Relevant bibliographies by topics / Satisfaction of employees

Contents

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

Academic literature on the topic 'Satisfaction of employees'

Author: Grafiati
Published: 4 June 2021
Last updated: 11 February 2022

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Journal articles on the topic "Satisfaction of employees"

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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 (September 25, 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 (January 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 (December 1, 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 (August 3, 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 (July 1, 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 (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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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 (November 3, 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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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 (February 22, 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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Traut, Carol Ann, Rick Larsen, and Steven H. Feimer. "Hanging on or Fading Out?" Public Personnel Management 29, no. 3 (September 2000): 343–51. http://dx.doi.org/10.1177/009102600002900304.

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Job satisfaction remains an important issue for public managers, as they try to motivate workers in today's political environment. Many of the motivational efforts are centered around newer employees, while longer-term workers are automatically assumed to be committed to their jobs. In this study of a medium-size city fire department, employees were surveyed on five aspects of job satisfaction: satisfaction with the supervisor, satisfaction with agency relationships, satisfaction with job training, satisfaction with job content, and overall job satisfaction. The effects of job tenure on satisfaction were uniform across the five aspects. The newest employees were significantly more satisfied with their jobs than were longer-term employees, even when controlling for the organizational rank. For a successful workplace, employers must continue to invest in their longer-term employees even as they develop newer employees. In the 1990s, public sector employers are struggled to maintain a competent and committed workforce. Nowhere was this more true than at the local level in services such as fire fighting where stress is a constant element of working, cooperative relationships are vital, and training demands are continual. Employers not only must hire and train new workers, but also encourage a continued high level of dedication and willingness to learn among their more long-term employees. This study looks at employee job satisfaction among the employees of a fire department in a medium-size city. It then discusses the ongoing challenges of motivating public workers at all levels of experience.
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Zakaria, Noorul Huda, Muhazita Alias, and Norhamimah Rani. "EMPLOYEE’S PRODUCTIVITY: THE MOST DOMINANT FACTORS." International Journal of Entrepreneurship and Management Practices 3, no. 9 (March 10, 2020): 01–13. http://dx.doi.org/10.35631/ijemp.39001.

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An employee is the most important element in the success of a company. In order to achieve the optimum productivity of goods or services, the underlying factors of employee performance are very crucial to be identified. Employers should provide a conducive working environment to ensure that the employees can perform well and satisfactorily towards the success of the company. This paper, therefore, was conducted to determine the most influencing factor of employee’s productivity. The aim is also to investigate the relationship between employee’s productivity and three identified factors which are motivation, working environment and job satisfaction. Besides, the study also aims to examine the strategies to improve the productivity of employees. The respondents were 80 staff of Elektro Serve (M) Sdn. Bhd. (ESMSB) which is based in Paka, Terengganu. In ensuring the stability of information generated, cross-sectional data was conducted using a self-administered questionnaire. Correlation and regression analysis were conducted in analysing the data gathered. The finding shows that motivation is the most influencing factor of employee productivity followed by job satisfaction. Thus, it can be concluded that motivation and job satisfaction are the most dominant factors that contribute to the employee’s productivity.
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Dissertations / Theses on the topic "Satisfaction of employees"

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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 "Satisfaction of employees"

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

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

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Finding & Keeping Great Employees. New York: AMACOM Books, 2002.

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

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Zirbel, Dick Darwin. Job satisfaction between part-time and full-time grocery employees. Ann Arbor, M.I: University Microfilms International, 1986.

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Wunder, Christoph. Income inequality and job satisfaction of full-time employees in Germany. Bonn, 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, England]: Leeds Polytechnic, Dept. of Library and Information Studies, 1986.

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Slejška, Dragoslav. Value-satisfaction model and the value of innovation. [Prague]: 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. St. Louis, Mo: Causeway Pub., 2000.

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Garber, Peter R. 99 ways to keep employees happy, satisfied, motivated and productive. Old Saybrook, CT: Business & Legal Reports, 2004.

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Book chapters on the topic "Satisfaction of employees"

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Koncar, Philipp, and Denis Helic. "Employee Satisfaction in Online Reviews." In Lecture Notes in Computer Science, 152–67. Cham: 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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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, 865–68. Cham: 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, 15–25. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-61240-9_2.

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Drydakis, Nick. "Transgenderism, Sex Reassignment Surgery and Employees’ Job-Satisfaction." In Sexual Orientation and Transgender Issues in Organizations, 83–99. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-29623-4_5.

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Inelmen, Kivanc, and Burcin Hatipoglu. "Hotel Guests’ Satisfaction with Employees in Istanbul and Barcelona." In Tourist Behavior, 65–80. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-78553-0_5.

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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, 65–71. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-33865-1_8.

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Beham, Barbara, David Etherington, and Eduardo Rodrigues. "Variations in Work-life Balance Satisfaction among Service Sector Employees." In Quality of Life and Work in Europe, 118–34. London: Palgrave Macmillan UK, 2011. http://dx.doi.org/10.1057/9780230299443_7.

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Ismail, Anita, Farah Laili Muda@Ismail, Norailis Ab Wahab, and Latifah Abdul Latiff. "Job Satisfaction Among Employees in Sharia-Compliant Hotels in Malaysia." In Proceedings of the 3rd International Halal Conference (INHAC 2016), 291–98. Singapore: Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-10-7257-4_27.

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Livada, Alexandra, and Athanasios Pechlivanidis. "Incentives, Personal Needs, Behavior of the Employees: How Do These Parameters Affect Employees’ Productivity, Job Satisfaction and Commitment?" In Contributions to Management Science, 287–312. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-67020-7_16.

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Li, Jianxin, Jing Luo, and Huijuan Qin. "The Impact of Employees’ Reaction on Customer Satisfaction in Failed Compatibility Management." In LISS 2013, 939–43. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-40660-7_140.

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Conference papers on the topic "Satisfaction of employees"

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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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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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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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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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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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Mira, Mohammed Saud, and Yap Voon Choong. "The Impact of HRM Practices and Employees’ Job Satisfaction on Employees’ Performance at Saudi Ports Authority." In Annual International Conference on Human Resource Management and Professional Development in the Digital Age – HRM&PD 2017. Global Science & Technology Forum (GSTF), 2017. http://dx.doi.org/10.5176/2251-2349_hrmpd17.38.

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Reports on the topic "Satisfaction of employees"

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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. Ames (Iowa): Iowa State University, January 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, January 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, January 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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Edmans, Alex, Lucius Li, and Chendi Zhang. Employee Satisfaction, Labor Market Flexibility, and Stock Returns Around The World. Cambridge, MA: National Bureau of Economic Research, July 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, January 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, January 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, January 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, January 2000. http://dx.doi.org/10.15760/etd.5910.

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Tipton, Kelley, Brian F. Leas, Nikhil K. Mull, Shazia M. Siddique, S. Ryan Greysen, Meghan B. Lane-Fall, and Amy Y. Tsou. Interventions To Decrease Hospital Length of Stay. Agency for Healthcare Research and Quality (AHRQ), September 2021. http://dx.doi.org/10.23970/ahrqepctb40.

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Background. Timely discharge of hospitalized patients can prevent patient harm, improve patient satisfaction and quality of life, and reduce costs. Numerous strategies have been tested to improve the efficiency and safety of patient recovery and discharge, but hospitals continue to face challenges. Purpose. This Technical Brief aimed to identify and synthesize current knowledge and emerging concepts regarding systematic strategies that hospitals and health systems can implement to reduce length of stay (LOS), with emphasis on medically complex or vulnerable patients at high risk for prolonged LOS due to clinical, social, or economic barriers to timely discharge. Methods. We conducted a structured search for published and unpublished studies and conducted interviews with Key Informants representing vulnerable patients, hospitals, health systems, and clinicians. The interviews provided guidance on our research protocol, search strategy, and analysis. Due to the large and diverse evidence base, we limited our evaluation to systematic reviews of interventions to decrease hospital LOS for patients at potentially higher risk for delayed discharge; primary research studies were not included, and searches were restricted to reviews published since 2010. We cataloged the characteristics of relevant interventions and assessed evidence of their effectiveness. Findings. Our searches yielded 4,364 potential studies. After screening, we included 19 systematic reviews reported in 20 articles. The reviews described eight strategies for reducing LOS: discharge planning; geriatric assessment or consultation; medication management; clinical pathways; inter- or multidisciplinary care; case management; hospitalist services; and telehealth. All reviews included adult patients, and two reviews also included children. Interventions were frequently designed for older (often frail) patients or patients with chronic illness. One review included pregnant women at high risk for premature delivery. No reviews focused on factors linking patient vulnerability with social determinants of health. The reviews reported few details about hospital setting, context, or resources associated with the interventions studied. Evidence for effectiveness of interventions was generally not robust and often inconsistent—for example, we identified six reviews of discharge planning; three found no effect on LOS, two found LOS decreased, and one reported an increase. Many reviews also reported patient readmission rates and mortality but with similarly inconsistent results. Conclusions. A broad range of strategies have been employed to reduce LOS, but rigorous systematic reviews have not consistently demonstrated effectiveness within medically complex, high-risk, and vulnerable populations. Health system leaders, researchers, and policymakers must collaborate to address these needs.
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