scholarly journals A study on effects of Customer contact staff of Service training on job satisfaction and organizational loyalty

2017 ◽  
Vol 7 (1) ◽  
pp. 53-64
Author(s):  
Youngsoon Kim
Keyword(s):  
Job Satisfaction ◽  
Customer Contact ◽  
Organizational Loyalty ◽  
Service Training

The relationship between staff organizational loyalty and job satisfaction and enthusiasm

2020 ◽  
Vol 2-3 (20) ◽  
pp. 101-110
Author(s):  
Andrii Trofimov ◽  
◽  
Alina Strymetska ◽  
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Relationship Satisfaction ◽  
Market Economy ◽  
Significant Relationship ◽  
Work Conditions ◽  
Satisfaction Questionnaire ◽  
Organizational Loyalty ◽  
The Relationship

Introduction. In a market economy, staff organizational loyalty is one of the key challenges. Aim. To explore the relationship between staff organizational loyalty and their job satisfaction and enthusiasm. Methods: J. Meyer and N. Allen Scale of Organizational Loyalty, Utrecht Scale of Work Enthusiasm, and Integral Job Satisfaction questionnaire. Results. There is a statistically significant relationship between staff job satisfaction and organizational loyalty. Overall staff organizational loyalty has been shown to relate with such scales of work enthusiasm as "energy", "commitment", and "general enthusiasm". Conclusions. Staff organizational loyalty significantly correlates with staff job satisfaction (in particular, with such components of job satisfaction as job achievement satisfaction, colleagues relationship satisfaction, and work conditions satisfaction) and work enthusiasm (in particular, with staff organizational commitment).

Organizational Loyalty as a Basic Component of Effective Professional Activity of an Employee in the Organization

2021 ◽  
Vol 10 (1) ◽  
pp. 92-99
Author(s):  
O. Shcherbakova ◽  
V. Sklyadneva ◽  
A. Sazhina
Keyword(s):  
Job Satisfaction ◽  
Individual Characteristics ◽  
Basic Component ◽  
Professional Activity ◽  
Organizational Loyalty ◽  
Organization And Management ◽  
The Subject ◽  
Main Components ◽  
Psychological Features ◽  
The Given

The article deals with the organizational loyalty of employees as one of the main components of effective professional activity. The emphasis is made on the interrelation of organizational loyalty and such individual characteristics of an employee as motivation to professional activity, subjective job satisfaction and locus of control. Psychological features of the subject of activity influence the content of organizational loyalty: increased responsibility for the effectiveness of professional work of subjects of professional interaction; creative approach to organization and management when solving professional tasks; peculiarities of communication in the process of solving production tasks. Because of empirical research, the conclusion is made that the majority of employees are satisfied with their professional activity in the given organization. Such components of UT as satisfaction with achievements in work, satisfaction with relations with employees, level of pretensions, and also preference of carried out work to high earnings are expressed in them to the greatest degree.

She’s already busy

2015 ◽  
Vol 30 (4) ◽  
pp. 286-311 ◽  
Author(s):  
Daria C. Crawley ◽  
Jill K. Maher ◽  
Stacy Blake-Beard
Keyword(s):  
Job Satisfaction ◽  
Organizational Citizenship ◽  
Work Engagement ◽  
Mail Survey ◽  
Job Tenure ◽  
Content Type ◽  
Organizational Variables ◽  
Organizational Loyalty ◽  
Helping Behaviors ◽  
E Mail

Purpose – This study aims to examine women’s organizational citizenship behaviors (OCBs) or the voluntary, discretionary behaviors employees perform that are not linked to their reward system but benefit organizations. Specifically, it investigates several attitudinal and organizational antecedents relative to two sub-dimensions of OCB: organizational loyalty and helping behaviors. Design/methodology/approach – Alumnae (n = 160) responded to an e-mail survey regarding their self-reported OCBs, job satisfaction, work engagement and several demographic and organizational variables. Findings – In this fiscal climate, organizations are challenged with fostering an environment encouraging employees to go beyond job requirements. Findings here suggest that married women who are engaged in work have the highest propensity to do this by engaging in these non-compensated, non-mandated behaviors. However, importantly, differences were found between organizational loyalty citizenship and helping behaviors. An inverse relationship was also found between job tenure and helping behaviors: an interesting result. Research limitations/implications – An important implication of the research is the dissection and examination of two sub-dimensions of OCB (i.e. organizational loyalty and helping), providing a better understanding of the dimensionality of the phenomenon and how they relate to job satisfaction and work engagement for a significant segment of the American workforce: women. Originality/value – This study examines the dimensionality of OCB (as called for by previous research) and establishes that not all OCBs can be treated equally, as antecedents vary in their predictability of OCB engagement. Further, this research investigates the relationship between individual job satisfaction components (pay, recognition and supervision) and OCBs to help clarify conflicting findings between OCB and this key workplace attitude.

Work Stress, Perceived Career Opportunity, and Organizational Loyalty In Organizational Change: a Moderated Mediation Model

2019 ◽  
Vol 47 (4) ◽  
pp. 1-11
Author(s):  
Ting Wu ◽  
QiTaiSong Shen ◽  
Hanqing Liu ◽  
Cong Zheng
Keyword(s):  
Job Satisfaction ◽  
Organizational Change ◽  
Work Stress ◽  
Mediation Effect ◽  
Negative Effects ◽  
Organizational Loyalty ◽  
Moderated Mediation Model ◽  
Power Company ◽  
Work Characteristic ◽  
Career Opportunity

We applied job demands–resources theory to construct a negative work characteristic (i.e., work stress) and a positive work characteristic (i.e., perceived career opportunity) in the context of organizational change to investigate how these characteristics affect employees' organizational loyalty. Participants were 2048 Chinese employees from a state-owned power company where a government-led power price reform had taken place. Results show that work stress is negatively related to organizational loyalty via job satisfaction, and that perceived career opportunity (PCO) is positively related to organizational loyalty. In regard to the moderating role of PCO, the negative effects of work stress on organizational loyalty and on job satisfaction, and the negative mediation effect of work stress on organizational loyalty via job satisfaction, were weaker for employees with high rather than low PCO.

scholarly journals Skala Zaufania do Przełożonego jako narzędzie do mierzenia zaufania do menedżerów

2020 ◽  
Vol 31 (3) ◽  
pp. 97-115
Author(s):  
Marcin Wnuk
Keyword(s):  
Job Satisfaction ◽  
Psychometric Properties ◽  
Supervisor Support ◽  
Intention To Leave ◽  
Dimensional Structure ◽  
Perceived Supervisor Support ◽  
Organizational Loyalty ◽  
Positive Correlations ◽  
Stress At Work ◽  
Negative Relationships

Background: The aim of the study was operationalizing trust in supervisor concept and assesses the psychometric properties of the tool using to measure this construct. Material and Methods: Subjects were 804 employees from different organizations. The following measures were used: Perceived Supervisor Support Scale, Perceived Stress at Work Questionnaire, Grattitude Towards Organization Scale, Organizational Loyalty Scale and 2 measures – regarding intention to leave and job satisfaction. Results: Confirmed very good psychometric properties of Trust in Supervisor Scale. Factor analysis statistically confirmed the two dimensional structure of this measure inclusive benevolence and integrity factor containing 12 items and abilities as well as competences containing 8 items. The reliability of the Trust in Supervisor Scale was confirmed using the α-Cronbach coefficient. The proof of the theoretical validity of this measure are its positive correlations with job satisfaction, loyalty and gratitude towards the organization as well as its negative relationships with the intend to quit organization and the level of stress. Conclusions: The obtained results confirm that the Trust in Supervisor Scale has a very good psychometric properties and may be used in practice to explore trust in mangers in organizations in Poland.

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