Performance appraisal climate of organizations: An influencing factor for overall job satisfaction of extension personnel

2003 ◽  
Vol 9 (1) ◽  
pp. 1-9 ◽  
Author(s):  
Souvik Ghosh ◽  
K. Vijayaragavan
Keyword(s):  
Job Satisfaction ◽  
Performance Appraisal ◽  
Influencing Factor ◽  
Overall Job Satisfaction ◽  
Extension Personnel

Determinants of Job Satisfaction of Municipal Government Employees

2002 ◽  
Vol 31 (3) ◽  
pp. 343-358 ◽  
Author(s):  
Mark C. Ellickson ◽  
Kay Logsdon
Keyword(s):  
Job Satisfaction ◽  
Performance Appraisal ◽  
Municipal Government ◽  
Full Time ◽  
Government Employees ◽  
Supervisory Relationships ◽  
Municipal Employees ◽  
Using Data ◽  
Performance Appraisal Satisfaction ◽  
Overall Job Satisfaction

What variables explain variation in job satisfaction among municipal government employees? Using data from a recent survey of over 1,200 full-time municipal employees, this research tests the relative influence of 11 environmental variables and 3 demographic factors on variation in job satisfaction among this rarely studied group of employees. The regression analysis revealed that environmental factors such as promotional opportunities, pay and benefits satisfaction, performance appraisal satisfaction, equipment and resources, training, workload, supervisory relationships, and most important of all, departmental esprit de corps were significantly, and positively, related to overall job satisfaction. In contrast, demographic variables were relatively poor predictors of job satisfaction. Over 50 percent of the variation in job satisfaction among municipal employees is explained using this model.

scholarly journals Complexity vs. Fairness: Exploration of Implementing an Automated Process for Employee Assessment

2017 ◽  
Vol 4 (1) ◽  
pp. 1
Author(s):  
Petia GENKOVA
Keyword(s):  
Job Satisfaction ◽  
Performance Appraisal ◽  
Positive Attitude ◽  
Influencing Factor ◽  
Lower Degree ◽  
Appraisal System ◽  
Automotive Company ◽  
Performance Appraisal System ◽  
Degree Of Satisfaction ◽  
Automated Process

As a personnel activity in a major automotive company an analysis of the satisfaction with the performance appraisal system was undertaken. Two groups – employees with and without leadership function – were interviewed comparatively to determine which predictors influence job satisfaction and acceptance of performance appraisal. Results indicate significant differences between groups. In general, executives have a more positive attitude towards the performance appraisal system than other employees. Merely for the factor practicability executives show a lower degree of satisfaction. The dimension fairness was identified as the strongest influencing factor for overall satisfaction with performance appraisal for both groups. For executives fairness alone determines satisfaction with performance appraisal. Other employees however also value a transparent and comprehensible performance appraisal system.

Coping Humor as a Mediator Between Emotional Intelligence and Job Satisfaction

2017 ◽  
Vol 16 (3) ◽  
pp. 155-159 ◽  
Author(s):  
Peizhen Sun ◽  
Jennifer J. Chen ◽  
Hongyan Jiang
Keyword(s):  
Job Satisfaction ◽  
Emotional Intelligence ◽  
Future Research ◽  
Satisfaction Scale ◽  
Primary School Teachers ◽  
Mediating Role ◽  
Regulation Of Emotion ◽  
The Relationship ◽  
Overall Job Satisfaction

Abstract. This study investigated the mediating role of coping humor in the relationship between emotional intelligence (EI) and job satisfaction. Participants were 398 primary school teachers in China, who completed the Wong Law Emotional Intelligence Scale, Coping Humor Scale, and Overall Job Satisfaction Scale. Results showed that coping humor was a significant mediator between EI and job satisfaction. A further examination revealed, however, that coping humor only mediated two sub-dimensions of EI (use of emotion and regulation of emotion) and job satisfaction. Implications for future research and limitations of the study are discussed.

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.

PENGARUH PELATIHAN, KOMPETENSI, MOTIVASI DAN KEPEMIMPINAN TERHADAP KINERJA PEGAWAI DENGAN PENDIDIKAN SEBAGAI PEMODERATOR PADA BALAI PENDIDIKAN DAN PELATIHAN APARATUR KEMENTERIAN KELAUTAN DAN PERIKANAN

2018 ◽  
Vol 5 (2) ◽  
pp. 37-49
Author(s):  
Wahyu Yulianto
Keyword(s):  
Job Satisfaction ◽  
Performance Appraisal ◽  
Structural Equation ◽  
Secondary Data ◽  
Primary Data ◽  
Equation Modeling ◽  
Training Centre ◽  
Competence Motivation ◽  
The Impact ◽  
Mediator Variable

The study purpose is to analyse the impact of training, competence, motivation and leadership towards performance either directly or through job satisfaction as a mediator variable. As many as 55 staff are considered as respondents in this research, and census method is used as the sampling method. Primary data in this study were collected through questionnaires and analyzed using Likert Scale. Secondary data are obtained from the organization structure Sukamandi Apparatus Training Centre (BDA), performance appraisal, staff attendance, information system and personnel management. Structural Equation Modeling Analisis of Moment Structures (SEM-AMOS) is used to process and analyze data. This study shows staff with high education, competence and leadership have a significant effect on performance, While the job satisfaction is significant in mediating the influence of training, competence and leadership on performance. Next on the employee with low education, training, competence, motivation and leadership have a significant influence on performance, while job satisfaction is significant in mediating the effect of competence and leadership on staff performance.   Keywords:  training, competence, motivation, leadership, job satisfaction, performance

It’s Time to Talk to Prehospital Providers: Feedback Disparities among Ground-Based Emergency Medical Services Providers and its Impact on Job Satisfaction

2021 ◽  
pp. 1-9
Author(s):  
Sarayna S. McGuire ◽  
Anuradha Luke ◽  
Aaron B. Klassen ◽  
Lucas A. Myers ◽  
Aidan F. Mullan ◽  
...  
Keyword(s):  
Job Satisfaction ◽  
Patient Care ◽  
Emergency Medical Services ◽  
Performance Feedback ◽  
Life Support ◽  
Clinical Care ◽  
Medical Services ◽  
The Past ◽  
Emergency Medical ◽  
Overall Job Satisfaction

Abstract Objective: Performance feedback on clinical care and patient outcomes is a cornerstone of medical education, yet it remains lacking in the prehospital environment. Research seeking to establish the quantity of feedback provided to Emergency Medical Services (EMS) has been limited and studies focused on complimentary feedback or how feedback relates to EMS job satisfaction are lacking. The objectives of this study were to measure the frequency and nature of feedback received by EMS agencies and to identify the importance of receiving feedback as it relates to EMS job satisfaction. Methods: This was an anonymous, survey-based study of twenty-nine Basic Life Support (BLS) and fifteen Advanced Life Support (ALS) agencies located in Southeastern Minnesota (USA). Descriptive statistics and Fisher exact tests were used. The study was deemed exempt by the Mayo Clinic Institutional Review Board. Results: Ninety-four responses were included from nineteen different EMS agencies, including sixty-one (64.9%) paramedics and thirty-three (35.1%) emergency medical technicians (EMTs). One-half of all respondents reported that they had not received any type of feedback in the past 30 days, while another 43.6% of respondents indicated that they had only received feedback one to three times in the same time period. Twenty (60.6%) EMTs reported receiving no feedback in the past 30 days, compared with twenty-seven (44.3%) paramedics (P = .123). Of respondents receiving feedback, 65.9% reported never or rarely receiving positive reinforcing feedback and 60.6% reported never or rarely receiving constructive criticism or feedback regarding something that did not go well with patient care or transport. The majority of respondents were dissatisfied with the quantity (86.1%) and quality (73.4%) of feedback received. An overwhelming majority (93.6%) indicated that feedback on patient care or outcomes was important in influencing their overall job satisfaction. This high importance was maintained across all demographic groups. Conclusion: Within the cohort of survey respondents, a paucity of feedback received by EMS personnel is a source of dissatisfaction for EMS providers. Feedback on patient care strongly relates to overall job satisfaction. These findings suggest system-wide opportunities for structured feedback processes, focusing upon both quality and quantity of delivered feedback, to improve both patient care and staff satisfaction.

scholarly journals Job satisfaction and its associated factors among optometrists in Ghana: a cross-sectional study

2021 ◽  
Vol 19 (1) ◽  
Author(s):  
Kwadwo Owusu Akuffo ◽  
Eldad Agyei-Manu ◽  
David Ben Kumah ◽  
Anthony Danso-Appiah ◽  
Abubakar Sadik Mohammed ◽  
...  
Keyword(s):  
Job Satisfaction ◽  
Human Resources ◽  
Associated Factors ◽  
Critical Role ◽  
Final Analysis ◽  
Cross Sectional Study ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Eye Health ◽  
Overall Job Satisfaction

Abstract Background Job satisfaction describes an employee’s motivation and/or feeling of satisfaction towards his/her work. Globally, healthcare professionals’ turnover and retention play a critical role in the delivery of essential health services. In Ghana, however, little has been done to ascertain job satisfaction levels among human resources for eye-health. The objective of this study therefore was to assess job satisfaction and its associated factors among optometrists in Ghana. Methods A cross-sectional survey was conducted among 304 registered and licensed optometrists of the Ghana Optometric Association between September 2018 and June 2019. A validated, well-structured questionnaire was used to elicit information on socio-demographic characteristics of participants and measures on job satisfaction. Scores from a five-point Likert scale was employed to examine job satisfaction and its associated factors. Linear regression analyses were used to evaluate the association between overall job satisfaction and its associated factors using Rasch logit scores. Results A total of 214 optometrists gave valid responses to the questionnaires used for the final analysis. The mean (± SD) score of the overall perception of job satisfaction among optometrists was 3.36 (± 1.00), with 74.3% of them being satisfied with their jobs. After statistical adjustment, Good work-life balance (Unstandardized co-efficient (β) = 0.288, p = 0.001), Salary (β = 0.222, p < 0.0005), Supervision (β = 0.117, p = 0.044), and Continuing Education Opportunities (β = 0.138, p = 0.017) were all significantly associated with higher levels of overall job satisfaction. Conclusions Most optometrists were satisfied with their jobs. Effective strategic planning and management of human resources for eye-health in Ghana are essential in the development of quality eye-health systems and the provision of high-quality eyecare services.

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