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 Effect of Application of Work Safety and Health Management System (K3) and Organizational Culture on Employee Work Satisfaction in TK II Hospital, dr. Soepraoen Malang

2019 ◽  
Vol 1 (1) ◽  
Author(s):  
Suripto Suripto ◽  
Byba Melda Suhita ◽  
Indasah Indasah
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Management System ◽  
Occupational Safety ◽  
T Test ◽  
Occupational Safety And Health ◽  
Employee Job Satisfaction ◽  
Safety And Health ◽  
Work Accidents ◽  
Leadership Policy

Occupational safety and health (K3) is an effort to create a safe and comfortable atmosphere to achieve the highest productivity. Factors which influence to achieve the purpose of these efforts, including the company's commitment; leadership policy regarding (K3); policies for the creation of a work environment in order to create K3, delegation of authority, implementation of training and education during the project; prevention of workplace accidents; tracing the main causes of work accidents; measure program performance (K3); and continuous documentation and records of work accidents. The research design used is quantitative research. The sampling technique used proportional sampling with a sample of 100 respondents. Data analysis techniques using multiple linear regression tests. The results show that there was a significant effect and the t test showed 6,665> t table (2,000), meaning that occupational safety and health had a significant effect on job satisfaction and there was a significant effect and the t test showed 6.802> t table (2,000), meaning spatial planning significant effect on employee job satisfaction. Based on the explanation, it can be concluded that the better the K3 management system, organizational culture, K3 management system, the higher the level of Employee Job Satisfaction at the Hospital. II dr. Soepraoen; and the organizational culture (X2) has the highest dominant influence toward employee satisfaction.

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.

scholarly journals PENGARUH PERSEPSI KARYAWAN TENTANG PENILAIAN KINERJA DAN KOMPENSASI FINANSIAL TERHADAP KEPUASAN KERJA KARYAWAN PT. SEMEN PADANG

2020 ◽  
Vol 2 (1) ◽  
pp. 61-80
Author(s):  
Yunita Yunita ◽  
Vicky Brama Kumbara ◽  
Mondra Neldi
Keyword(s):  
Job Satisfaction ◽  
Performance Appraisal ◽  
Employee Satisfaction ◽  
Performance Appraisals ◽  
Employee Perceptions ◽  
Employee Perception ◽  
Financial Compensation ◽  
Employee Job Satisfaction ◽  
Permanent Employees ◽  
Cluster Random Sampling

The  purpose  of  this  study  is  to  the  description  of  employee  perception  about performance appraisal, financial compensation, and job statisfaction, to indentify and analyze the influence employee perceptions about of performance appraisal toward financial compensation, to identify and analyze the influence of employee perceptions about performance appraisal toward job satisfaction, to identify and analyze the influence financial compensation toward job satisfaction, and to identify and analyze the influence of employee perception about performance appraisal toward job satisfaction through financial compensation. The type used in this study is descriptive causative research. The population in this study were all employees of PT. Semen Padang totaling 1551 permanent employees.  The sample in this study was 192 questionnaires from 318 questionnaires distributed, and using cluster random sampling. The Data were analyzed with the help of Amos software version 22. The results of this study concluded that employee perceptions of performance appraisals significant effect on financial compensation, employee perceptions of performance appraisal effect significant on job satisfaction, financial compensation significant effect on employee job satisfaction, employee perceptions of performance appraisal significantly influence employee satisfaction through financial compensation.

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 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 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.

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