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

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

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.

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

Pay communication policies continue to garner attention in human resource management. This article draws on social exchange theory to examine the consequences of different types of pay information on employees' perceived organizational support (POS). Similarly, it draws on the relational model to examine whether pay level satisfaction and satisfaction with variable pay and pay raise procedures mediate the relationships between the different types of pay information and employee POS.

The hypothesized model was tested using structural equation modeling in a sample of 695 employees of Spanish firms.

The five types of pay information considered in this study did not have a direct effect on employee POS. Furthermore, distributive base pay information and distributive base pay information on other employees in the firm and in the industry had an indirect influence on POS through the multiple mediating effect of pay comparison and pay level satisfaction. Finally, procedural variable pay and procedural pay raise information were indirectly related to employee POS through satisfaction with pay procedures.

This study highlights the importance of considering the type of pay information provided to employees and the need to understand the mediating variables that explain how each type of pay information can influence employees’ POS.

This paper examines the impact of corporate digital transformation on employee satisfaction. Therefore, this study extends our understanding of the economic consequences of corporate digital transformation from employees’ perspectives.

The data used to construct our main proxy of employee satisfaction are collected from Kanzhun.com, which provides reviews by rank-and-file employees on their employers. This study uses a large sample of Chinese firms and adopts various empirical methods to examine the impact of digital transformation on employee satisfaction.

We find a significant positive relationship between corporate digital transformation and employee satisfaction. Moreover, we document that the relationship between corporate digital transformation and employee satisfaction is more pronounced in firms with higher labor intensity and in state-owned enterprises (SOE).

One significant limitation is that corporate digital transformation is constructed based on word frequency analysis. This approach may be influenced by variations in corporate disclosure practices and might not accurately capture the true extent of corporate digital transformation. This limitation is not only present in our research but is also pervasive in many other studies that utilize similar methodologies. Therefore, our results should be interpreted with this caveat in mind.

Our study suggests that corporate digital transformation enhances employee satisfaction, providing direct evidence for managers and regulators to promote corporate digital transformation. Through digital transformation, companies can not only improve operational efficiency but also foster employee satisfaction. This dual benefit underscores the importance of investing in corporate digital transformation for long-term success.

Our study suggests that corporate digital transformation enhances employee satisfaction, providing direct evidence for managers and regulators to promote corporate digital transformation. Through digital transformation, companies can not only improve operational efficiency but also foster employee satisfaction. This dual benefit underscores the importance of investing in corporate digital transformation for long-term success.

Our study contributes to the literature on the economic consequences of corporate digital transformation and extends existing research on the determinants of employee satisfaction. Additionally, it provides a novel measurement of employee satisfaction for a large sample of Chinese firms.

Because a large number of employees now work remotely, either completely or partially (e.g. flexible), it is imperative that scholars and practitioners understand the implications of remote work, such as how employee satisfaction is impacted.

This study examined leadership communication styles to understand how they may be perceived differently for remote workers. Results from an online survey (N = 403) revealed that while higher perceptions of leadership communication styles (responsive, vigilant and motivating language) were related to increased employee satisfaction, the amount of time spent working remotely did not moderate these relationships.

The findings suggest that the benefits of demonstrating leadership communication strategies can be extended from physical environments into online spaces.

This study is unique in that it centers on communication-forward leadership styles and applies them to remote contexts. Furthermore, remote work is conceptualized as a continuous variable as opposed to a binary, allowing for increased nuance.

This study investigates the relationship between women’s networks perceptions and job satisfaction. It also examines the mediating effects of perceived organizational support (POS) for women’s work contributions on the relationship between networks perceptions and job satisfaction.

The participants are female employees working in Scotland (n = 247). The data were collected using a survey questionnaire. PROCESS macro (model 4, Hayes, 2018) was used to test the proposed model.

The results revealed that (controlling for work time, age and sector) there is a significant relationship between women’s networks perceptions and job satisfaction. In addition, POS for women’s work contribution mediates the relationship between networks perceptions and job satisfaction. These findings show the significant effects of networks perceptions on employees’ job, satisfaction directly and through POS for women’s work contributions. Therefore, understanding the networks perceptions of employees and organizational factors will assist in improving job satisfaction.

This study is unique for examining the role of POS for women’s work contribution in the relationship between employees’ networks perceptions and job satisfaction. It addresses gender inequality in the workplace in terms of women’s career advancement and job satisfaction. In addition, this research offers insight into the development of a seven-item measurement scale related to networks perceptions.

This study aims to examine if and how an activity-based work environment affects employee workspace satisfaction – an attitude linked to important employee outcomes. By comparing perceptions before and after implementation, the research draws attention to factors that may help explain the impact of an activity-based work environment. Specifically, prior attitudes toward activity-based work environments and gender are tested.

The present study uses a longitudinal design to explore how implementing an activity-based work environment impacts employees’ workspace satisfaction (e.g. privacy, air quality, lighting, temperature, etc.). A sample of 100 employees in a government organization implementing an activity-based working environment was investigated using a longitudinal design, with employees being surveyed thrice – once before and twice after implementation.

The results indicate that when workspace satisfaction is impacted by implementing an activity-based work environment, this effect seems primarily based on employees’ prior attitude toward such work environments. In addition, employee gender emerges as a potentially important factor in workspace satisfaction, though not exclusive to the activity-based work environment.

Using a longitudinal approach – which allows for observing potential changes over time – and robust statistical methods, this study supports the importance of employees’ initial attitude toward an activity-based work environment concerning workspace satisfaction. This finding has practical implications for organizations and advances the understanding of why an activity-based work environment may positively affect workspace satisfaction for some employees while negatively affecting others.

Researchers have tried analysing how the organizations’ practices of doing good can help improve their employees’ satisfaction over the past couple of decades. Employee satisfaction has a complicated relationship with a company’s corporate social responsibility (CSR) activities. Subsequently, the purpose of this paper is to conduct a bibliometric analysis and a literature review to trace the links between CSR and employee satisfaction, summarize and analyse the advances in this field, the knowledge gaps, publishing trends and further directions for future research.

The authors conducted a bibliometric analysis followed by a literature review of papers indexed in the Scopus database and published between 2000 and 2022. A total of 233 papers were identified, while 152 of them met the inclusion criteria for the analysis.

The subsequent analysis sheds light on the overlaps and connections between the two phenomena in human resource management (HRM). The authors outline potential avenues for future research and practical insight into how to leverage CSR activities for increasing work satisfaction.

By detailing the different ways CSR and employee satisfaction impact one another, analysing their relations and other supporting constructs, the authors contribute to the academic discourse by synthesizing prevailing literature and introducing practical guides for human resource (HR) professionals, managers and executives to manage turbulent surroundings more effectively, considering the major disruptions post-COVID-19 and the adoption of advanced technologies.

This study aims to examine the impact of an organization’s internal and external corporate social responsibility (CSR) initiatives on employee job satisfaction and organizational commitment.

Drawing on the social identity perspective, the authors proposed and tested a mediation model to understand the psychological mechanisms underlying the effects of CSR. The study sample comprised 263 employees from Italian manufacturing firms.

Our findings indicate that external CSR orientation is positively associated with employee job satisfaction and organizational commitment. Furthermore, the mediating effect of job satisfaction partially explains the positive relationship between external CSR orientation and organizational commitment. Moreover, we found that the positive impact of external CSR on employee outcomes is strengthened when combined with internal CSR.

This research has practical and theoretical implications for organizations seeking to enhance employee engagement and commitment through CSR initiatives and sheds light on how CSR can shape employee attitudes and behaviors toward the organization.

This study brings a novel contribution to the field by examining the impact of both internal and external CSR initiatives on employee job satisfaction and organizational commitment.

The aim of this paper is to examine the impact of implementing Six Sigma system on job satisfaction and employee morale, and how job satisfaction, employee morale and Six Sigma implementation are to support each other.

The paper builds a research framework which includes the variables of Six Sigma, job satisfaction, and employee morale. The research methodology is the use of a field survey questionnaire of a Taiwanese company.

The paper finds that the method of Six Sigma implementation in Taiwanese company was by a top‐down approach, where is the managers received the training and then were expected to pass on the relevant knowledge to their subordinates. It also reveals that one key issue in Six Sigma implementation is which organizational departments should first receive the Six Sigma training. the field study found that the first departments related to logistics management, and then onto production line departments. Implementing Six Sigma training has impact on organizational job satisfaction and employee morale. The performance of Six Sigma training was able to achieve job satisfaction and employee morale, but the employees who participated in Six Sigma training were more positive with regard to job satisfaction and employee morale.

Every organization has their special characteristics in relation to the Six Sigma system, job satisfaction and employee morale. The organization should aim to better understand the relationship and content of job satisfaction and employee morale with regard to successful Six Sigma implementation.