Linking HRM Practices and Service Employee Perceptions of Job Satisfaction to Perform Service Quality for Customers in Cambodia

2014 ◽  
pp. 205-209
Author(s):  
Veasna Sou ◽  
Wann Yih Wu ◽  
Shih Hsi-An
Keyword(s):  
Job Satisfaction ◽  
Service Quality ◽  
Employee Perceptions ◽  
Service Employee ◽  
Hrm Practices

A Study On Human Resource Practices Impact On Job Satisfaction In It Organizations, Chennai

2019 ◽  
Vol 118 (8) ◽  
pp. 445-453
Author(s):  
Dr.E. SARAVANAN ◽  
Dr.A. KAVITHA
Keyword(s):  
Job Satisfaction ◽  
Performance Appraisal ◽  
Human Resource ◽  
Positive Impact ◽  
Training And Development ◽  
Senior Executives ◽  
Hrm Practices ◽  
Research Article ◽  
It Organizations ◽  
Environment Performance

This research article highlights the context within which IT organizations has grown in India and the extent of human resource management (HRM) practices and systems practiced in this sector. Using a mixed method approach involving both in-depth discussion with senior HR executives and self-completing questionnaires, the data have been collected from selected ITorganizations in Chennai. The results emphasize the way the specific HRM practices such as selection and recruitment, work environment, performance appraisal, training and development and compensations are implemented. The survey suggests the existence of formal, structured, and rationalized HRM systems in IT organizations. A number of insights related to HRM practices are shared by the HR senior executives interviewed peeling more light on the functioning of the IT companies and their challenges. The analysis provides original and useful information to both academicians and HR practitioners and gives ideas for further research in the area of HRM practices in IT organizations in India.Selection and recruitment, Training and development and compensations are having significant and positive impact on Job satisfaction.

Why Join? Why Stay? Instrumentality, Beliefs, Satisfaction and Individual Decisions on Union Membership

1998 ◽  
Vol 9 (1) ◽  
pp. 123-148 ◽  
Author(s):  
David Peetz
Keyword(s):  
Job Satisfaction ◽  
Multivariate Analysis ◽  
Union Membership ◽  
Employee Perceptions ◽  
Complex Relationship ◽  
Freedom Of Choice ◽  
Employee Trust ◽  
Industrial Disputes ◽  
Perceived Instrumentality ◽  
Individual Decisions

To understand individuals' union membership choices it is necessary to examine decisions both to join and to leave (exit) unions, observed when employees are in jobs where unions are available and there is freedom of choice on union membership (‘open’ jobs). Using multivariate analysis of survey data, it was found that sympathy towards unions was the most powerful influence upon union joining, but had little impact on union exit, which was more a function of the perceived instrumentality of membership. Employee perceptions on union in-fighting and cooperation with management influenced union membership, as did the outcome of involvement in industrial disputes. Satisfaction with union delegates was a key influence on attitudes and membership. Employee trust of management only influenced exit behaviour through its interaction with satisfaction with union delegates. Job satisfaction had a complex relationship with union membership that is disguised in aggregated studies.

scholarly journals Improving Quality and Organizational Effectiveness Go Hand in Hand Through Deming’s Management System

1970 ◽  
Vol 12 (1) ◽  
pp. 86-98
Author(s):  
Dean Elmuti ◽  
Taisier AlDiab
Keyword(s):  
Job Satisfaction ◽  
Quality Improvement ◽  
Organizational Effectiveness ◽  
Management System ◽  
Positive Impact ◽  
Employee Perceptions ◽  
Organizational Characteristics ◽  
Employee Job Satisfaction ◽  
Perceived Effects ◽  
Production And Operation

This study was undertaken to investigate the perceived effects of Deming's management system on employee job satisfaction, productivity, quality and overall organizational effectiveness. Three published. validated instruments on organizational characteristics were used to gather data, and extensive, open-ended interviews were conducted with production and operation managers for each of the eight firms in the study. Survey and interview results bolster the claims of proponents of Deming's quality improvement ideas that these ideas improve employee perceptions of their own job satisfaction and organizational quality. Furthermore, the results show a positive impact of Deming's management system on employee perceptions of their own productivity and overall organizational effectiveness and industrial competitiveness.

Thwarted psychological needs: the negative impact of customer mistreatment on service employees and the moderating role of empowerment HRM practices

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jiuming Chen ◽  
Haiying Kang ◽  
Ying Wang ◽  
Mingjian Zhou
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Negative Impact ◽  
Employee Performance ◽  
Well Being ◽  
Psychological Needs ◽  
Basic Psychological Needs ◽  
Cross Sectional ◽  
Content Type ◽  
Hrm Practices

PurposeDrawing on self-determination theory (SDT), this study aims to understand the adverse effects of customer mistreatment on employee performance and well-being by thwarting the satisfaction of employees' basic psychological needs. It also examines how these negative effects may be mitigated by empowerment human resource management (HRM) practices.Design/methodology/approachTwo studies were conducted using survey data collected in China. In Study 1, cross-sectional data from 321 telemarketing employees were analyzed to examine how customer mistreatment reduces the satisfaction of employees' basic psychological needs, harming job performance and job satisfaction. In Study 2, multiwave, multisource data were collected from 149 property agents and their supervisors to replicate the findings of Study 1 and further test empowerment HRM as a moderator of the relationship between customer mistreatment and satisfaction of needs.FindingsThe results from both studies show that customer mistreatment leads to low job performance and job satisfaction via reduced satisfaction of employees' needs for autonomy and competence but not relatedness. Moreover, the negative effect on the satisfaction of employees' needs for autonomy and competence was buffered when organizations had high empowerment HRM practices in place.Originality/valueThis study provides new insights on customer mistreatment by understanding its effects from a motivational perspective, which has not been considered in prior research. It also explores how HRM practices can help satisfy employee needs in adverse work environments induced by customer mistreatment.

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