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This research study included an examination into the extent that a comprehensive wellness program affects employees' job satisfaction levels. As the leaders of more hospitality organizations implement wellness programs in the workplace, they will want to understand what factors, besides the employees' health, the wellness programs can impact. Survey participants were self-identified employees of the hospitality organization who did or did not participate in the wellness program. Research findings indicated there was a significant difference in extrinsic and intrinsic job satisfaction levels between employees who participated and employees who were nonparticipating in the wellness program.

The population for this study was from a contract foodservice organization that provides facility services to higher education organizations, from their northeast regional location that consisted of approximately 200 employees. The employees of the organization ranged from entry-level positions, up to and including senior-level management. The researcher solicited employees in all departments in the organization to participate in the survey. The company offers a comprehensive wellness program, and all employees in the organization had a choice to participate in the wellness program.

The intent of the study was to determine if participating in a wellness program affected the employee's job satisfaction levels. Securing a hospitality organization to survey was a challenge, possibly because the survey included questions about job satisfaction. The purpose of the study was to identify whether participation in the wellness program affected employees' extrinsic and intrinsic job satisfaction levels. Hospitality organizations continue to allocate resources to implement and improve existing wellness programs in the workplace. Researchers had not specifically focused on the potential impact a wellness program might have on employee job satisfaction levels. Cyboran and Goldsmith (2012) concluded organization leaders should take steps to create an effective workplace. The study showed that even though hospitality organization leaders are dedicating resources to the development and implementation of wellness programs, participating in the wellness program has an effect on increasing or maintaining current employees' extrinsic and intrinsic job satisfaction levels throughout the organization.

This is the author’s research that was conducted for a dissertation that has been turned into a research article for publication.

This chapter investigates the effect of customer orientation and CRM organization on hotel financial performance. A model of enhancing hotel financial performance through customer satisfaction practices was tested. Customer satisfaction was hypothesized to be a mediator in the relationships between customer orientation and CRM organization and the result being financial performance. The sample consisted of 54 hotels that was made up of three 5-star, fifteen 4-star, and thirty-six 3-star hotels in Ghana. A quantitative deductive approach was employed to gather data using cross-sectional survey, which was analyzed using PLS-SEM to check the validity, reliability and factor loading of the data. The findings revealed that, CRM organization enhances customer satisfaction and financial performance of hotels. Also, customer orientation showed significant positively related to customer satisfaction in the hotels. Surprisingly, the effects of CRM organization and customer orientation on financial performance through customer satisfaction were insignificant. Thus, customer satisfaction failed to mediate the effect of CRM organization and customer orientation on the financial performance of hotels. This suggests that though an effective CRM organization enhances customer satisfaction, it directly affects the financial performance of hotels. The outcomes have useful implications for CRM implementation on hotel financial performance in Ghana.

The purpose of this paper is to explore relationships between organisation embeddedness and life satisfaction, and community embeddedness and life satisfaction. The study also examined relationships between each sub-dimension of organisation embeddedness and community embeddedness and life satisfaction. These sub-dimensions are “links”, “fit” and “sacrifice”.

Data were collected from 549 employees in organisations located in four major business centres in South Africa. The data were analysed using structural equation modelling.

Both organisation embeddedness and community embeddedness were positively related to life satisfaction. Regarding the sub-dimensions of organisation embeddedness, only organisation fit and sacrifice were positively related to life satisfaction. As regards the sub-dimensions of community embeddedness, only community fit was positively related to life satisfaction.

Adopting practices which embed employees in the organisation and communities where they live is potentially beneficial for both organisations and employee well-being.

The bulk of research on job embeddedness (JE) and work-related outcomes has focussed on benefits for the organisation. The effects of embeddedness on employee well-being have been largely overlooked. The current study is an attempt to redress this imbalance in JE research.

In recognising the need to research the concept of customer satisfaction the study aims to develop a strategic approach to measuring a customer′s satisfaction with a particular enterprise. The study is an attempt to (1) develop an overall concept of customer satisfaction; (2) provide a detailed relationship structure for implementation within a company; and (3) identify potential research areas. A basic premiss of the study is that the focus should be on maximising total product value to the customer; and then, second, that customer satisfaction of external customers is inter‐dependent on the satisfaction of internal customers. The framework of the research centres on a proposed model which integrates all aspects so as to maximise the potential of the organisation and all its subsystems to create and sustain satisfied customers. The approach begins with a conceptualisation phase in which the concept of customer satisfaction is explored. Attributes are then classified into services and this is then extended to integrate the internal customer into a total service model; applying gap‐analysis to this model. Enterprise satisfaction provides the basis for extending the total service model; positioning is applied to the customer satisfaction strategy; and operationalising of this strategy is proposed through an implementation model.

The purpose of this paper is to explore the perceptions that impact Canadian organizations’ satisfaction with their high-potential (HIPO) identifying practices. More specifically, the paper investigated the perceptual lenses used by HR professionals to view their HIPO identification programs and the elements of such programs that impact satisfaction.

A structural equations modeling technique was used to analyze responses to a national survey (n=219) conducted through a leading Canadian publication for human resource practitioners.

The results reveal that HR professionals form their perceptions of HIPO identification programs on the basis of perceived effectiveness to accurately identify HIPO employees, fairness and motivation. The results further indicate that the degree of formalization of an organization's approach toward identifying HIPOs is the most impactful element for determining satisfaction.

First, the study relied on a relatively small sample. Second, the criterion measures used in the study were not continuous. Third, data were collected using self-report questionnaires.

The results suggest that organizations should be primarily concerned with adopting a formal, systematic approach when implementing a HIPO identification process. The paper identifies several other elements that organizations should consider in order to maximize their satisfaction with HIPO programs, as well corresponding mediating perceptual lenses.

While many organizations regard HIPO programs as essential for their future success, most are not satisfied with their initiatives. This study makes an important contribution to the understanding of the sources of satisfaction with such programs. To the knowledge, this study is the first attempt to understand the factors that determine organizations’ satisfaction with their HIPO identification programs and, therefore, it makes a significant contribution to the literature on developing leadership capability through design and implementation of HIPO programs.

The article presents a discussion of issues of human resource diversity and diversity climates in organisations and develops a conceptual model of a “positive climate for diversity” (PCFD). This refers to the degree to which there is an organisational climate in which human resource diversity is valued and in which employees’ from diverse backgrounds feel welcomed and included. It presents a model of the indicators of a positive climate for diversity and the outcomes for organisations and individuals of such a climate, especially individual career and organisational attitudes and perceptions. It also presents variables which have a moderating effect in the model. The results of research from both private and public sector organisations, with emphasis on service, indicate that climates for diversity do impact significantly on a range of career and organisational attitudes and perceptions. The research and managerial implications are discussed.

Integrating the Stimulus-Organism-Response model, the spillover theory and the person-organization fit literature, this study investigates how internal marketing spills over its effects from the work domain to nonwork domains.

Data of 279 hotel employees working in the US were collected from a self-administered survey via Amazon Mechanical Turk.

Findings support the direct effects of internal marketing on job performance and job satisfaction, and of job satisfaction on life satisfaction. Moreover, results show the mediating roles of perceived person-organization fit, highlighting the mechanism by which internal marketing generates its spillover effect from the work domain to the life domain.

This study advances the conversation on employee-organization behaviors by revealing how internal marketing could lead to job satisfaction, job performance and life satisfaction. These insights reflect the true interconnection of human work and life. For hospitality employees’ well-being, this study encourages managers to simultaneously adopt and integrate the five functional activities of internal marketing (i.e. communication, compensation, welfare system, training and management support) in organizational operations.

Drawing from attitude-behavioral intentions correspondence and target similarity, the aim of this paper is to examine the role of target-specific satisfaction facets in the relationship between factors related to professional development and older nurses' intention to remain with their organization.

In this longitudinal panel study, 422 hospital-employed registered nurses aged 45 to 64 completed a questionnaire (T1) and a second questionnaire (T2) a year later. Structural equation modeling was used to test the hypothesized model.

Availability of training and development practices targeted to older nurses at T1 was linked to intention to remain with the organization at T2 through T1 satisfaction with professional development opportunities and T2 satisfaction with the organization as a whole. Job challenge at T1 was related to intention to remain through T1 satisfaction with the job itself and T2 satisfaction with the organization.

The occupation-specific sample may limit the generalizability of the findings.

Organizations need to ensure that older nurses have the opportunity to upgrade their current job skills, to acquire new skills, to be adequately trained on the use of new technology, and to support professional development through release time, tuition reimbursement, and education leaves. Attention also needs to be directed towards job design and ensuring older nurses' jobs fully utilize their skills and expertise.

The findings demonstrate that target-specific facets of satisfaction are an important underlying mechanism linking professional development factors and older nurses' intention to remain. Organizational satisfaction, an under-researched construct, played an especially prominent role in this process.

The main purpose of this paper is to investigate the relationship among leadership, organizational culture, the operation of learning organization and employees' job satisfaction.

A quantitative research design was employed. A total of 1,000 questionnaires were mailed out and received 134 valid replies.

The research results indicate that the various operation extents of learning organization have significant difference under the dimensions of leadership, organizational culture and the operation of learning organization. Both leadership and organizational culture can positively and significantly affect the operation of learning organization. In addition, the operation of learning organizations has a significantly positive effect on employees' job satisfaction.

Although this research is adopted with questionnaire investigation and concise questions to the best of one's ability it is still not known whether the respondents can substantially understand the original contextual meaning of the questionnaire to show the results with a true reflection.

The paper shows that, with the increasing number of knowledge workers in Taiwan, it is impossible for business administrators to satisfy employees' demands by means of conventional leadership. Instead, they are required to enhance their own skills in transformational leadership and, through setting a good example to employees, encouraging innovation and learning activities, developing employees' potentials, giving education and training activities, etc, more money incentives, this is necessary to keep people with excellent talents.

The paper adopts the experimental methodology to observe the learning achievement within the business organizations in Taiwan. Also, an attempt is made to make business organizations aware of the effect of organization learning activities in Taiwan and the job satisfaction of employee.

The purpose of this paper is to the debate on employees’ subjective performance evaluations by examining how organisational commitment and job satisfaction are related to perceived performance at the individual, unit and organisation levels.

Quantitative survey data were collected from two large corporations in Finland: one operating in the field of information and communications technology and the other in the forestry industry. The partial least squares (PLS) method was used for the data analyses.

Both job satisfaction and organisational commitment had a positive effect on employees’ perceived individual-, unit- and organisation-level performance. These effects were the strongest at the organisation level.

To date, limited attention has been paid to perceived individual-, unit- and organisation-level performance as a consequence of organisational commitment and job satisfaction.