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Article
Publication date: 1 February 2005

Ronald J. Burke, James Graham and Frank J. Smith

Two studies examined the relationship between employee satisfaction and customer satisfaction in two service organizations.

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Abstract

Purpose

Two studies examined the relationship between employee satisfaction and customer satisfaction in two service organizations.

Design/methodology/approach

Employee satisfaction and customer satisfaction data were gathered separately and aggregated to branch or store level measures.

Findings

The data indicated generally positive and statistically significant relationships between employee satisfaction and customer satisfaction. Customers reported greater service satisfaction with branches or stores whose employees indicated higher levels of work and employees' satisfaction.

Originality/value

Implications for the delivery of high quality customer service are offered.

Details

The TQM Magazine, vol. 17 no. 1
Type: Research Article
ISSN: 0954-478X

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Article
Publication date: 11 October 2021

I Nengah Aristana, I Wayan Edi Arsawan and Ni Wayan Rustiarini

This research aims to test employee loyalty in the hotel industry, particularly during the Covid-19 pandemic. This study examines the relationship between leader support…

Abstract

Purpose

This research aims to test employee loyalty in the hotel industry, particularly during the Covid-19 pandemic. This study examines the relationship between leader support in building job satisfaction, trust and employee loyalty. Also, this research aims to test and explain the role of satisfaction and trust as mediator variables.

Design/methodology/approach

This research used a quantitative design by distributing questionnaires to 206 employees of the 97 hotels in Bali, Indonesia, particularly during pandemic Covid-19. The research data were then analyzed by using WarpPLS software.

Findings

The results revealed that leader support did not have a significant effect on loyalty. Satisfaction and trust act as double mediators in leaders’ support and loyalty relationships.

Research limitations/implications

Employees need leaders’ support to remain loyal to their organization in a slowdown situation due to the Covid-19 pandemic and its various challenges.

Originality/value

Research on the effects of the Covid-19 pandemic on various sectors has been comprehensive. However, the research that invests in employee loyalty in the hospitality industry is still rare. This study analyzes the loyalty of hotel employees, particularly when the tourism sector is experiencing a slowdown. This study also examines the role of trust and satisfaction as mediating relationships between leaders’ support and loyalty, which have not been widely analyzed in previous studies.

Details

International Journal of Tourism Cities, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2056-5607

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Article
Publication date: 1 October 2021

Anja Špoljarić and Ana Tkalac Verčič

This study aims to contribute to the understanding of internal communication and its connections to engagement and employer brands. The authors wanted to test the…

Abstract

Purpose

This 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/approach

A 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.

Findings

The 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/implications

Limitations include using a cross-sectional dataset, which reduces the possibility of determining causality, using self-reports and a common source bias.

Originality/value

The 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.

Details

Journal of Communication Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1363-254X

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Article
Publication date: 9 September 2021

Adwoa Benewaa Brefo-Manuh and Alex Anlesinya

While the extant literature has mainly examined either organisational justice or performance appraisal on employee attitudes, studies assessing the effect of performance…

Abstract

Purpose

While the extant literature has mainly examined either organisational justice or performance appraisal on employee attitudes, studies assessing the effect of performance appraisal justice (PAJ) on employee work attitudes are very limited. Hence, this study aims to investigate the effects of PAJ on employee work attitudes (job satisfaction and employee commitment) using empirical insights from health-care workers in Ghana.

Design/methodology/approach

The study collected data from 302 workers in six selected health-care institutions and used multiple regression and bootstrapping mediation methods for the analyses.

Findings

This study found that interpersonal and procedural PAJ has significant positive effects on job satisfaction, but distributive PAJ showed an insignificant positive outcome. Then, while distributive and procedural PAJ has significant positive effects on employee commitment, interpersonal PAJ was insignificant. Moreover, job satisfaction significantly mediated the relationship between employee commitment and the three dimensions of PAJ.

Practical implications

This implies that PAJ can trigger positive employee work attitudes such as job satisfaction and commitment to facilitate the realisation of positive health-care outcomes if fairness and justice are effectively integrated into performance appraisal practices in health-care institutions.

Originality/value

The study contributes to extending organisation and human resource theories in the context of health-care services by applying the organisational justice theory to understand the job attitudes of workers in the health-care sector and institutions: a highly under-research context with respect to the topic.

Details

European Journal of Training and Development, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2046-9012

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Article
Publication date: 26 August 2021

Shubhangi Bharadwaj, Nawab Ali Khan and Mohammad Yameen

This paper aims to extend employer branding research by investigating the role of job satisfaction and organizational identification as predictors of employee retention…

Abstract

Purpose

This paper aims to extend employer branding research by investigating the role of job satisfaction and organizational identification as predictors of employee retention, and their mediating role between employer branding and employee retention.

Design/methodology/approach

A cross-sectional survey is utilized to gather data from 352 employees working in top Indian IT organizations. Hypotheses were tested and analyzed utilizing SPSS PROCESS Macro.

Findings

The results reveal that employer branding is positively related to job satisfaction, organizational identification and employee retention. The analysis provides support for the mediating effects on employee retention of employer branding through job satisfaction and organizational identification. In addition, results also provide support for the serial mediation model, where employer branding was found to influence employee retention via job satisfaction and organizational identification in a sequential manner. The findings connote that the enhanced positive identity of satisfied employees suppresses the intention to leave among IT professionals.

Practical implications

The findings suggest that an employer branding strategy with a unique set of attributes can provide a competitive advantage to employers in terms of high retention levels. The findings also highlight the fact that the importance of employer branding strategy should not be merely confined to the issue of retention as it can also play a vital role in enhancing job satisfaction and employees' identification level. Hence, managers are required to devise an employer branding strategy with a long-term intent that focuses on gaining a competitive advantage and aiming to improve relationships with employees.

Originality/value

The researchers have enriched social identity and social exchange theory as a theoretical paradigm, examining antecedents of employee retention. The study has extended the foregoing direct or simple mediation models by integrating social identity theory and job satisfaction in a sequential mediation model.

Details

Asia-Pacific Journal of Business Administration, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1757-4323

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Article
Publication date: 9 August 2021

Lourdes Gastearena-Balda, Andrea Ollo-López and Martín Larraza-Kintana

This paper aims to compare job satisfaction in public and private sectors and the mediating role of several job demands and resources on the relationship between the…

Abstract

Purpose

This paper aims to compare job satisfaction in public and private sectors and the mediating role of several job demands and resources on the relationship between the employment sector and job satisfaction.

Design/methodology/approach

Drawing on the job demands-resources model, this study argued that differences in job satisfaction were explained largely by the job characteristics provided in each sector. Data comes from the quality of working life survey, a representative sample of 6,024 Spanish public and private employees.

Findings

This study revealed that public employees were more satisfied than private ones. This relationship was partially mediated by job demands and job resources, meaning that the public and private employment sectors provided different working conditions. Public employees, in general, had fewer demands and more job resources than private ones, which resulted in different levels of job satisfaction. Additionally, partial mediation indicated that public employees are more satisfied than private ones, despite accounting for several job demands and job resources.

Research limitations/implications

While the findings of this study highlighted the relative importance of job demands and job resources in affecting job satisfaction of public and private employees, the generalizability of the results to other countries should be limited as the study only used data from a single country.

Practical implications

A significant portion of the positive effect on job satisfaction of public employees is channeled through the lower levels of routine work and lower number of required working hours and through better job resources such as higher salary, more telework, greater prospects at work and more training utility. To improve job satisfaction, it is apparent that managers should pay special attention to things such as routine work, working hours, training and telework.

Originality/value

This paper contributes to the comprehension of how several job demands and resources simultaneously play a mediating role in explaining the relationship between the employment sector and job satisfaction.

Objetivo

Este artículo compara la satisfacción laboral en los sectores público y privado y el papel mediador de varias demandas y recursos laborales en la relación entre el sector laboral y la satisfacción laboral.

Diseño/metodología/enfoque

Basándonos en el modelo Demandas del Trabajo-Recursos (JD-R), argumentamos que las diferencias en la satisfacción laboral se explican en gran medida por las características del trabajo que se ofrece en cada sector. Los datos proceden de la Encuesta de Calidad de Vida Laboral (ECVT), una muestra representativa de 6.024 empleados públicos y privados españoles.

Conclusiones

El estudio reveló que los empleados públicos estaban más satisfechos que los privados. Esta relación estaba parcialmente mediada por las exigencias del trabajo y los recursos laborales, lo que significa que los sectores de empleo público y privado ofrecían condiciones de trabajo diferentes. Los empleados públicos, en general, tenían menos exigencias y más recursos laborales que los privados, lo que dio lugar a diferentes niveles de satisfacción laboral. Además, la mediación parcial indicó que los empleados públicos están más satisfechos que los privados, a pesar de tener en cuenta varias demandas y recursos laborales.

Limitaciones e implicaciones de la investigación

Si bien los resultados de este estudio ponen de manifiesto la importancia relativa de las exigencias y los recursos del puesto de trabajo a la hora de afectar a la satisfacción laboral de los empleados públicos y privados, la generalización de los resultados a otros países debería ser limitada, ya que el estudio sólo utilizó datos de un único país.

Implicaciones prácticas

Una parte importante del efecto positivo sobre la satisfacción laboral de los empleados públicos se canaliza a través de los niveles más bajos de trabajo rutinario y el menor número de horas de trabajo exigidas y a través de mejores recursos laborales como un salario más alto, más teletrabajo, mayores perspectivas en el trabajo y más utilidad de la formación. Para mejorar la satisfacción laboral, es evidente que los directivos deben prestar especial atención a aspectos como el trabajo rutinario, el horario laboral, la formación y el teletrabajo.

Originalidad/valor

Este artículo contribuye a la comprensión de cómo varias exigencias y recursos del trabajo desempeñan simultáneamente un papel mediador en la explicación de la relación entre el sector del empleo y la satisfacción laboral.

Finalidade

Este artigo compara a satisfação profissional nos sectores público e privado e o papel mediador de várias exigências e recursos de emprego na relação entre o sector do emprego e a satisfação profissional.

Concepção/metodologia/abordagem

Com base no modelo Job Demands-Resources (JD-R), defendemos que as diferenças na satisfação no emprego eram em grande parte explicadas pelas características do emprego fornecidas em cada sector. Os dados provêm do Inquérito à Qualidade da Vida Profissional (QWLS), uma amostra representativa de 6.024 funcionários públicos e privados espanhóis.

Conclusões

O estudo revelou que os funcionários públicos estavam mais satisfeitos do que os privados. Esta relação foi parcialmente mediada por exigências e recursos de emprego, o que significa que os sectores público e privado de emprego proporcionavam condições de trabalho diferentes. Os funcionários públicos, em geral, tinham menos exigências e mais recursos de emprego do que os privados, o que resultou em diferentes níveis de satisfação no emprego. Além disso, a mediação parcial indicou que os funcionários públicos estão mais satisfeitos do que os privados, apesar de contabilizarem várias exigências de emprego e recursos laborais.

Limitações/implicações da investigação

Embora os resultados deste estudo tenham salientado a importância relativa das exigências e dos recursos do emprego para a satisfação dos trabalhadores públicos e privados, a generalização dos resultados para outros países deve ser limitada, uma vez que o estudo apenas utilizou dados de um único país.

Implicações práticas

Uma parte significativa do efeito positivo na satisfação profissional dos funcionários públicos é canalizada através dos níveis mais baixos de trabalho de rotina e do menor número de horas de trabalho necessárias e através de melhores recursos laborais, tais como salários mais elevados, mais teletrabalho, maiores perspectivas no trabalho, e mais utilidade na formação. Para melhorar a satisfação profissional, é evidente que os gestores devem prestar especial atenção a coisas como o trabalho de rotina, horas de trabalho, formação, e teletrabalho.

Originalidade/valor

Este artigo contribui para a compreensão de como várias exigências e recursos laborais desempenham simultaneamente um papel de mediação na explicação da relação entre o sector do emprego e a satisfação profissional.

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Article
Publication date: 1 June 2021

Cláudia Miranda Veloso, Bruno Sousa, Manuel Au-Yong-Oliveira and Cicero Eduardo Walter

This study applies an Employee Satisfaction Index (ESI) model to quantify the level of job satisfaction and explores the factors that influence employee satisfaction

Abstract

Purpose

This study applies an Employee Satisfaction Index (ESI) model to quantify the level of job satisfaction and explores the factors that influence employee satisfaction, performance and loyalty to an information technology recruitment and outsourcing organization in Portugal.

Design/methodology/approach

As an instrument of data collection, questionnaire was applied to the company's employees, which was divided into two parts: the first part consisted of a previous questionnaire, with questions related to sociodemographic characterization; the second part consisted of the ESI. The company operates only in the information technology (IT) market, and there are currently 300 consultants with different skills.

Findings

The results confirm that the company's employees are globally satisfied, and this satisfaction contributes positively and significantly to the reinforcement of contextual performance and to their loyalty to this organization.

Originality/value

Job satisfaction takes on a growing interest in understanding quality of life, strategic management and organizational performance. Job satisfaction contributes to the professional finding, that is, in employees’ activity and in adopting positive attitudes toward customer satisfaction, thus promoting organizational performance.

Details

Journal of Organizational Change Management, vol. 34 no. 5
Type: Research Article
ISSN: 0953-4814

Keywords

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Article
Publication date: 28 May 2021

Jacob Guinot, Adrián Monfort and Ricardo Chiva

In the last few years a new management style and paradigm has emerged with the aim of improving employee motivation, commitment and satisfaction through participatory…

Abstract

Purpose

In the last few years a new management style and paradigm has emerged with the aim of improving employee motivation, commitment and satisfaction through participatory management practices and more democratic organizational structures. Based on this new paradigm, this study examines the consequences of participative decision making for job satisfaction and trust.

Design/methodology/approach

To examine the proposed relationships structural equation modelling was used on a sample of 3,364 employees conducted by the European Foundation for the Improvement of Living and Working Conditions (Eurofound).

Findings

Results confirm that participative decisions positively influence job satisfaction both directly and indirectly by means of employees' perception of trust.

Originality/value

Based on democratic management style, this study shows how participative decisions and trust can increase job satisfaction.

Details

Employee Relations: The International Journal, vol. 43 no. 6
Type: Research Article
ISSN: 0142-5455

Keywords

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Article
Publication date: 22 June 2021

T. S. Nanjundeswaraswamy

The aim of this study is to identify the association between leadership styles (LS) and employee commitment(EC) among employees working in the mechanical manufacturing…

Abstract

Purpose

The aim of this study is to identify the association between leadership styles (LS) and employee commitment(EC) among employees working in the mechanical manufacturing small- and medium-sized enterprises (SMEs), mediated by job satisfaction.

Design/methodology/approach

The research is cross-sectional and the survey method was used, and Pearson correlation analyses, regression analysis and structural equation modelling (SEM) were used to examine the hypothesis. A sample of 911 responses was collected from 102 mechanical manufacturing SMEs in and around Bangalore, India.

Findings

EC depends on the age, the experience of employees, LS of the superior and job satisfaction of employees who are working in the mechanical manufacturing SMEs. The research found out that job satisfaction partially mediates the relationship between LS and EC.

Research limitations/implications

The study is cross-sectional in nature; it measures and quantifies the different variables at a single point period; therefore, the research does not offer outcomes over a long period.

Practical implications

To enhance the commitment of employees working in the mechanical manufacturing SMEs, managers/superiors should make an effort to exhibit a holistic view of LS that enhances job satisfaction and improves the pleasant relationship in the work environment.

Social implications

In the competitive business environment retaining skilled and talented employees is the major challenge for the organization. Many research studies explored that committed employees will retain in the organization for a long tenure. Thus, our study contributes to the body of the literature on predictors of EC. It is noted that the involvement of employees by the leaders during the decision-making process, creates an effective working ambience for the employees and establishes a pleasant relationship among employees. The leader will motivate the employees to work efficiently and effectively, in addition to that they motivate employees to continue working with the same organization. Hence there is a need for the mechanical manufacturing firms to design and implement strategies of motivating employees to remain in the organization. Our study was cross-sectional in nature; it measures and quantifies the different variables at a single point period; therefore, research does not offer outcomes over a long period. Hence a longitudinal study over some time gives more accurate outcomes, and it is more appropriate. This study focused on employees working in the mechanical manufacturing firms, in and around Bangalore, India; therefore, findings cannot be generalized to all employees of the mechanical manufacturing firms.

Originality/value

This research contributes to the existing literature by exploring further evidence and support for the relationship between LS and EC in mechanical manufacturing SMEs. And research also reveals that job satisfaction partially mediates the relationship between the LS and EC in mechanical manufacturing SMEs.

Details

Journal of Economic and Administrative Sciences, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1026-4116

Keywords

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Abstract

Details

The Emerald Review of Industrial and Organizational Psychology
Type: Book
ISBN: 978-1-78743-786-9

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