Are Employee Benefit Programs Being Given Enough Credit for Their Effect on Employee Attitudes?

2012 ◽  
Vol 44 (5) ◽  
pp. 291-297
Author(s):  
Frank L. Giancola
Keyword(s):  
Job Satisfaction ◽  
Human Resources ◽  
Organizational Behavior ◽  
Professional Associations ◽  
Employee Attitudes ◽  
Employee Benefit ◽  
Employee Survey ◽  
The Past ◽  
Employee Attraction ◽  
The Difference

Over the past 10 years, human resources (HR) professionals have shown a tendency to underestimate the importance that employees place on employee benefit programs in terms of job satisfaction and employee attraction. Surveys show that employees value benefits over most other HR programs and that HR professionals are not in tune with those preferences. Possible reasons for the difference in opinion are that HR professionals are unaware of employee survey findings, the lack of respect sometimes given to benefit programs by HR professional associations and consultants and outdated job satisfaction studies cited in human resource and organizational behavior textbooks.

scholarly journals Organizational commitment of employees as a result of job satisfaction

2021 ◽  
Vol 9 (1) ◽  
pp. 16-24
Author(s):  
Đurđijana Ilić-Koderman
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Human Resources ◽  
Organizational Behavior ◽  
Valuable Resource ◽  
Organizational Goals ◽  
Modern Business ◽  
Business Conditions ◽  
To Come ◽  
Relationship Of

In modern business conditions, human resources are the most valuable resource that enables the realization and maintenance of the competitive advantage of the organization. Given this statement, it is not surprising why in recent decades in professional and academic circles there is a growing interest in researching issues of how to improve, retain and motivate employees to invest their maximum efforts in achieving organizational goals. As companies are both capital and labor intensive, it is easy to come to the conclusion that depending on the degree of motivation and commitment of employees to the realization of organizational goals, the realization of the above-mentioned imperative also depends on it. In other words, the degree to which employees identify with their organization depends on how motivated they will be to achieve its goals and to participate in improving its efficiency. This means that organizational commitment is becoming one of the key determinants of the success of 21st century organizations. Generally speaking, job satisfaction is an attitude that manifests in the workplace as individual behavior of the employee and can have an impact on the organization and organizational behavior. Job satisfaction encourages employees to increase performance and commitment to the organization, while reducing absenteeism and increasing interest in the profession, and it is of immeasurable importance to pay attention to the cause-and-effect relationship of job satisfaction and organizational commitment.

scholarly journals Does the Effect of Person-Environment Fit on Work Attitudes Vary with Generations? Insights from the Tourism Industry

2017 ◽  
Vol 53 (1) ◽  
pp. 65-83 ◽  
Author(s):  
Marlena A. Bednarska
Keyword(s):  
Job Satisfaction ◽  
Human Resources ◽  
Work Engagement ◽  
Generational Differences ◽  
Human Resources Management ◽  
Work Attitudes ◽  
Employee Attitudes ◽  
Tourism Industry ◽  
Service Firms ◽  
Person Environment Fit

AbstractThere is an intrinsic link between the success of service firms and the availability of high-quality human resources, making employee attitudes and behaviors a critical concern for service organizations. This paper examines the role of generational differences in the relationship between person-environment fit, job satisfaction and work engagement in the tourism industry. The study was based on a group of 981 tourism employees in 15 localities in Poland. Data were collected through self-administered paper-based questionnaires. The hypothesized relationships were tested using a hierarchical regression analysis. This research revealed that Generation Y employees experienced lower job satisfaction, lower work engagement, and a lower degree of needs being met in the workplace than did their predecessors. It was also found that person-group fit was a stronger predictor of work attitudes for Millennials. The paper contributes to the ongoing debate on generational diversity in the workplace and its implication for human resources management. Specifically, in the service context, it adds a generational perspective of the person-environment fit influence on work-related attitudes.

scholarly journals Survey of job satisfaction and organizational climate at the University Computing Centre (Srce), Zagreb

2009 ◽  
Vol 3 (1-2) ◽  
pp. 91-92
Author(s):  
Damir Danijel Žagar
Keyword(s):  
Job Satisfaction ◽  
Human Resources ◽  
Organizational Behavior ◽  
Organizational Climate ◽  
Organizational Effectiveness ◽  
Organizational Environment ◽  
The University

Organizational environment determines behavior of the organization’s members. Therefore, in order to efficiently manage human resources in an organization, it is crucial to know and understand this environment. Being used to describe organizational environment, organizational climate and culture are one of the most important psychosocial constructs influencing successful organization functioning and deve lop ment. During recent thirty years these constructs are attracting the interest for both – organizational behavior researchers as well as practitioners working in the field of the organizational effectiveness improvement and optimal human resources use. All of them are trying to find answers to questions related to the climate and culture nature, their ways of measurement and modification, and their causes and consequences.

Learning from Japanese Transplants and American Corporations

1995 ◽  
Vol 24 (1) ◽  
pp. 19-32 ◽  
Author(s):  
Jim D. Rhody ◽  
Thomas Li-Ping Tang
Keyword(s):  
United States ◽  
Job Satisfaction ◽  
Personnel Management ◽  
Leadership Style ◽  
The United States ◽  
Employee Attitudes ◽  
American Business ◽  
Business Practices ◽  
Goods And Services ◽  
The Past

In the past ten years, many Japanese manufacturers, especially automobile manufacturers, have opened plants in the United States. The Japanese have, in that time, increased their market share from one in five to nearly one in three cars that Americans drive. There are clear differences in Japanese and American business practices in the areas of organizational culture, leadership style, selection, training, employee attitudes, job satisfaction, and quality. American businesses must understand these differences and realize the most effective and efficient approach to produce goods and services that will fit in with our culture. The lessons we have learned from Japanese transplants and American corporations may have important implications to managers in public personnel management.

scholarly journals Revisiting Internal Marketing for the Determinants of Job (Dis)Satisfaction by Using Asymmetric Approach

2020 ◽  
Vol 12 (9) ◽  
pp. 3781
Author(s):  
Cheng-Feng Cheng
Keyword(s):  
Job Satisfaction ◽  
Sustainable Development ◽  
Human Resources ◽  
Organizational Behavior ◽  
Qualitative Comparative Analysis ◽  
Sufficient Conditions ◽  
Internal Marketing ◽  
Employee Job Satisfaction ◽  
Linear Relationships ◽  
Set Relations

Research in the fields of organizational behavior, human resources, or sustainable development management has paid much attention to employee job satisfaction and suggests it is critical to a firm obtaining a dominant position and gaining competitive advantage in a competitive environment. From the internal marketing perspective, how to satisfy employee job satisfaction to retain the valuable human resources needed to achieve sustainable development of the organization is a major concern of scholars and practitioners. However, most studies focus on above-average job satisfaction and relatively neglect below-average job satisfaction. Accordingly, this study categorized relevant antecedents into causal configurations for identifying the sufficient conditions of job (dis)satisfaction. Specifically, this study investigated how employees can achieve job satisfaction or dissatisfaction based on a fuzzy set qualitative comparative analysis (fsQCA). Most problems and theories of social science are formulated in terms of sets and set relations, while study employs asymmetric thinking in data analysis of previous linear relationships. The fsQCA found three and two causal configurations to be sufficient for high employee job satisfaction and dissatisfaction, respectively. For instance, the results indicate one configuration, namely task-related, innovation-related, coworker-related, and personal-related characteristics present but supervisor-related characteristics absent, can achieve high employee job satisfaction when the values of task-related, innovation-related, coworker-related, and personal-related characteristics are high with lower values of supervisor-related characteristics.

scholarly journals Certification as a tool for managing the organization’s development strategy

2020 ◽  
Vol 4 (78) ◽  
pp. 173-179
Author(s):  
A. SH. NURGALIEVA ◽  
◽  
G. BEKMAGAMBETOVA ◽  
SH. R. KARBETOVA ◽  
Z. R. KARBETOVA ◽  
...  
Keyword(s):  
Job Satisfaction ◽  
Human Resources ◽  
Development Strategy ◽  
Employee Survey ◽  
Existing Problems ◽  
Certification System ◽  
Mission Strategy ◽  
Multi Stage ◽  
Certification Procedure ◽  
Hr Strategy

Properly constructed certification system is effective tool for implementing both HR strategy and strategy of organization as a whole. Appraisal should ensure relationship of mission, strategy, vision, values and correlate individual tasks with goals of organization. Purpose of this work was to analyze functioning system of attestation of activities of institute’s personnel, identify existing problems and find ways to solve them. Authors studied indicators of provision of enterprise with scientific personnel, qualitative composition of employees, considered indicators of composition of personnel by education, presented indicators of effectiveness of organization’s activities and proposed measures to improve personnel policy. Employee survey was conducted to assess effectiveness of existing certification system and to obtain information about attitude of employees to assessment problem. Survey was conducted on issues of job satisfaction and index of job satisfaction of organization’s employees was calculated. Analysis of currently existing methods of working with personnel is carried out. Issues on improving development of human resources were considered. Modern multi-stage approach to personnel certification procedure is proposed. Methodological provisions of procedure for attestation of managers and employees of Institute have been developed Subsequently scientific and practical recommendations developed were aimed at improving certification procedure and increasing efficiency of human resources.

scholarly journals The Relationship between Perceived Job Satisfaction, Commitment and Loyalty in Banking Sector

2021 ◽  
Vol 6 (1) ◽  
pp. 27-38
Author(s):  
Yafra Naz ◽  
Sadhna Lohano ◽  
Abeer Khatri
Keyword(s):  
Job Satisfaction ◽  
Human Resources ◽  
Organizational Behavior ◽  
Organizational Performance ◽  
Performance Appraisal ◽  
Management Practices ◽  
Banking Sector ◽  
Scientific Management ◽  
Private And Public ◽  
The Impact

In the current era of highly volatile corporate environment, organizations are facing challenges in the form of optimization of human resources in the banking sector of Pakistan. Human resources are measured as a source of ecological competitive advantage. The success of an organization depends upon several factors but the most decisive factor that effect the organizational performance and its employees. Job satisfaction is one of the most broadly discussed and devotedly studied paradigms in related disciplines such as industrial-organizational psychology, organizational behavior. The job satisfaction is the favorable or un-favorable attitude with which the employee views his and her work. Job satisfaction, thus, is the result of various attitudes possessed by an employee. The current study is in endeavor to observe and explore the impact of human resources practices on job satisfaction, Commitment & loyalty of private and public sector banking employees. In the study the scientific management model, identify that Human resource management practices like training performance appraisal teamwork and compensationhas significant impact on job satisfaction.

Measuring the use of human resources practices and employee attitudes

2016 ◽  
Vol 4 (2) ◽  
pp. 94-115 ◽  
Author(s):  
Patrick Kampkötter ◽  
Jens Mohrenweiser ◽  
Dirk Sliwka ◽  
Susanne Steffes ◽  
Stefanie Wolter
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Personal Characteristics ◽  
Employee Attitudes ◽  
Set Covering ◽  
Human Resource Research ◽  
Data Set ◽  
Employee Survey ◽  
Content Type ◽  
Wide Range

Purpose – The purpose of this paper is to introduce a new data source available for researchers with interest in human resources management (HRM) and personnel economics, the Linked Personnel Panel (LPP). Design/methodology/approach – The LPP is a longitudinal and representative employer-employee data set covering establishments in Germany and a subset of their workforce and is designed for quantitative empirical human resource research. Findings – The LPP employee survey applies a number of established scales to measure job characteristics and job perceptions, personal characteristics, employee attitudes towards the organization and employee behaviour. This paper gives an overview of both the employer and employee survey and outlines the definitions, origins, and statistical properties of the scales used in the individual questionnaire. Practical implications – The paper describes how researchers can access the data. Originality/value – First, the data set combines employer and employee surveys that can be matched to each other. Second, it can also be linked to a number of additional administrative data sets. Third, the LPP covers a wide range of firms and workers from different backgrounds. Finally, because of its longitudinal dimension, the LPP should facilitate the study of causal effects of HRM practices.

scholarly journals Employee attitudes on TQM implementation and job satisfaction in public health sector

2021 ◽  
Vol 9 (1) ◽  
pp. 187-209
Author(s):  
Ivana Škarica ◽  
Ana-Marija Vrtodušić Hrgović
Keyword(s):  
Public Health ◽  
Job Satisfaction ◽  
Health Sector ◽  
Employee Attitudes ◽  
Future Research ◽  
Sociodemographic Characteristics ◽  
Minimal Risk ◽  
Public Health Sector ◽  
Effective Manner ◽  
The Difference

The quality of service in the public health sector is an essential aspect that influences patient satisfaction. Providing quality in public health sector means delivering health service in an affordable, safe and effective manner, with minimal risk and harm for patients. In other words, it means fulfilling patients’ needs and surpassing their expectations. In order to provide patients with good-quality and satisfactory service, many public health organizations implement quality standards that contribute with many benefits and advantages, among which employee satisfaction stands out. The objective of the research was to evaluate the attitude of employees in public health institutes towards the dimensions of job satisfaction and their perception of the level of TQM implementation, with regard to the employees’ sociodemographic characteristics. In order to achieve this objective, ANOVA was used to test the hypotheses and determine the difference between observed sociodemographic characteristics with regard to the dimensions of job satisfaction and the application of TQM principles in research. Beside that, correlation coefficient was used to test the connection between overall job satisfaction and the level of TQM implementation (overall TQM principles). The findings suggest that level of education and the length of service have a significant effect on the differences in assessments among employees, while position in the workplace affects within certain dimensions of job satisfaction, as well as within their perception of the TQM implementation. Results have also shown that there is a statistically significant relationship between job satisfaction and the level of implementation of TQM principles. The present study provides valuable guidelines for public health sector managers since the results of the research indicate the level of perception of the implementation of TQM principles and job satisfaction dimensions with which employees are the most and the least satisfied, thus pointing out to management in public health sector institutions the areas in which certain improvement measures should be implemented. As this study focuses specifically on Institutes of Public Health, future research could be expanded to encompass other public health institutions such as hospitals and private clinics as well as other sectors.

scholarly journals Human resources practices and job satisfaction on customer satisfaction: The mediating role of quality of customer interaction in online call center

2021 ◽  
pp. 11-18
Author(s):  
Bilal Eneizan ◽  
Mohammad Taamneh ◽  
Odai Enaizan ◽  
Mohammad Fathi Almaaitah ◽  
Abdul Hafaz Ngah ◽  
...  
Keyword(s):  
Job Satisfaction ◽  
Customer Satisfaction ◽  
Human Resources ◽  
Organizational Behavior ◽  
Call Center ◽  
Positive Impact ◽  
Mediating Role ◽  
Hr Practices ◽  
Customer Interaction

The frequently discussed topic of job satisfaction is not new in the field of organizational behavior research. Job satisfaction is related to customer satisfaction; however, there is a scarcity of empirical evidence regarding this link. The current piece of research examines the said relationship in the context of the online call center. In addition, this study investigates the effect of human resources (HR) practices on job satisfaction within the online call center context. The sample of the study consists of 275 employees who were working as an online call center. SMARTPLS 3 was used to analyze the data. The findings of the study indicated a positive relationship between HR practices with job satisfaction. Furthermore, a positive impact of job satisfaction on customer satisfaction is observed. The mediation of customer interaction quality is also found to be significant in the relationship between job satisfaction and customer satisfaction.

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