scholarly journals Supporting Public Health Employee Engagement and Retention: One U.S. National Center’s Analysis and Approach

2020 ◽  
Vol 68 (8) ◽  
pp. 366-373
Author(s):  
C. Kay Smith ◽  
Crystal Spears-Jones ◽  
Carolyn Acker ◽  
Hazel D. Dean
Keyword(s):  
Public Health ◽  
Job Satisfaction ◽  
Employee Engagement ◽  
Workforce Development ◽  
Work Experience ◽  
Full Time ◽  
Public And Private ◽  
Service Employees ◽  
Performance Reviews ◽  
Public And Private Sector

Background: Employee engagement, exemplified by positive perceptions of supervisors, workplace, and job, improves productivity and employee retention. We identified the extent of and barriers to employee engagement at Centers for Disease Control and Prevention’s (CDC) National Center for HIV/AIDS, Viral Hepatitis, STD, and TB Prevention (NCHHSTP). Methods: In 2015, NCHHSTP’s leadership collected baseline data through a centerwide Employee Engagement Pulse Survey (EEPS) from NCHHSTP’s full-time Civil Service employees, U.S. Public Health Service Commissioned Corps officers, and Title 42 service fellows. EEPS included six demographic questions; nine Likert-type scale questions measuring 26 perceptions related to immediate supervisors, the work environment, and job satisfaction; and four open-ended questions soliciting recommendations for improvement. Findings: Among 727 of 1,171 staff (response rate = 62%), positive perceptions of supervisors ranged from a high of 94% (supervisor conducts performance reviews) to a low of 63% (supervisor assists employees with career development). Perceptions of work experience ranged from 98% (respondents were willing to put in extra effort to get a job done) to 68% (respondents’ talents were used well in the workplace). Perceptions of job satisfaction ranged from 87% (support from their coworkers) to 69% (satisfaction with opportunities to learn or grow professionally). Conclusion/Application to Practice: Overall, NCHHSTP staff have positive perceptions of their work, their leaders, and the agency. Other public- and private-sector employers might be able to improve their employees’ engagement and retention by listening to their opinions and needs and frequently recognizing their individual achievements. NCHHSTP’s workforce development initiatives can be used as a model for assessing a baseline of their employees’ engagement.

Significance of Job Attitudes and Motivation in Fostering Knowledge Sharing Behaviour Among Bank Personnel

2021 ◽  
Vol 20 (01) ◽  
pp. 2150003
Author(s):  
Muhammad Umar ◽  
Maqbool Hussain Sial ◽  
Syed Ahmad Ali
Keyword(s):  
Job Satisfaction ◽  
Knowledge Sharing ◽  
Job Involvement ◽  
Job Attitudes ◽  
Partial Least Square ◽  
Least Square ◽  
Future Research ◽  
Public And Private ◽  
Knowledge Intensive ◽  
Public And Private Sector

This research examines the association of job attitudes (i.e. job involvement, job satisfaction, and commitment) with knowledge sharing behaviour of bank personnel through behavioural antecedents (i.e. motivation, attitude, and intentions to share knowledge). The hypothesised relationships among job attitudes (excluding job involvement), behaviour antecedents, and knowledge sharing behaviour are significant and consistent. Notably, the association of job satisfaction with the motivation to share knowledge is insignificant. The survey results are based on data from a stratified multistage cluster sample of 316 public and private sector bank professionals from Pakistan, analyzed using Partial Least Square (PLS)-Structure Equation Modelling (SEM). The research provides a framework for theoretical and practical implications in knowledge-intensive organisations to foster knowledge sharing that increases individual as well as organisational productivity. The study paves the way for future research by including knowledge-oriented leadership, culture, trust, knowledge governance, and citizenship behaviour in the current framework for analysis in diverse geographical and demographical contexts.

scholarly journals Public Service Employee Motivation Issues in Georgia

2018 ◽  
Vol 4 (1) ◽  
pp. 49-55
Author(s):  
Salome Sakvarelidze
Keyword(s):  
Public Service ◽  
Employee Motivation ◽  
Modern Human ◽  
Public And Private ◽  
Service Employees ◽  
Essential Condition ◽  
The Public ◽  
Public Managers ◽  
Public And Private Sector

Abstract The motivated employee represents the essential condition of any organization’s success. Public and private sector managers should constantly work toward coordinating and increasing employee motivation in order to ensure the timely and effective implementation of the plans set by the organization. Accordingly, proper assessment of processes and prompt determination of individuals’ driving motives are needed. Studies have shown that public service employees from all around the world face challenges, such as: incompatibility of knowledge, experience and position, as well as hard and lightweight work. Consequently, public managers should be aware of modern human resource management methods that can be used in effective and efficient ways to increase employee work quality. The main purpose of the paper is to determine the current situation of the public sector in Georgia. In addition, the research seeks to identify and examine the factors that influence employee demotivation and to determine under what conditions motivation can be a worthwhile investment in a public organizations. Methodologically, the work is based on analysis of the available literature and the results of the research statistically processed based on the survey example of 449 respondents from different Georgian ministries selected by a random simple.

scholarly journals THE ROLE OF EMOTIONAL INTELLIGENCE IN JOB SATISFACTION OF INDIVIDUALS

2017 ◽  
Vol 7 (1) ◽  
pp. 203
Author(s):  
Luisa Amelia França ◽  
Lisete Dos Santos Mendes Monico
Keyword(s):  
Job Satisfaction ◽  
Emotional Intelligence ◽  
Work Experience ◽  
Pearson Correlation ◽  
Well Being ◽  
Significant Negative Correlation ◽  
Organizational Stress ◽  
Private Companies ◽  
Public And Private ◽  
The Individual

Abstract.Emotional intelligence is a set of skills that enable the individual to manage their own emotions and those of others, making it easier to achieve established objectives and create wellbeing at organizational, academic and personal level. Job satisfaction is a positive emotional assessment of work experience that is related to the productivity and well-being. In this regard, the aim of this study was to analyze to what extent emotional intelligence can increase job satisfaction. To achieve this goal are counted with a mixed sample of 377 workers (M = 172, F= 205) in public and private companies of Portugal, that answered a questionnaire previously validated by other authors, which mediates the three main variables of study: emotional intelligence, organizational stress and job satisfaction. The results obtained through the Pearson correlation tested the hypotheses in the expected direction with significant negative correlation between emotional intelligence and organizational stress and a significant positive correlation between emotional intelligence and job satisfaction. Emotional intelligence workers anticipated job satisfaction R multiple = .332, R2 = .111, F (6, 370) = 7.66, p <.001, the most significant variables as predictors of emotional intelligence, Auto - courage (? = .184, p = .001), and Empathy and emotional contagion (? =.141, p = .016).Keywords: Emotional Intelligence and Job Satisfaction.Resumen.La inteligencia emocional consiste en un conjunto de habilidades que permiten al individuo manejar sus propias emociones y las de los demás, por lo que es más fácil alcanzar los objetivos establecidos y crear bienestar a nivel organizacional, académico y personal. La satisfacción laboral representa una valoración emocional positiva sobre la experiencia de trabajo, que está relacionado con la productividad y el bienestar. En este sentido, el objetivo de este estudio es analizar hasta qué punto la inteligencia emocional puede aumentar la satisfacción laboral. Para llevar a cabo este objetivo se contó con una muestra mixta de 377 trabajadores (M = 172, F = 205) de empresas públicas y privadas de Portugal, que respondieron a un cuestionario previamente validado por otros autores, que medía las dos variables principales de este estudio: inteligencia emocional y satisfacción laboral. Los resultados obtenidos a través de la correlación de Pearson probaron la hipótesis en la dirección esperada, una correlación positiva significativa entre la inteligencia emocional y la satisfacción laboral. La inteligencia emocional de los trabajadores anticipa la satisfacción laboral R múltiplo = .332; R2 = .111, F (6, 370) = 7.66, p < .001, siendo las variables más significativas como predictores de inteligencia emocional, el Auto–coraje (? = .184, p= .001) y, la Empatía y el contagio emocional (? = .141, p = .016).Palabras claves: inteligencia emocional y satisfacción laboral.

Do Teacher Status, Gender, and Years of Teaching Experience Impact Job Satisfaction and Work Engagement?

2020 ◽  
pp. 001312452092616
Author(s):  
Ruzanna Topchyan ◽  
Carol Woehler
Keyword(s):  
Job Satisfaction ◽  
Work Engagement ◽  
Work Experience ◽  
Social Engagement ◽  
Teaching Experience ◽  
Teacher Job Satisfaction ◽  
Substitute Teachers ◽  
Full Time ◽  
Teacher Gender ◽  
Teacher Status

This study explored whether teacher status (full-time vs. substitute) and its interaction with teacher gender and length of work experience had an effect on the linear combination of teacher job satisfaction and work engagement. The study was conducted with 238 full-time and substitute teachers. The findings suggested that full-time teachers’ social engagement, social engagement with students, and job satisfaction were significantly higher than those of substitute teachers, and that female teachers were more engaged with students than their male counterparts and substitute teachers. Length of teaching experience did not have any significant effect on job satisfaction or work engagement. Implications for educational leadership are discussed.

Abusive supervision and employee engagement and satisfaction: the mediating role of employee silence

2020 ◽  
Vol 49 (9) ◽  
pp. 1845-1858
Author(s):  
Chih-Chieh Wang ◽  
Hui-Hsien Hsieh ◽  
Yau-De Wang
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
Work Engagement ◽  
Structural Equation ◽  
Work Motivation ◽  
Abusive Supervision ◽  
Equation Modeling ◽  
Full Time ◽  
Content Type ◽  
Employee Silence

PurposePrevious studies have found that abusive supervision undermines employees' work motivation and attitudes, namely work engagement and job satisfaction. However, less is known about the mechanisms by which abusive supervision negatively relates to employees' work engagement and job satisfaction. Drawing on conservation of resources theory, this study examines employee silence as a mediating mechanism linking abusive supervision to employees' work engagement and job satisfaction.Design/methodology/approachSurvey data were collected from a sample of 233 full-time employees of a large hotel service company in Taiwan. Structural equation modeling analyses were conducted to test the hypotheses.FindingsThe results showed that abusive supervision has a positive association with employee silence. Moreover, the results showed that employee silence mediates the negative associations of abusive supervision with employees' work engagement and job satisfaction.Practical implicationsThe results suggest that organizational managers should provide supervisors with leadership interventions to prevent the occurrence of abusive supervision. Furthermore, organizational managers should provide employees with opportunities to voice their concerns through the use of organizational communication and participation, which can reduce employee silence and subsequently foster employee engagement and satisfaction at work.Originality/valueThis study advances our understanding of how abusive supervision results in poor work motivation and attitudes among employees. This contributes to the literature by identifying employee silence as a suitable mediating mechanism linking the negative associations of abusive supervision with employees' work engagement and job satisfaction.

Job security matters: A systematic review and meta-analysis of the relationship between job security and work attitudes

2019 ◽  
pp. 1-31 ◽  
Author(s):  
Hyunkang Hur
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Security Policy ◽  
Meta Analysis ◽  
Work Attitudes ◽  
Job Security ◽  
Public And Private ◽  
The Public ◽  
Public And Private Sector ◽  
The Relationship

AbstractThis article synthesizes public and private sector accumulated research regarding the relationship between job security and employee work attitudes (i.e., job satisfaction and organizational commitment). The present meta-analysis of 37 studies (including 45 independent samples) shows that the medium-sized associations between job security and each work attitude variables (i.e., job satisfaction and organizational commitment) were found, with true score correlations (ρ) of .327 for job satisfaction, and .253 for organizational commitment. These results highlight the significance of job security at the workplace, in shaping and enhancing attitudes of employee and job security is worth retaining in some form in the public sector, contrary to the logic of at-will employment. This meta-analysis findings also call attention to several important considerations for developing effective public job security policy.

scholarly journals A Comparative Analysis of Job Satisfaction Among Public and Private Sector College / University Teachers in Lahore

2003 ◽  
Vol 8 (1) ◽  
pp. 91-118
Author(s):  
Aamir Ali Chughtai
Keyword(s):  
Job Satisfaction ◽  
Education System ◽  
Teaching Quality ◽  
Educational Process ◽  
Teaching Staff ◽  
Quality Teachers ◽  
High Quality ◽  
Public And Private ◽  
Teachers And Students ◽  
Public And Private Sector

Background & Objectives A high quality teaching staff is the cornerstone of a successful education system. Daily interaction between teachers and students is at the center of the educational process. Attracting and retaining high quality teachers is thus a primary necessity for a strong education system. One step in developing a high quality faculty is to understand the factors associated with teaching quality and retention. One of these factors is job satisfaction. Very often, it is not merely satisfaction with the job, but with the career in general, that is important. With teachers, satisfaction with their careers may have strong implications for student learning. Specifically, a teacher’s satisfaction with his or her career may influence the quality and stability of instruction given to the students. Some researchers argue that teachers who do not feel supported in their work may be less motivated to do their best work in the class- room (Ostroff, 1992; & Ashton & Web, 1986).

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