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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.

Talent management research today is increasing as organizational requirements attempt to meet the challenges of effectively managing talent to achieve organizations’ strategic agendas. However, in learning organizations specifically, investigations of talent management practices are limited, with this study exploring the role of talent management practices in employee satisfaction and organizational performance in Pakistan.

The study was conducted in various universities (public and private) in Pakistan using a quantitative approach. Cross-sectional data are collected through a questionnaire, with analysis and conclusions based on completed questionnaires from 403 respondents.

The study’s findings from the analysis by structural equation modeling (SEM) emphasize the positive and significant effects of most talent management practices (i.e. talent identification, talent development, talent culture and talent retention) on employee satisfaction and organizational performance (talent attraction is the exception). Employee satisfaction positively and significantly affects organizational performance and is found to have a mediating effect, bridging the relationships of most talent management practices (talent identification, talent development, talent culture and talent retention) with organizational performance.

The study’s findings support human resource professionals, academics and policymakers in managing talent practices to enhance organizational performance. The findings assist in developing core skills and talent-related competencies to achieve organizational goals and success.

The study fills the research gaps by developing a framework of talent management practices for employee satisfaction and organizational performance in learning organizations, which warrants further consideration.

Online employee reviews have emerged as a crucial information source for business managers to evaluate employee behavior and firm performance. The purpose of this paper is to test the relationship between employee personality traits, derived from online employee reviews and job satisfaction and turnover behavior at the individual level.

The authors apply text-mining techniques to extract personality traits from online employee reviews on Indeed.com based on the Big Five theory. They also apply a machine learning classification algorithm to demonstrate that incorporating personality traits can significantly enhance employee turnover prediction accuracy.

Personality traits such as agreeableness, conscientiousness and openness are positively associated with job satisfaction, while extraversion and neuroticism are negatively related to job satisfaction. Moreover, the impact of personality traits on overall job satisfaction is stronger for former employees than for current employees. Personality traits are significantly linked to employee turnover behavior, with a one-unit increase in the neuroticism score raising the probability of an employee becoming a former employee by 0.6%.

These findings have implications for firm managers looking to gain insights into employee online review behavior and improve firm performance. Online employee review websites are recommended to include the identified personality traits.

This study identifies employee personality traits from automated analysis of employee-generated data and verifies their relationship with employee satisfaction and employee turnover, providing new insights into the development of human resources in the era of big data.

Although the proliferation of research in emotional intelligence (EI) in the last 25 years has largely focused on the individual level, some researchers have proposed theories and measurement models for EI at the organizational level. Drawing from earlier work which conceptualizes organizational emotional intelligence (OEI) as a climate-level construct involving shared norms and practices this chapter sets out to investigate the relationship between perceptions of organizational emotional intelligence (OEI) and turnover intentions amongst employees. Since turnover intentions are a reliable indicator of actual turnover they are deemed to be a critical indicator for organizational performance. This chapter also builds on previous research which found that the relationship between OEI as a climate-level construct and intention to leave was mediated by organizational emotional appeal (i.e., overall reputation) and trust in senior management to explore the mediating role of other employee attitudes which have been traditionally linked to climate and individual-level outcomes in organizations, namely job satisfaction and affective commitment. By surveying employees in a UK-based charity organization (n = 173), the study finds that both job satisfaction and affective commitment mediate the impact of OEI on intention to leave and explain a moderate amount of variance in the focal construct. However, the majority of the mediation occurs through job satisfaction with a reduced mediation effect for affective commitment. Potential reasons for these results in the charity context are discussed. The chapter contributes to a wider understanding of the way in which perceptions of OEI impact on employee attitudes toward the organization and the job; and, in turn, how these attitudes impact on turnover intentions.

For decades, since at least the famous Hawthorne studies, the happy/productive worker thesis has forcefully captured the imagination of management scholars and human resource professionals alike. According to this “Holy Grail” of management research, workers who are happy on the job will have higher job performance, and possibly higher job retention, than those who are less happy. But what is happiness? Most typically, happiness has been measured in the management sciences as jobsatisfaction. This viewpoint is unnecessarily limiting. Building upon alittle remembered body of research from the 1920s, we suggest a twofold, expanded view of this thesis. First, we suggest the consideration of worker happiness as psychological well-being (PWB). Second, incorporating Fredrickson's (1998, 2001) broaden-and-build model ofpositive emotions as the theoretical base, we suggest that the job satisfaction to job performance and job satisfaction to employee retentionrelationships may be better explained by controlling for the moderating effect of PWB. Future research directions for human resource professionals are introduced.

International tourist hotels play important roles in the service industry and have to constantly improve their competitiveness. They need to provide their customers with consistently high service quality in order to satisfy them. The employees of the international tourist hotels are the most important links in the service delivery chain because they are in direct contact with their customers. Because employee morale affects customer satisfaction the managers of the international tourist hotels need to cultivate good relations with their internal staff. Prior research identifies many factors affecting the satisfaction of employees. While relevant literature extensively investigates job satisfaction and leadership behavior, studies of these variables in the tourism service, particularly in hotel management, are almost absent. This research concerns the correlation between the style of managerial leadership and employee's job satisfaction in the international tourist hotel industry. After literature reviewing, empirical model and hypotheses are established. The study employs the questionnaires to conduct an investigation for employees in international tourist hotels so as to collect information. This research surveys 500 employees in international tourist hotels by questionnaire. A total of 300 questionnaires were returned (73 percent). Through correlation analysis, this research discovers that employees are more satisfied under consideration-style-leadership than construction-style-leadership. After controlling for differences in salary, employees appear to prefer consideration-style-leadership. No matter what the leadership style is, employees’ job satisfaction does not relate towards their coworkers. Besides, employees have different perceptions on work, salary, and overall satisfaction depending on their education level and seniority. The findings in this research expand the knowledge of human resource management and provide some practical suggestions to managers. The study provides a mechanism by which hoteliers can obtain feedback from employees about leadership styles. Such feedback can then serve as the basis for further development of leadership theory across disciplines. This study provides a guide to the preparation of supervisor in the hotel industry as effective leaders for the dynamic environment of the future. This study also provides a basis for informing developers of leadership training programs that can lead to improved hospitality academic leadership.

This study aims to explore the relationships between employees’ training orientation, organizational support for training and employees’ training satisfaction. It also investigates the mediating role of perceived value of training in the relationships.

Based on a literature review on training, the study proposes a theoretical model that links employees’ training orientation and organizational support for training to training satisfaction directly and indirectly via perceived value of training, while employees’ training satisfaction may influence affective commitment. The model was tested using responses from 364 Chinese employees in Macao.

Results of partial least square-structural equation modeling showed that employees’ training orientation influenced training satisfaction directly and indirectly through perceived value of training, while organizational support for training also influenced employees’ training satisfaction indirectly through perceived value of training. Training satisfaction had a positive effect on affective commitment.

The study’s limitations include a cross-sectional design and the characteristics of Macao’s economic structure. Although the causality of relationships was grounded in prior studies, reverse relationships might exist between some selected variables. It is suggested that a longitudinal study shall be carried out to confirm the causality of relationships. Additionally, Macao’s economy is dominated by its service sector. Future research can be carried out in other cities that have the manufacturing and high-technology sectors.

The study unveiled that employees’ training orientation including their general attitude towards training and training goal orientation and organizational support for training are key antecedents of training satisfaction. Human resources professionals in organizations must develop innovative ways, such as simulation games and competitions, to enhance the awareness of the importance of training to their employees. Additionally, they must advocate and demonstrate organizations providing supportive environments for training.

The main purposes of this research are: first of all, to re-classify the types of corporate social responsibility (CSR) into primary stakeholder-oriented CSR and secondary stakeholder-oriented CSR from the perspective of stakeholders and, second, to investigate empirically how and which types of CSR can better impact employees' job satisfaction and happiness management.

An online self-administered questionnaire was adopted to test the conceptual model. Questionnaires were sent to Chinese employees and restrict the data to those whose companies had experience implementing CSR. The study employed the partial least squares structural equation modeling (PLS-SEM) technique for data analysis using SmartPLS 4.0 software.

For factors of happiness management, both primary stakeholder-oriented CSR and secondary stakeholder-oriented CSR had significant and positive effects on happiness management. In addition, both primary and secondary stakeholder-oriented CSR positively and significantly affected job satisfaction, with primary stakeholder-oriented CSR way larger than secondary stakeholder-oriented CSR. Job satisfaction, in turn, was positively and significantly associated with happiness management. The results showed that the control variables of gender and education background had significant effects on happiness management.

First, the results provide useful empirical evidence in support of the feasibility that firms could develop competitive and sustainable development strategies by paying more attention to CSR practices. In terms of the primary stakeholder-oriented CSR, managers are recommended to put employees' benefits as a priority and invest in the to offer a healthy and safe working environment or employee support programs. In terms of the secondary stakeholder-oriented CSR, managers are suggested to denote parts of earnings to charity and to people in need. Second, in order to create job satisfaction, firms should put a stronger emphasis on CSR practices. When considering job satisfaction, managers should treat their employees in a socially responsible way and fulfill their demands and rights and place this at the core of their CSR activities.

First, this study makes a contribution to the existing literature by classifying the four important CSR practices into two types from the perspective of stakeholder theory. By incorporating a series of CSR practices and the stakeholder theory, this study provides a comprehensive and reasonable CSR classification, which has not been considered by prior research. Second, this study adds to the literature by defining the construct of happiness management explicitly along with identifying the dimensions of happiness management. Third, to the best of the authors' knowledge, this is one of the first studies exploring the relationship between CSR and happiness management. Finally, this study is among the first to investigate the correlation between job satisfaction and happiness management.

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.