scholarly journals Increasing Efficiency Rate of Heavy Duty Machinaries for Varying Intervals of Maintanance Period

2019 ◽  
Vol 9 (2S4) ◽  
pp. 303-305
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Human Resource ◽  
Well Being ◽  
Employee Motivation ◽  
Personal Life ◽  
Employee Morale ◽  
Heavy Duty ◽  
Workplace Setting ◽  
Efficiency Rate

Employee morale is viewed as feelings of well-being an employee has in a workplace setting and it is proven to have a significant effect on job satisfaction and productivity. ... The outcome from this study is used for other factors in human resource management like Employee motivation and Job satisfaction Morale and motivation In other words, job satisfaction refers to one's feelings about specific aspects of the job. ... They feel the more that is offered, the greater satisfaction employees can experience not only in their work, but also in their personal life, thus resulting in a better overall job performance

scholarly journals Impact of BYOD on organizational commitment: an empirical investigation

2019 ◽  
Vol 32 (2) ◽  
pp. 246-268 ◽  
Author(s):  
Melina Seedoyal Doargajudhur ◽  
Peter Dell
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Job Performance ◽  
Job Demands ◽  
Well Being ◽  
Job Resources ◽  
Job Autonomy ◽  
Self Assessment ◽  
Content Type ◽  
Perceived Workload

PurposeBring your own device (BYOD) refers to employees utilizing their personal mobile devices to perform work tasks. Drawing on the job demands-resources (JD-R) model and the task-technology fit (TTF) model, the purpose of this paper is to develop a model that explains how BYOD affects employee well-being (through job satisfaction), job performance self-assessment, and organizational commitment through perceived job autonomy, perceived workload and TTF.Design/methodology/approachSurvey data from 400 full-time employees in different industry sectors in Mauritius were used to test a model containing 13 hypotheses using confirmatory factor analysis and structural equation modeling.FindingsThe SEM results support the hypothesized model. Findings indicate that BYOD indirectly affects job satisfaction, job performance and organizational commitment via job demands (perceived workload), job resources (perceived job autonomy) and TTF. Further, job resources influences job demands while TTF predicted job performance. Finally, job satisfaction and job performance self-assessment appear to be significant determinants of organizational commitment.Practical implicationsThe findings are congruent with the JD-R and TTF models, and confirm that BYOD has an impact on job satisfaction, job performance self-assessment and organizational commitment. This could inform organizations’ policies and practices relating to BYOD, leading to improved employee well-being, performance and higher commitment.Originality/valueThe expanded model developed in this study explains how employee well-being, performance and organizational commitment are affected by BYOD, and is one of the first studies to investigate these relationships.

Thwarted psychological needs: the negative impact of customer mistreatment on service employees and the moderating role of empowerment HRM practices

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jiuming Chen ◽  
Haiying Kang ◽  
Ying Wang ◽  
Mingjian Zhou
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Negative Impact ◽  
Employee Performance ◽  
Well Being ◽  
Psychological Needs ◽  
Basic Psychological Needs ◽  
Cross Sectional ◽  
Content Type ◽  
Hrm Practices

PurposeDrawing on self-determination theory (SDT), this study aims to understand the adverse effects of customer mistreatment on employee performance and well-being by thwarting the satisfaction of employees' basic psychological needs. It also examines how these negative effects may be mitigated by empowerment human resource management (HRM) practices.Design/methodology/approachTwo studies were conducted using survey data collected in China. In Study 1, cross-sectional data from 321 telemarketing employees were analyzed to examine how customer mistreatment reduces the satisfaction of employees' basic psychological needs, harming job performance and job satisfaction. In Study 2, multiwave, multisource data were collected from 149 property agents and their supervisors to replicate the findings of Study 1 and further test empowerment HRM as a moderator of the relationship between customer mistreatment and satisfaction of needs.FindingsThe results from both studies show that customer mistreatment leads to low job performance and job satisfaction via reduced satisfaction of employees' needs for autonomy and competence but not relatedness. Moreover, the negative effect on the satisfaction of employees' needs for autonomy and competence was buffered when organizations had high empowerment HRM practices in place.Originality/valueThis study provides new insights on customer mistreatment by understanding its effects from a motivational perspective, which has not been considered in prior research. It also explores how HRM practices can help satisfy employee needs in adverse work environments induced by customer mistreatment.

When organizational support yields both performance and satisfaction

2019 ◽  
Vol 48 (6) ◽  
pp. 1410-1428 ◽  
Author(s):  
Lincoln Jisuvei Sungu ◽  
Qingxiong (Derek) Weng ◽  
Johari Abdu Kitule
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Social Exchange ◽  
Organizational Support ◽  
Employee Performance ◽  
Well Being ◽  
Bottom Line ◽  
Content Type ◽  
Performance Ability

Purpose The purpose of this paper is to examine the underlying mechanism through which perceived organizational support (POS) influences job performance and job satisfaction. Specifically, the study aims at examining the contingent role of performance ability in the associations of POS and affective organizational commitment (AOC) with job performance and job satisfaction, thus highlighting the pivot role of ability in the social exchanges. Design/methodology/approach The sample of the present study included 269 employees of a University in Kenya. The data were analyzed with Mplus to test the hypotheses. Findings POS enhances AOC that, in turn, positively influences job performance and job satisfaction. Importantly, the results indicate that performance ability moderates both the direct and indirect (via AOC) effects of POS on job performance and job satisfaction. Thus, employees’ abilities for tasks are not only significant for reciprocating resources that organizations invest in employees, but also enhances employee well-being. Research limitations/implications Although satisfaction with employee reciprocation was implied based on performance levels, it was not directly tested in the supervisor–employee social exchange. It is possible that even with intentions to deliver (high AOC), the resultant reciprocation may be less satisfactory to the organization. Future research would benefit from investigating the role that reciprocity norm could have in the model, specifically, whether employer satisfaction would be a function of employee performance ability. Practical implications Most often, the bottom line goal of organizations is employee performance, whereas AOC indicates employees’ intentions and efforts to reciprocate the organization with high performance, such intentions can only go as far as the ability for such desired outcomes. Consequently, efforts should be made to ensure employee’s capabilities align with specific job tasks to enhance both organizational (job performance) and employee well-being (job satisfaction). During the employee selection process, therefore, a focus on ability cues would be more advantageous than commitment when the bottom line goal is to enhance well-being. Originality/value This is the first study that tests the moderating role of the employee’s performance ability in both the POS and AOC relationships with job performance and job satisfaction. Moreover, this is the first study to examine the relationship between POS and AOC with job satisfaction. The study opens a potential avenue to examine the micro-mechanisms that regulate reciprocity in social exchanges, and thus presents the boundary conditions for the predictions of the social exchange theory.

scholarly journals Impact of Employee Motivation on Job Satisfaction With Respect To Corporate Social Responsibility and Rewards

2013 ◽  
Vol 3 (3) ◽  
pp. 226
Author(s):  
Muhammad Yousaf Khan ◽  
Muhammad Rizwan ◽  
Muhammad Ibrahim Arshad ◽  
Muhammad Fahad Anwar
Keyword(s):  
Job Satisfaction ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Human Resource ◽  
Employee Motivation ◽  
Direct Relation ◽  
Extrinsic Rewards ◽  
Level Of Significance ◽  
Corporate Social ◽  
The Relationship

Nowadays, human resource is considered to be the most important asset of any organization. In order to get the efficient and effective results from human resource and to make them feel satisfied at their respective jobs, employee motivation is compulsory. An active and effective Corporate Social Responsibility (CSR) Division and Rewards System of an organization  play significant role in motivating employees The current study examines the relationship between employee’s motivation and job satisfaction with respect to Rewards (Both Intrinsic & Extrinsic) and CSR (Internal & External). Employees of banks and few organizations of Bahawalpur were taken as sample of the study. An already developed questionnaire was used for data collection. 184 questionnaires were distributed. The data was analyzed using regression analysis. All findings were checked at 0.05 level of significance. The result concludes that there is a significant impact of External CSR on employee motivation while Internal CSR has an insignificant impact on employee motivation. Similarly, there is a direct relation of extrinsic rewards and the employee’s motivation. Interestingly, extrinsic rewards found an insignificant impact on employee motivation. However, Employee Motivation is directly related to job satisfaction. This study has got managerial importance in the context that it is not the extrinsic rewards always at all levels which motivate employees. This study gives a direction to the management of the organizations including banks the importance of intrinsic rewards and external CSR.

Emotional intelligence and job performance: the role of psychological well-being

2016 ◽  
Vol 9 (4) ◽  
pp. 428-442 ◽  
Author(s):  
Dwayne Devonish
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Task Performance ◽  
Well Being ◽  
Multiple Mediation ◽  
Psychological Well Being ◽  
Content Type ◽  
Work Related ◽  
The Relationship ◽  
And Task

Purpose The purpose of this paper is to test the mediating roles of two dimensions of psychological well-being (job satisfaction and work-related depression) in the relationship between emotional intelligence (EI) and task performance, individual-targeted citizenship behaviours (OCB-I) and organisation-targeted citizenship behaviours (OCB-O). Design/methodology/approach This survey study of 262 employees in a small island territory in the Caribbean captured data on EI, psychological well-being and various dimensions of job performance. Multiple mediation hypotheses were tested using the 95 per cent bootstrapping confidence interval (CI) estimation approach. Findings The results revealed that job satisfaction and work-related depression mediated the relationship between EI and task performance; and the relationship between EI and OCB-O, but only work-related depression mediated the relationship between EI and OCB-I. Research limitations/implications The study utilised a cross-sectional study design and self-reported measures but still presented significant implications for existing and future theoretical models of EI and job performance. Practical implications Organisations should seek to develop high levels of EI in their employees as a means of improving their overall psychological health and well-being and performance behaviours at work. Originality/value The study examines multiple mediation of various psychological well-being dimensions in the EI-job performance relationship using the 95 per cent bootstrapping CI approach.

scholarly journals The change of motivational spectrum during anaesthesiology residency and the relation to job satisfaction: Self-determination theory in anaesthesiology

2019 ◽  
Author(s):  
Parisa Moll-Khosrawi ◽  
Stefan Zimmermann ◽  
Christian Zöllner ◽  
Leonie Schulte-Uentrop
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Intrinsic Motivation ◽  
Well Being ◽  
Self Determination Theory ◽  
Self Determination ◽  
Care Providers ◽  
Autonomous Regulation ◽  
Motivation Scale ◽  
Situational Motivation

Abstract Background: Job satisfaction remains a manifold goal in all fields of the working world, as well as in anaesthesiology. Since Self-determination theory (SDT) has been introduced by Deci and Ryan a lot of studies have been coducted, answering the question how motivation influences job satisfaction. It has been shown that intrinsic motivation and autonomous regulation lead not only to job satisfaction, but to better job performance. However, the roles of extrinsic motivation and controlled regulation and their effects on affect, job performance and job satisfaction have not been worked out clearly. No investigation has been done so far, analysing motivation of anaesthesiologists. Method: A cross-sectional study design was chosen to assess situational motivation and job-satisfaction, within a sample of anaesthesiologists, applying the Situational Motivation Scale. Differences of motivational expression in residents of different training years, attendings and consultants were analysed, as well as the correlation of motivational quality with job-satisfaction. Results: The invested group showed the same pattern throughout the motivational continuum, with consultants reporting the highest levels of intrinsic (6.02, 0.44), identified (5.78, 0.71) and introjected (4.69, 0.80) regulation. The consultants showed the highest computed controlled (3.29, 0.64) and autonomous motivation index (5.90, 0.55). The lowest intrinsic motivation was found in the group of attendings (5.70, 0.92). Job satifaction was correlated with intrinsic motivation (0.0360, p<0.01) and negatively correlated with amotivation (-0.265, p<0.05). Conclusion: Intrinsic motivation and autonomous regulation are necessary for achieving job satisfaction, the presence of controlled regulation and extrinsic behavioural regulation have no declining effects on job satisfaction but their expression might rather be even required for it. The Situational Motivation Scale proved its applicabilty to assess health care providers´motivational qualities and therefore can be considered for staff-talks and used as indirect predicotors of healt care providers´well-being and job-satisfaction.

scholarly journals Determinants of tourism labor mobility – The case of tourism companies in Khanh Hoa province

2020 ◽  
Vol 129 (6B) ◽  
pp. 77-90
Author(s):  
Bui Thi Tam ◽  
Yen Thi Kim Nguyen
Keyword(s):  
Job Satisfaction ◽  
Human Resource Development ◽  
Human Resource ◽  
Labor Mobility ◽  
Tourism Development ◽  
Well Being ◽  
Organization Culture ◽  
Five Factors ◽  
Active Labor ◽  
Managerial Implications

Tourism labor mobility has drawn keen interest of different parties as its role to tourism development in general and individual well-being in particular. With the purpose to investigate the current situation of labor mobility in tourism company in Vietnam, this study carried out survey of 220 staff in 30 tourism companies in Khanh Hoa province.  The results show evidences of active labor mobility in tourism companies, espcially in hotel and travel sectors. The more experiences a person has, the more mobilized they are, especially upward occupational mobility. Five factors were found to explain for labor mobility in Khanh Hoa province, in which the highest importance is assigned to job satisfaction and organization culture. The findings provide useful managerial implications for better human resource development in Khanh Hoa tourism companies.

scholarly journals Antecedents of Affective Commitment of Human Resource Management Practitioners Attending a Professional Body Convention

2017 ◽  
Vol 9 (3) ◽  
pp. 121
Author(s):  
Molefe Jonathan Maleka ◽  
Mphoreng Magdeline Mmako ◽  
Ilze Swarts
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Distributive Justice ◽  
Human Resource ◽  
Positive Emotions ◽  
Affective Commitment ◽  
Well Being ◽  
Work Conditions ◽  
Study Results

In this paper, affective events theory (AET) is used to develop a model that can be used by organizations to enhance propitious work conditions that will encourage human resource management (HRM) practitioners to be affectively committed to their organizations. AET states that there are certain antecedents (i.e. distributive justice, job-related well-being, and employee engagement) that positively correlate with job satisfaction. According to AET, positive emotions have a positive indirect correlation between antecedents and job satisfaction. AET states that job satisfaction positively relates to affective commitment. The research design was cross-sectional and correlational, and the sample size was (n=205).From the 300 questionnaires distributed to HRM practitioners, the response rate was 68.33%. The main finding is that respondents rated the positive emotions items below the mean, and there was a significant positive relationship between distributive justice and job satisfaction (β = 0.61; p≤ 0.001). The data showed that job satisfaction positively correlated with affective commitment (β = 0.70; p ≤ 0.001).Positive emotions only mediated the relationship between distributive justice and job satisfaction (β = 0.36; p ≤ 0.001). The study results have implications for managers’ efforts to keep HRM practitioners affectively committed, as the latter were not satisfied with their remuneration. The data created awareness that when a remuneration policy is drafted, it should take cognisance that HRM practitioners who have positive emotions will be affectively committed and stay longer in organizations.

scholarly journals Linking Sustainable Human Resource Management in Hospitality: An Empirical Investigation of the Integrated Mediated Moderation Model

2019 ◽  
Vol 11 (4) ◽  
pp. 1066 ◽  
Author(s):  
Chung-Jen Wang
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Job Performance ◽  
Human Resource Management ◽  
Knowledge Sharing ◽  
Human Resource ◽  
Structural Equation ◽  
Equation Modeling ◽  
Innovation Capability ◽  
Mediated Moderation

This research proposed and investigated a mediated moderation research framework that links employee job satisfaction, knowledge sharing, innovation capability, and job performance for sustainable human resource management in hospitality. Data from 395 Taiwanese hospitality companies with structural equation modeling (SEM) analyses, and the results showed that job satisfaction had significantly positive influences on knowledge sharing, both job satisfaction and knowledge sharing were significantly and positively related to innovation capability, while innovation capability had significantly positive influences on job performance. Support was also found for the significant and positive mediating effects of knowledge sharing between job satisfaction and innovation capability, and different organizational forms have moderating effects on the relationship between job satisfaction, knowledge sharing and innovation capability. The implications of these findings for sustainable human resource management in hospitality are also discussed.

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