scholarly journals Leadership, Learning Organization and Job Satisfaction in Ghanaian Telecommunications Companies

2016 ◽  
Vol 12 (29) ◽  
pp. 29
Author(s):  
Remy Nyukoron
Keyword(s):  
Job Satisfaction ◽  
Learning Organization ◽  
Leadership Behaviors ◽  
Positive Impact ◽  
Building Blocks ◽  
Monetary Incentives ◽  
Business Organizations ◽  
Employee Job Satisfaction ◽  
Business Executives ◽  
First Time

This survey aims to explore the relationship between leadership and learning organization dimensions on employee job satisfaction. The sample involved staff working in the top telecom companies operating in Ghana. Data were gathered utilizing a structured questionnaire; a total of 700 questionnaires were distributed and 500 valid responses were returned. The data were processed using exploratory factor analysis as well as multiple linear regression. The study findings revealed a positive impact of interactive learning organization building blocks on employee job satisfaction. The results also indicated leadership behaviors to cause significant positive impact on learning organizations. With the growing number of knowledge workers in Ghana, it is not possible for business executives to satisfy the demands of employees through conventional leadership. Rather, business executives need to enhance their own skills in transformational leadership, setting a good example, encouraging continuous learning and innovative activities, developing the potentials of their employees, providing training and education and offering monetary incentives, as these are necessary to keep people with excellent talents. Thus, this study effort, for the first time, raises the awareness of Ghanaian business organizations of the effect of leadership and learning organization practices on job satisfaction.

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.

The impact of emotional intelligence and servant leadership on employee job satisfaction

2021 ◽  
Vol 13 (2) ◽  
pp. 205-217
Author(s):  
Pallavi Jha ◽  
Sanjay Bhattacharya
Keyword(s):  
Job Satisfaction ◽  
Emotional Intelligence ◽  
Servant Leadership ◽  
Positive Impact ◽  
Pearson Correlation ◽  
Work Productivity ◽  
Content Type ◽  
Significance Level ◽  
Employee Job Satisfaction ◽  
The Impact

Purpose The concept of emotional intelligence (EI) and servant leadership (SL) are two variables that have been essential for the organization leaders to ensure a healthy and happy work–life for their subordinates. The purpose of this study to be conducted was for leaders understand the role EI and SL play in maintaining employee job satisfaction and help them to create engaging environment and bring effectiveness in the work productivity of the assets. Design/methodology/approach Quantitative method was used and a total of 150 people were taken as a sample which consisted of several leaders and their subordinates and an emotional intelligence questionnaire by NHS and SL: multidimensional questionnaire was floated to rate the leaders EI and SL behavior comparing it with the leaders self-rating. The result was analyzed using SPSS, Pearson correlation and regression was used to understand the significance level and reliability of all the independent and dependent variables, respectively. Findings Through correlation and regression, it was found that presence of EI and SL style in a leader plays a huge role in employee job satisfaction. It was also found that EI and SL are the substantial predictor which have positive impact over employee job satisfaction. Originality/value The outcome of the study will help the leaders understand the significance that the EI and SL have in their role to maintain employee job satisfaction, as well as the training and development measures for leaders.

Impact of employee job satisfaction and commitment on customer perceived value

2019 ◽  
Vol 38 (3) ◽  
pp. 737-755
Author(s):  
Hanen Charni ◽  
Isabelle Brun ◽  
Line Ricard
Keyword(s):  
Job Satisfaction ◽  
Affective Commitment ◽  
Positive Impact ◽  
Perceived Value ◽  
Content Type ◽  
Customer Perceptions ◽  
Employee Job Satisfaction ◽  
Customer Perceived Value ◽  
The Impact ◽  
Formative Index

Purpose The purpose of this paper is to analyse the impact of employee job satisfaction and affective commitment as perceived by customers on customer perceived value, more specifically its benefits dimensions. Design/methodology/approach A total of 652 panellists from a large Canadian polling firm self-administer a web-based questionnaire. To measure customer perceived value, a formative index is used which contributes to topical literature through a unique methodology. Hypotheses are tested using a structural equation model. Findings An analysis of the direct, indirect and total effects confirms the unique positive impact of employee job satisfaction and affective commitment, as perceived by customers, on the emotional, social, relationship and epistemic benefits, as well as on the formative index of customer perceived value. Practical implications Customer perceptions of employee attitudes (job satisfaction and affective commitment) represent a unique opportunity for banks to differentiate their value proposition in a hypercompetitive market. Originality/value This study is the first to consider customer perceptions of employee job satisfaction and affective commitment in relation to a formative index of customer perceived value and its related benefits dimensions.

scholarly journals THE IMPACT OF CHANGE MANAGEMENT ON JOB SATISFACTION OF EMPLOYEES IN GHANA’S BANKING SECTOR

2014 ◽  
Vol 9 (2) ◽  
pp. 140-149 ◽  
Author(s):  
Noble Osei-Bonsu
Keyword(s):  
Job Satisfaction ◽  
Organizational Change ◽  
Change Management ◽  
Attitude Change ◽  
Banking Sector ◽  
Employee Involvement ◽  
Positive Impact ◽  
Employee Attitudes ◽  
Employee Job Satisfaction ◽  
The Impact

Employee job satisfaction is pertinent and critical in the change management process of contemporary organizations. The objectives of this study are to assess the extent of employee involvement in the change management processes, assess the impact of change management on employee job satisfaction and thirdly, attitude of employees after organizational change. A descriptive survey research design was employed to administer a self-designed questionnaire consisting of open and closed- ended items to one hundred and forty respondents using simple random sampling. Closed-ended items were measured on a five-point Likert scale. Data was analysed using SPSS and presented in descriptive form. The main findings indicate that employees’ involvement in the process was limited to provision of adequate information. It was also revealed that generally, the change had a positive impact on employees’ job satisfaction. Finally, employee attitudes after the change were found to be positive. Interestingly, respondents disagreed with the issue of high level of trust after the change process. In view of the findings, it is recommended that management should encourage employees’ maximum participation in the process through adequate representation on change management committees. Key words: attitude, change management, employee involvement, job satisfaction, organizational change.

Impact of Knowledge Management Dimensions on Learning Organization

2013 ◽  
pp. 145-162
Author(s):  
Deepak Chawla ◽  
Himanshu Joshi
Keyword(s):  
Knowledge Management ◽  
Learning Organization ◽  
Positive Impact ◽  
Sustainable Competitive Advantage ◽  
Business Organizations ◽  
Business Excellence ◽  
Learning Capabilities ◽  
Organizational Ability ◽  
And Performance ◽  
The Impact

Knowledge and knowledge driven learning determines the organizational ability to achieve sustainable competitive advantage. To excel in business, organizations need to develop processes that facilitate streamline information flow resulting in enhanced learning. This paper investigates the learning capabilities demonstrated by Indian organizations and for the differences between business excellence awarded and non-awarded organizations. This paper examines the impact of Knowledge Management (KM) dimensions on Learning Organization (LO) and tests if the impact is significantly different for these groups. A convenience sample of 57 executives from 16 Indian organizations participated in the study. The results show that organizations awarded for business excellence fare better on all items of LO as compared to non-awarded ones. However, statistical difference is found only in Vision and Strategy and Performance Improvement Process. The results show that most of the KM dimensions have a positive impact on LO dimensions.

scholarly journals Importance of HRM Policies on Employee Job Satisfaction

2020 ◽  
Vol 1 (1) ◽  
pp. 49-57
Author(s):  
Prusha Zardasht ◽  
Sewa Omed ◽  
Shadi Taha
Keyword(s):  
Job Satisfaction ◽  
Positive Impact ◽  
Employee Performance ◽  
Current Paper ◽  
Customer Relationship ◽  
Kurdistan Region ◽  
Employee Job Satisfaction ◽  
Key Factor ◽  
Antecedents And Consequences

Employee performance is a key factor in the organizations for productivity. Besides, highly performing employees promote the quality of customer relationship. Because of its positive impact on the internal and external success of the organization, scholars and practitioners are investigating its antecedents and consequences increasingly in the recent years. Therefore, the current paper has aimed to search HRM policies’ impact on employee job satisfaction in the Kurdistan Region of Iraq. The results have revealed that rewarding and motivation was the most significant indicators of employees’ job satisfaction. Secondly, empowerment was an important subject for the employees which makes them satisfied with their jobs. Lastly, communication and motivation were the significant indicators which affected the job satisfaction of employees.

scholarly journals USE OF GAMIFICATION IN HUMAN RESOURCE MANAGEMENT: IMPACT ON ENGAGEMENT AND SATISFACTION

2018 ◽  
Author(s):  
Daiga Ērgle ◽  
Iveta Ludviga
Keyword(s):  
Job Satisfaction ◽  
Human Resource Management ◽  
Human Resource ◽  
Positive Impact ◽  
Internal Communication ◽  
Employee Job Satisfaction ◽  
Equation Modelling ◽  
Using Data ◽  
Hr Managers ◽  
Source Management

The use of games, also called gamification, is innovative an approach in contemporary human re-source management. The aim of this research is to assess whether gamification, if used in HR pro-cesses, can increase engagement and job satisfaction among employees, as well as to identify which HR processes respond better to gamification. Using data from CAWI interviews (n = 620) and Struc-tural Equation Modelling (PLS-SEM) method with smartPLS software, the researchers found a signifi-cant positive impact of gamification on employee job satisfaction, however, no impact on engage-ment. Teambuilding and internal communication were identified as HR processes which better re-spond to gamification and recommendations for HR managers provided.

scholarly journals Leadership and Job Satisfaction: Addressing Endogeneity With Panel Data From a Field Experiment

2019 ◽  
Vol 40 (4) ◽  
pp. 589-612
Author(s):  
Seung-Ho An ◽  
Kenneth J. Meier ◽  
Jacob Ladenburg ◽  
Niels Westergård-Nielsen
Keyword(s):  
Job Satisfaction ◽  
Panel Data ◽  
Field Experiment ◽  
Leadership Training ◽  
Leadership Behaviors ◽  
Human Resources Management ◽  
Organizational Outcomes ◽  
Public And Private ◽  
Positive Effects ◽  
Employee Job Satisfaction

The interaction between leaders and employees plays a key role in determining organizational outcomes and performance. Although the human resources management literature posits positive effects of leadership behaviors on employee job satisfaction, the causal path between the two is unclear due to potential endogeneity issues inherent in this relationship. To address the issue, we first provide theoretical explanations about why and how transformational and transactional leadership behaviors would enhance employee job satisfaction. Second, we test the relationship between leadership behaviors and employee job satisfaction using panel data from a year-long randomized field experiment that engaged leaders and employees from hundreds of public and private organizations in Denmark. Primary findings suggest that although leadership training does not have direct effects on changes in employee job satisfaction, leadership-training-induced changes in leadership behaviors (transformational leadership and verbal rewards) are positively related to changes in job satisfaction.

scholarly journals Does Workfrom Home Increase Employee Job Satisfaction? Evidence from Information Communication Technology Industry in Sri Lanka

2021 ◽  
Vol 11 (6) ◽  
Author(s):  
M.M.F Rusdha ◽  
W.A Edirisooriya
Keyword(s):  
Job Satisfaction ◽  
Sri Lanka ◽  
Positive Impact ◽  
Information Communication ◽  
Home Practice ◽  
Theoretical Contribution ◽  
Employee Job Satisfaction ◽  
Work From Home ◽  
Ict Industry ◽  
The Impact

The corporate world was undergoing a phase of digital transformation overrecent past years which led to adopt the work from home practice in different industry contexts and this practice had been accelerated due to the COVID-19 outbreak. To obtain the optimum outcome from employees, it is the major responsibility of the organizations to ensure that they are satisfied enough with the new work settings since employee job satisfaction is one of the significant elements of an effective workforce. Therefore,the main objective of this study was to examine the impact of work from home on employee job satisfaction in Information Communication Industry (ICT) industry in Sri Lanka. Using the survey strategy, responses were collected through questionnaires from 384 employees from the ICT industry in Sri Lanka. The findings of this study concluded that there is a positive impact of work from home on employee job satisfaction in the ICT industry in Sri Lanka as work from home gives more freedom, autonomy, and work-life balance. Further, it identified that the ICT organizations in Sri Lanka use a high level of work home practice and their employees’ job satisfaction level is also relatively high. The theoretical contribution of this study is that it extends the employee job satisfaction literature by empirically testing and validating the work from home in a new context. Also, the findings of this research are useful for all the practitioners to increase employee job satisfaction by developing flexible and unique work from home practices. Accordingly, work from home could be used as a strong motivational strategy in the ICT industry as well as in other contexts.

scholarly journals Employee and the Self-Employed Job Satisfaction: Similarities and Differences

2018 ◽  
Vol 24 (1) ◽  
pp. 43
Author(s):  
Nebojsa Janicijevic ◽  
Katarina Ignjatović Paunović
Keyword(s):  
Job Satisfaction ◽  
Personal Responsibility ◽  
Statistical Significance ◽  
Research Question ◽  
The Self ◽  
Task Completion ◽  
Employee Job Satisfaction ◽  
Central Hypothesis ◽  
Satisfaction Rates ◽  
First Time

Research question: This paper investigates if there are differences between employees and the self-employed job satisfaction levels. Motivation: The motive for this research was the desire to determine the validity of the assumption that the self-employed are more satisfied with their jobs than employees, and also to investigate for the first time in Serbia the differences in the self-employed and employee job satisfaction. The paper relies on earlier research works that have all shown that the self-employed are more satisfied with their jobs than employees (Blanchflower, 2004). This is due to the autonomy at work that the self-employed have, while employees experience it in a smaller degree. In addition, the selfemployed also have better opportunities to organize their work so that it can be interesting, a greater flexibility at work and larger income. Idea: In this perspective, the central hypothesis of this study is that in Serbia, and also other researched countries, the self-employed job satisfaction is higher than that of the employees in their firms. Therefore, the research has been directed to determine whether job satisfaction, as a dependent variable, is systematically different depending on the respondents’ status (self-employed – employee), as an independent variable. Data: The research included 127 employees in 15 different business firms run by the self-employed from different parts of Serbia. Of the total number of respondents, 52 were self-employed while 75 were employees. The respondents rated the importance of and their satisfaction with 12 job dimensions. Tools: While calculating the average importance and satisfaction rates of the self-employed and employees, as well as the statistical significance of the differences in their ratings by means of independent sample t test, significant results have been obtained. Findings: Just like in the earlier research, it has been confirmed that the self-employed show a higher level of total job satisfaction in comparison with employees. Statistically significant differences in the job dimensions’importance exist only in the job dimension “Work that does not require overtime”, which is significantly more important to employees than to the self-employed. With respect to job satisfaction, statistically significant differences exist in 6 out of 12 job dimensions, and in each of them the self-employed are more satisfied than the employees. Unlike in earlier research, the main source of the self-employed satisfaction is not autonomy at work, but personal responsibility in task completion, safe working conditions and friendly atmosphere at work. Contribution: The study has once again shown that the selfemployed are more satisfied with their job in comparison with the employees, and that this also applies in Serbia.

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