scholarly journals Reward strategies and job satisfaction in private companies: a case of Uganda Breweries-Luzira

2021 ◽  
Vol 1 (1) ◽  
pp. 69-83
Author(s):  
Boniface Okello Ochwo ◽  
◽  
David Mwesigwa ◽  
Keyword(s):  
Job Satisfaction ◽  
Positive Relationship ◽  
Private Company ◽  
Cross Sectional ◽  
Private Companies ◽  
Financial Reward ◽  
Significant Positive Relationship ◽  
Employee Job Satisfaction ◽  
Interview Guide ◽  
The Relationship

Purpose: This study aimed to determine the relationship between reward structures and employee job satisfaction at Uganda Breweries, Port Bell in Luzira. Research methodology: It was cross-sectional, quantitative though involving qualitative elements. The study involved 150 respondents sampled using purposive and convenience sampling strategies. Data was collected using a self-administered questionnaire and an interview guide. The findings reveal a significant positive relationship between financial rewards structures and employees' job satisfaction at Uganda Breweries. Results: The findings suggest a significant positive relationship between non-financial rewards structures and employees' job satisfaction at Uganda Breweries Port Bell at Luzira. The findings further advocate for enhanced attention linking promotions to job satisfaction of employees at Uganda Breweries. It is concluded that financial rewards, non-financial reward strategies and promotions had a highly positive significant relationship on employee job satisfaction at Uganda Breweries-Luzira. Limitation: This study was limited to Uganda Breweries at Port Bell, a private company and so its findings may not easily be generalised across organisations. Contribution: The results can be useful to private-sector managers. Keywords: Financial rewards, Non-financial reward, Job satisfaction, Decision-making, Income

scholarly journals Job stress and turnover intention revisited: evidence from Korean firms

2019 ◽  
Vol 17 (4) ◽  
pp. 52-61
Author(s):  
Ji-Young Ahn ◽  
Wang Chaoyu
Keyword(s):  
Job Satisfaction ◽  
Organizational Justice ◽  
Job Stress ◽  
Turnover Intention ◽  
Employee Turnover ◽  
Positive Relationship ◽  
Job Stressors ◽  
Public Companies ◽  
Significant Positive Relationship ◽  
The Relationship

This study revisits the relationship between job stress and turnover intention for employees using a sample of employees in public companies of Korea. The authors investigate both the effect of job stress on turnover and the process by which job stress affects employee turnover. In particular, they prove that job satisfaction mediates the relationship between stress and turnover intention of the employees. Furthermore, the authors explore the job stress-turnover relationship by extending a review of the organizational justice perspective and posit whether an employee perceived organizational justice could mitigate the presumed adverse effects of job stress on turnover intention. They suggest empirical evidence that there is a significant positive relationship between job stress and turnover intention, and that job satisfaction partially mediates this relationship. However, the authors found no strong evidence of moderating roles of perceived organizational justice. Based on the job demands-resources (JDR) model, the relationship between job stress and turnover intention is evidenced. Besides, the study implies that the incidence of perceived organizational justice fails to mitigate the effect of these value-decreasing job stressors on employee turnover.

scholarly journals Commitment to Organizations Viewed from Transformational Leadership and Work Satisfaction

2018 ◽  
Vol 2 (1) ◽  
pp. 36-39
Author(s):  
Yasnimar Ilyas
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Correlation Coefficient ◽  
High School Teachers ◽  
Junior High School ◽  
Positive Relationship ◽  
Coefficient Of Determination ◽  
Significant Positive Relationship ◽  
Junior High School Teachers ◽  
The Relationship

This study aims to determine the relationship between Transformational Leadership and Job Satisfaction with Commitment to the Organization. The sample chosen was 240 teachers, with the criteria of Private Junior High School Teachers in Bogor Regency. This study uses a Mixed Method Sequential Explanatory. The results of this study conclude that: a. There is a very significant positive relationship between Transformational Leadership and Commitment to the Organization as indicated by the correlation coefficient (ry1) = 0.505 and the coefficient of determination worth (ry1)2 = 0.255 which means Transformational Leadership contributes to 25.5% commitment to the organization. b. There is a very significant positive relationship between Job Satisfaction and Commitment to the Organization as indicated by the correlation coefficient (ry2) = 0.618 and the determination coefficient of (ry2)2 = 0.381 which means Job Satisfaction contributes to the Commitment to the Organization of 38.1%. c. There is a very significant positive relationship between Transformational Leadership and Job Satisfaction with Commitment to the Organization as indicated by the correlation coefficient (ry12) = 0.622 and the coefficient of determination (ry12)2 = 0.387 which means Transformational Leadership and Job Satisfaction contribute to the Commitment to the Organization as big as 38.7%.

scholarly journals Employee job satisfaction at Florida for-profit and not-for-profit hospitals

2020 ◽  
Vol 9 (2) ◽  
pp. 33
Author(s):  
Elena A. Platonova ◽  
Kailas Venkitasubramanian ◽  
Michael E. Thompson
Keyword(s):  
Job Satisfaction ◽  
Health Care ◽  
Structural Equation ◽  
Organizational Factors ◽  
Quality Health Care ◽  
Cross Sectional ◽  
For Profit ◽  
Employee Job Satisfaction ◽  
Not For Profit ◽  
The Relationship

High quality health care requires competent, motivated, and satisfied health care employees. This research examines whether employee job satisfaction differs at for-profit (FP) and not-for-profit (NFP) hospitals and how other organizational characteristics mediate this relationship. In this cross-sectional study, Press Ganey Employee Partnership Survey data from 35 Florida hospitals were used to understand the relationship between hospital ownership (primary independent variable) and employee job satisfaction (outcome). A flexible structural equation model was used to examine the relationship. The sample included 32,892 valid responses (approximately 23% from FP hospitals). Employees in FP hospitals were found to less satisfied with their jobs than their NFP counterparts. This trend was strongly associated with an inverse relationship between job satisfaction and assessment of immediate supervisors. The resulting job satisfaction model had an R2 of 0.524, indicating good fit. Further analyses revealed a positive association between perceived staffing levels and supervisor satisfaction, suggesting that the relative leanness of FP institutions might explain the observed difference in supervisor satisfaction. Employee job satisfaction is a complex multifaceted construct. Four main organizational factors affect employee job satisfaction: the organization’s ownership type (FP or NFP), employee relationships with supervisors, work schedule, and length of employment. Leaders need to provide front line supervisors with adequate resources and support. Training immediate supervisors how to approach and be supportive of their workers provides an immediate solution toward increasing employee job satisfaction.

scholarly journals Transformational Leadership, Job Satisfaction and Organizational Commitment

2021 ◽  
Vol 58 (1) ◽  
pp. 5254-5259
Author(s):  
Haji Mustaqim, Sabri, Sumardin
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Organizational Commitment ◽  
Positive Relationship ◽  
Research Data ◽  
Coefficient Of Determination ◽  
Research Subjects ◽  
Significant Positive Relationship ◽  
The Relationship ◽  
Effective Contribution

This study aims to examine the relationship between transformational leadership and job satisfaction with organizational commitment. The research subjects were 30 employees of the faculty of economics. The research data were obtained using a scale of organizational commitment, a scale of transformational leadership, and a scale of job satisfaction. Based on the results of data analysis with multiple regression, it is known that the value of F regression = 24.063 with p = 0.000 (p <0.001) which indicates that there is a very significant positive relationship between transformational leadership and job satisfaction with organizational commitment. Thus, the hypothesis "There is a relationship between transformational leadership and job satisfaction with organizational commitment" is accepted. The coefficient of determination (R square) is 0.641 which means the effective contribution of both predictors of transformational leadership and job satisfaction to the organizational commitment criterion is 64.1% while the remaining 35.9% is influenced by other variables that are not included in this research.

Organisational Climate and Organisational Citizenship Behaviour of Employees in Selected Private Companies in South-East, Nigeria

2017 ◽  
Vol 10 ◽  
Author(s):  
Abimbola A. Akanni ◽  
Kelechi I. Ndubueze
Keyword(s):  
Inverse Relationship ◽  
Positive Relationship ◽  
Study Data ◽  
Three Dimensions ◽  
Manufacturing Companies ◽  
Private Companies ◽  
Significant Positive Relationship ◽  
Organisational Climate ◽  
Psychological Scales ◽  
The Relationship

This paper investigated the relationship between organisational climate and organisational citizenship behaviour (OCB) among employees of selected private companies in south-eastern Nigeria. It examined the relationship between each of the three dimensions of organisational climate (reflexivity, innovation and outward focus) and OCB. A total of 262 (Male = 184; Female = 78) respondents that were randomly selected among employees of private manufacturing companies in Abia state participated in the study. Data were collected through standardised psychological scales viz organisational climate measure (OCM) and organisational citizenship behaviour checklists (OCBC). Data were analysed using Multiple Regression. Results revealed that organisational climate significantly predicted OCB. It further showed a significant positive relationship between reflexivity and OCB, innovation and OCB and a significant inverse relationship between outward focus and OCB. The study concluded that organisational climate had a significant positive relationship with OCB among employees of private companies in Abia state. The study recommended that private organisations need to promote a positive organisational climate as much as possible to facilitate adequate display of OCB.

scholarly journals Job Satisfaction and Commitment at the Workplace. Perceived Organizational Support as a Moderator

2020 ◽  
Vol 11 (1) ◽  
pp. 17-23
Author(s):  
Alia Ioniță
Keyword(s):  
Job Satisfaction ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Positive Relationship ◽  
Moderating Effect ◽  
Job Commitment ◽  
Significant Positive Relationship ◽  
The Relationship ◽  
Moderating Role

This paper has as main purposes the examination of the moderating role of the perceived organizational support in the relation of job satisfaction with job commitment for all participants, respectively, for the group consists of intens and volunteers. Sample has 157 participants aged between 20 and 68 (M=30.52, SD=10.14), both men (28%) and women (72%). The moderating effect is statistically significant on the relationship mentioned above only for the group of interns and volunteers, but not at a global or vocational level. Also, a significant positive relationship is observed between satisfaction and commitment. In addition, there is a stronger link between job satisfaction and continued type for non-vocational jobs than vocational ones.

scholarly journals PENGARUH PENEMPATAN KERJA TERHADAP KEPUASAN KERJA SERTA DAMPAKNYA TERHADAP KINERJA PEGAWAI

2020 ◽  
Vol 8 (4) ◽  
Author(s):  
Herry Iskandar
Keyword(s):  
Job Satisfaction ◽  
Positive Relationship ◽  
Sampling Technique ◽  
Job Placement ◽  
Class Iii ◽  
District Office ◽  
Significant Positive Relationship ◽  
Testing Techniques ◽  
And Performance ◽  
The Relationship

This study aims to see the relationship between job placement and performance of the employees of the Navigation District office class III in Pontianak. But with the mediating variable is job satisfaction. Job satisfaction is a feeling of satisfaction felt by employees at work carried out as a whole or by reviewing aspects of existing conditions at work. Meanwhile, job placement is the individual's need for the suitability of the employee's abilities with the job and the suitability of individual needs and what the job can provide to employees. The population in this study were 121 employees in the Navigation District office class III Pontianak with a sample of 77 people. The sampling technique used was accidental sampling technique with data testing techniques using path analysis. Based on the results of hypothesis testing, information is obtained that; (1) there is a direct effect of job placement (X) on performance (Z) is 0.139 or 13.9%. (2) There is an indirect effect of job placement (X) on performance (Z) job satisfaction is 0.574 or 57.4%. And (3) there is an effect of the effect of total job placement (X) on performance (Z) through job satisfaction (Y) 0.426 of 42.6%. These results indicate that there is a significant positive relationship between job placement and performance in the Navigation District office class III employees with a coefficient value of r = 0.404 and a significance of 0.000 (p <0.05).keywords: job placement, job satisfaction, performance employee

scholarly journals Kepemimpinan Transformasional, Kepuasan Kerja dan Komitmen Organisasi

2015 ◽  
Vol 4 (03) ◽  
Author(s):  
Susilo Susiawan ◽  
Abdul Muhid
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Organizational Commitment ◽  
Multiple Regression ◽  
Positive Relationship ◽  
Satisfaction Scale ◽  
Significant Positive Relationship ◽  
The Relationship

This study aims to examine the relationship between transformationalleadership and job satisfaction and organizational commitment. Subjects wereemployees of the production division of PT. Barata Indonesia (Persero) Gresiktotaling 30 people. Data were obtained using a scale of organizational commitment,scale transformational leadership and job satisfaction scale. Based on the analysis ofdata by multiple regression unknown regression F value = 24.063, p = 0.000 (p<0.001), which indicates that there is a very significant positive relationship betweentransformational leadership and job satisfaction and organizational commitment.Thus, the hypothesis "There is a relationship between transformational leadershipand job satisfaction and organizational commitment" is acceptable. The coefficient ofdetermination (R square) amounted to 0,641, which means the effective contributionof the two predictors of transformational leadership and job satisfaction onorganizational commitment criterion amounted to 64.1%. While the remaining 35.9%influenced by other variables not included in this studyKeywords : transformational leadership, job satisfaction, organizational commitment

scholarly journals The Relationship between Social Capital and Self-Efficacy in Women with Gestational Diabetes Mellitus: A Cross Sectional Study

2020 ◽  
Vol 30 (4) ◽  
Author(s):  
Sedigheh Hasani Moghadam ◽  
Elham Yousefi Abdolmaleki ◽  
Fatemeh Alijani ◽  
Nastaran Bagherian Afrakoti ◽  
Jila Ganji
Keyword(s):  
Diabetes Mellitus ◽  
Social Capital ◽  
Gestational Diabetes ◽  
Self Efficacy ◽  
Positive Relationship ◽  
Cross Sectional Study ◽  
Sectional Study ◽  
Cross Sectional ◽  
Significant Positive Relationship ◽  
The Relationship

BACKGROUND: Self-efficacy is one of the most likely determinants of glucose self-management and self-monitoring by diabetic patients. Also, social capital is one of the effective social factors that may affect health behaviors. The aim of this study was to evaluate the relationship between social capital and selfefficacy in women with gestational diabetes mellitus (GDM).METHODS: This descriptive- analytical cross-sectional study was conducted on 212 women with GDM in two diabetes center in Mazandaran, north of Iran, from April to July 2019. Patients' social capital and self-efficacy levels were measured using the Social Capital Questionnaire (SCQ) and Confidence in Diabetes Self-Care Scale questionnaire, respectively.RESULTS: Among eight dimensions of social capital, the highest and the lowest mean scores were related to proactivity (21.3) and tolerance of diversity (5) dimensions. The mean (standard deviation=SD) of self-efficacy total score was 40.7(18.2), indicating moderate self-efficacy. Pearson correlation coefficient indicated that there was significant positive relationship between all dimensions of social capital and self-efficacy (p˂0.05). In addition, the results of multiple regression analysis indicated that community participation, neighborhood connections, family and friends' connections, tolerance of diversity and work connections, explained 55% of the variance in self-efficacy in women with GDM (p˂0.05).CONCLUSION: The results highlighted a significant positive relationship between social capital and self-efficacy in women with GDM. Improving women’s social capital may enhance their self-efficacy in controlling GDM.

scholarly journals The Effect of School Principals’ Ethical Leadership on Teacher Job Satisfaction: The Mediating Role of School Ethical Climate

2021 ◽  
Vol 8 (4) ◽  
pp. 210-222
Author(s):  
Ramazan CANSOR ◽  
Hanifi PARLAR ◽  
M. Emin TÜRKOĞLU
Keyword(s):  
Job Satisfaction ◽  
Ethical Leadership ◽  
Ethical Climate ◽  
Positive Relationship ◽  
Mediating Effect ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Mediating Role ◽  
The Relationship

This study aims to examine the mediating role of ethical climate in the relationship between ethical leadership and job satisfaction. A cross-sectional survey was conducted for the study. Questionnaires were distributed to 641 teachers in Turkey. Regression analysis was conducted to determine the mediating effect of ethical climate. Bootstrapping tehchnique was used to test the hypotheses and the effects of mediation. Our results show that there is a positive relationship between principals' ethical leadership and teachers' job satisfaction and a positive relationship between ethical leadership and ethical climate. In addition, ethical climate partially mediated the relationship between ethical leadership and job satisfaction. Schools should focus on ethical leadership practices in the workplace. The study enriched the understanding of the factors that influence the relationship between ethical leadership, ethical climate and job satisfaction.  

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