits." Online version, 2008. http://www.uwstout.edu/lib/thesis/2008/2008steffena.pdf.

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

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

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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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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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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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Aranson, Anne (Anne Elizabeth). "An Assessment of Employee Satisfaction within a Major Unit of a Worldwide Hotel and Resort Management Company." Thesis, University of North Texas, 1994. https://digital.library.unt.edu/ark:/67531/metadc279360/.

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The purpose of this study was to assess the satisfaction level of 240 employees of a single hotel property. The questionnaire, administered by the Corporate Director of Training, determined if a significant difference exists between overall satisfaction and individual departmental satisfaction regarding 11 dimensions: customer satisfaction, employee involvement/teamwork, work environment, training/development/evaluation, communication, compensation/benefits, supervision, resources, planning/goal setting, general, and departmental interaction. Percentages and t tests were used to analyze the data. Results of the study will help management recommend courses of action needed to address identified problem areas.
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Wynn, Jennifer Kay Lewis Philip M. "Defining bitterness in the workplace." Auburn, Ala., 2006. http://repo.lib.auburn.edu/2006%20Summer/Theses/WYNN_JENNIFER_55.pdf.

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Books on the topic "Employees’ satisfaction"

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

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

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A, Brown G. D., ed. Does wage rank affect employees' wellbeing? IZA, 2005.

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Finding & Keeping Great Employees. AMACOM Books, 2002.

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

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

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Leeds Polytechnic. Dept. of Library and Information Studies., ed. The job satisfaction of non-professional library staff. Leeds Polytechnic, Dept. of Library and Information Studies, 1986.

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Slejška, Dragoslav. Value-satisfaction model and the value of innovation. Sociologický ústav Československé akademie věd, 1990.

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B, Ahr Thomas, ed. Overturn turnover: Why some employees leave, why some employees stay, and ways to keep the ones who you want to stay. Causeway Pub., 2000.

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Bevan, S. Keeping the best: A practical guide to retaining key employees. Institute for Employment Studies, 1997.

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Book chapters on the topic "Employees’ satisfaction"

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

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Abstract Employee satisfaction impacts the efficiency of businesses as well as the lives of employees spending substantial amounts of their time at work. As such, employee satisfaction attracts a lot of attention from researchers. In particular, a lot of effort has been previously devoted to the question of how to positively influence employee satisfaction, for example, through granting benefits. In this paper, we start by empirically exploring a novel dataset comprising two million online employer reviews. Notably, we focus on the analysis of the influencing factors for employee satisfaction. In addition, we leverage our empirical insights to predict employee satisfaction and to assess the predictive strengths of individual factors. We train multiple prediction models and achieve accurate prediction performance (ROC AUC of best model $$=0.89$$ = 0.89 ). We find that the number of benefits received and employment status of reviewers are most predictive, while employee position has less predictive strengths for employee satisfaction. Our work complements existing studies and sheds light on the influencing factors for employee satisfaction expressed in online employer reviews. Employers may use these insights, for example, to correct for biases when assessing their reviews.
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Crespi-Vallbona, Montserrat, Xavier Llopart Perez, Sefa Boria-Reverter, and Oscar Mascarilla-Miró. "Leadership and Employees’ Satisfaction in Contemporary Organizations." In Computational and Decision Methods in Economics and Business. Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-93787-4_3.

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

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

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Hutabarat, Bosker Edward, Prihatin Lumbanraja, and Isfenti Sadalia. "Analysis of Workload, Employee Placement, and Employee Engagement on Employee Job Satisfaction at Medan Customs and Excise Office." In Proceedings of the 19th International Symposium on Management (INSYMA 2022). Atlantis Press International BV, 2022. http://dx.doi.org/10.2991/978-94-6463-008-4_73.

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AbstractOne of the important aspects of human resource management is measuring employee job satisfaction. Job satisfaction is an individual’s general attitude towards his job. This study analyzes the influence of workload, employee placement, and employee engagement on employee job satisfaction at Medan Customs and Excise Office. The study was conducted on 71 employees of Medan Customs and Excise Office. Data collection technique using a survey method was used by distributing questionnaires and processed by SPSS. The study results show that workload, employee placement, and employee engagement simultaneously influence employee job satisfaction; the workload has a significantly negative influence on employee job satisfaction, employee placement has a significantly positive influence on employee job satisfaction, and employee engagement has a significantly positive influence on employee job satisfaction. This study can provide input and consideration for the Medan Customs and Excise Office on the influence of workload, employee placement, and employee engagement on employee job satisfaction.
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Drydakis, Nick. "Transgenderism, Sex Reassignment Surgery and Employees’ Job-Satisfaction." In Sexual Orientation and Transgender Issues in Organizations. Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-29623-4_5.

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Prabowo, Adi Gumelar Cakra, Prihatin Lumbanraja, and Rulianda Purnomo Wibowo. "The Influence of Leadership, Motivation and Reward on Turnover Intention with Job Satisfaction as an Intervening Variable." In Proceedings of the 19th International Symposium on Management (INSYMA 2022). Atlantis Press International BV, 2022. http://dx.doi.org/10.2991/978-94-6463-008-4_80.

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AbstractOne form of employee behavior in the organization is the desire to resign (Turnover Intentions), which leads to the employee’s decision to resign from his job. The company under scrutiny is a distributor of agricultural & plantation fertilizers in the Deli Serdang area, with market areas covering Aceh (NAD), North Sumatra, West Sumatra, Riau, and Kalimantan. The study analyzed the influence of leadership, motivation, and reward on the turnover intention with job satisfaction as intervening variables. This research method was explanatory research with a quantitative approach. The research population of all employees in the company was 100 people. This research instrument used a questionnaire with SEM analysis technique based on variance, namely Partial Least Square. The sampling technique was proportionate stratified random sampling, permanent and contract employees. The findings of this study suggest that leadership has a favorable but not statistically significant impact on job satisfaction. Job satisfaction is influenced by motivation in a positive but non-significant way. Job satisfaction is influenced by reward in a positive but not statistically significant way. Turnover Intention is influenced by leadership in a favorable and important way. Turnover Intention is influenced by motivation in a favorable and important way. Turnover Intention is influenced by job satisfaction in a positive and significant way.
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Sischka, Philipp E., and Georges Steffgen. "Working Conditions of Young People in Luxembourg – A Health Perspective." In Wohlbefinden und Gesundheit im Jugendalter. Springer Fachmedien Wiesbaden, 2022. http://dx.doi.org/10.1007/978-3-658-35744-3_12.

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AbstractThis chapter addresses the working conditions and well-being of young employees working in Luxembourg. Data from the “Quality of Work” project – a project that aims to assess the work quality and its relationship with well-being – was used to describe the working situation of young people in Luxembourg. Within the Quality of Work project employment quality (income satisfaction, training opportunities, career advancement, job security, difficulty of job change, and work-life-conflict), job design (participation, feedback, autonomy), work intensity (mental demands, time pressure, emotional demands), social conditions (social support, mobbing, competition) and physical conditions (physical burden, risk of accident) are seen as key factors that contribute to employee’s health, well-being and motivation (work satisfaction, vigor, burnout, general well-being, health problems). Findings show that younger employees (i.e., between 16 and 29 years) perceive more training opportunities and stronger career advancement compared to employees in the older age groups. They also report more participation, feedback and social support compared to the older age groups. On the other side, young employees report higher levels of physical burden and risk of accident. With regard to well-being, young employees report higher levels of work satisfaction and lower level of physical health problems. Regression analyses showed that the associations of certain working conditions with different well-being dimensions were not the same for the different age groups. Work satisfaction of young employees seems to be less affected by lower career advancement and lower job security compared to employees in older age groups. The present study is the first to elucidate the moderating effect of age on the association between working conditions and well-being/health in Luxembourg.
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Belias, D., D. Kyriakou, Athanasios Koustelios, K. Varsanis, and G. Aspridis. "Personal Characteristics and Job Satisfaction of Greek Banking Employees." In Strategic Innovative Marketing. Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-33865-1_8.

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Inelmen, Kivanc, and Burcin Hatipoglu. "Hotel Guests’ Satisfaction with Employees in Istanbul and Barcelona." In Tourist Behavior. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-78553-0_5.

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Conference papers on the topic "Employees’ satisfaction"

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Levičková, Věra, Eva Mičková, and Michal Řepík. "Employees Satisfaction Determines Their Performance." In Hradec Economic Days 2020, edited by Petra Maresova, Pavel Jedlicka, Krzysztof Firlej, and Ivan Soukal. University of Hradec Kralove, 2020. http://dx.doi.org/10.36689/uhk/hed/2020-01-050.

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Othman, Manisah. "Factors That Influence Employees Job Satisfaction." In IEBMC 2017 – 8th International Economics and Business Management Conference. Cognitive-Crcs, 2018. http://dx.doi.org/10.15405/epsbs.2018.07.02.37.

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WETHKAMP, BEATE, B. EIKELMANN, M. INHESTER, and T. H. REKER. "JOB SATISFACTION AMONG MENTALLY ILL EMPLOYEES." In IX World Congress of Psychiatry. WORLD SCIENTIFIC, 1994. http://dx.doi.org/10.1142/9789814440912_0304.

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Liu, Zhen, and Jie Yang. "A Study on Job Satisfaction of Hotel Employees." In 2009 International Conference on Information Management, Innovation Management and Industrial Engineering. IEEE, 2009. http://dx.doi.org/10.1109/iciii.2009.510.

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Slavić, Agneš, and Julija Avakumović. "JOB SATISFACTION OF EMPLOYEES IN THE HIGHER EDUCATION." In 2nd International Scientific Conference. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2018. http://dx.doi.org/10.31410/itema.2018.914.

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Rolcikova, Marketa. "FACTORS AFFECTING EMPLOYEES� SATISFACTION IN A MINING COMPANY." In 15th International Multidisciplinary Scientific GeoConference SGEM2015. Stef92 Technology, 2011. http://dx.doi.org/10.5593/sgem2015/b13/s3.038.

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WALEK, BOGDAN, and JIŘÍ BARTOŠ. "EXPERT SYSTEM FOR EVALUATION OF SATISFACTION OF EMPLOYEES." In The 11th International FLINS Conference (FLINS 2014). WORLD SCIENTIFIC, 2014. http://dx.doi.org/10.1142/9789814619998_0013.

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Li, Na-Na, and Yu-Jie Hu. "Factors Affecting Employees' Job Satisfaction of Shanghai Disney." In 2022 10th International Conference on Orange Technology (ICOT). IEEE, 2022. http://dx.doi.org/10.1109/icot56925.2022.10008171.

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

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Davidescu, Adriana AnaMaria. "Jordanian Health Employees’ Job Satisfaction. A Vroom Theory Investigation." In 2nd Central and Eastern European LUMEN International Conference - Multidimensional Education and Professional Development. Ethical Values. Cognitive-crcs, 2017. http://dx.doi.org/10.15405/epsbs.2017.07.03.18.

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Reports on the topic "Employees’ satisfaction"

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

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

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

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

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Telecommuting is defined as “a work practice that involves members of an organization substituting a portion of their typical work hours (ranging from a few hours per week to nearly full-time) to work away from a central workplace—typically principally from home —using technology to interact with others as needed to conduct work tasks”(Allen, Golden, & Shockley, 2015: 44). This kind of practice substantially differs from the regular and ordinary modes of work because employees perform their usual work in different settings, usually from home (Allen et al., 2015). Although research has been conducted on telecommuting since the 1970s, it has recently become critical when life incidents, like the COVID-19 pandemic has forced many to work from home. Such events offer rare opportunities, for a wide range of researchers and from various fields, to study important questions that would not typically be able to be asked, such as about telecommuting experiences. We took this opportunity and conducted two studies regarding telecommuting, basing our rationale on the fact that many on-site employees were forced to work from home, across a wide range of occupations as a direct result of the pandemic(Kramer & Kramer, 2020). The aim of our study, thus, was to investigate the preferences of employees who were forced to work from home. Specifically, bycreating latent profiles from important work and personality related constructs, we aimed at predicting employees’ preference for working from home or working on-site based on these profiles, and further investigate the relationship of these latent profiles to perceived productivity, job satisfaction, and job engagement.
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Wiersch, AnnMarie, Barbara J. Lipman, Kim Wilson, and Lucas J. Misera. Clicking for Credit: Experiences of Online Lender Applicants from the Small Business Credit Survey. Federal Reserve Bank of Cleveland, 2022. http://dx.doi.org/10.26509/frbc-cd-20220816.

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This report presents findings on the experiences of small businesses seeking credit from online lenders, based on data from the 2021 Small Business Credit Survey (SBCS). According to findings, firms that apply to online lenders are more likely to be newer and have fewer employees, lower revenues, and weaker credit scores. In addition, Black- and Hispanic-owned firms are more likely than white- and Asian-owned firms to report that they applied to an online lender. Furthermore, contrary to prior SBCS findings, online-lender applicants were less likely than bank applicants to be approved for the full amount of financing they sought. Generally, online-lender applicants reported lower overall satisfaction with their lenders than did bank applicants. Overall, approved applicants cited fewer challenges with their lender experiences than did applicants that were denied. The only exception was at online lenders, where approved applicants were more likely than denied applicants to cite challenges with high interest rates and unfavorable repayment terms.
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Edmans, Alex, Lucius Li, and Chendi Zhang. Employee Satisfaction, Labor Market Flexibility, and Stock Returns Around The World. National Bureau of Economic Research, 2014. http://dx.doi.org/10.3386/w20300.

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

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

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

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

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