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Composite Index of Local Government Employees Satisfaction

. Customer and Local Government Employees Satisfaction , carried out in the framework of the project: Implementation of management improvements in local government units in the area of Western Pomerania province . Project manager: T. Lubińska, J. Witek. Ebert, U. & Welsch, H. (2004). Meaningful environmental indices: A social choice approach. Journal of Environmental Economics and Management , Vol. 47, No. 2. Fernando, M.A.C.S.S., Samita, S. & Abeynayake, R. (2012). Modified Factor Analysis to Construct Composite Indices: Illustration on Urbanization Index. Tropical

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Balance Impossible? Between Customizability and Comparability of Employee Satisfaction Surveys

Abstract

In a significant share of cases, when multi-objective management systems (e.g. Balanced Scorecard, Quantum Performance Measurement) are in use, the goal of employee satisfaction is part of the set of strategic goals. Quite frequently, this goal is flanked by an indicator, mostly a so-called employee satisfaction index, which is frequently derived from an employee satisfaction survey (ESS). On one hand such a survey has to reflect the characteristics and structure of the enterprises, on the other hand it is known that the question for intercompany-comparison turns up immediately after the disclosure of the results. The paper discusses the results of a meta-analysis of ESS in seven of the larger forest enterprises in Germany. The main topics are underlined and the problems of comparability of customized ESS are shown, while focusing on both wording and scales used for their measurement. A methodological approach of dealing with various scales is discussed based on the results of inter- and intra-company ESS. A vision of a common ESS framework is outlined.

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Individual Consequences of Internal Marketing

. (2012). Internal marketing and employee commitment: Evidence from the Ghanaian banking industry. Journal of Financial Services Marketing, 17 (4), 284-300 49. Nebeker, D., Busso, L., Werenfels, P.D., Diallo, H., Czekajewski, A., Ferdman, B. (2001). Airline station performance as a function of employee satisfaction. Journal of Quality Management, 6, 29-45 50. Nittala, R., Kameswari, A.V. (2009). Internal marketing for customer satisfaction in retail sector. Aims International Journal of Management, 3 (3), 207-220 51

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We are Happy Here and We Will Stay, What about You? The Cross-Level Impact of Employee Loyalty and Performance on Student Loyalty

of the individual work performance questionnaire. Journal of Occupational and Environmental Medicine 56 (3): 154-171. Kumar, D. N. S. and Shekhar, N. 2012. Perspectives envisaging employee loyalty: A case analysis. Journal of Management Research 12 (2): 100-112. Kumari, G. and Pandey, K. M. 2011. Job satisfaction in public sector and private sector: A comparison. International Journal of Innovation, Management and Technology 2 (3): 222-228. Kusku, F. 2001. Dimensions of employee satisfaction: A state university

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The workplace satisfaction of Romania’s medical personnel in state and public institutions

References Barhem, B., Younies, H. and Younis, M. (2010). Employee Satisfaction in the Health Care Sector: A comparative Study of Private and Public Health Care Organizations in the UEA. Journal of Health Management , 12 (1), 20–37. Dornescu, V. and Manea, T. (2013). Migratia Medicilori Romani: Dimensiuni socio-Demografice si economice. Revista de Economie Sociala, 3 (1), 122-138. Hellman, C. (1997). Job satisfaction and intent to leave. Journal of Social Psychology , 137 (6), 677–89. Janus, K., Amelung, V.E., Gaitanides, M. and

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Examining Employee Satisfaction by Means of the Importance-Performance and the Servqual Scales

Examining Employee Satisfaction by Means of the Importance-Performance and the Servqual Scales

Satisfaction of workers employed in a Local Government Units (LGU) has the influence on the image of the office as an organisational unit that provides services to the public. There is a relation between the employee and the customer satisfaction. The aim of the article is to present the application of the importance-performance and the SERVQUAL scales in the evaluation of the employee satisfaction. Presented research results are a part of the project carried out in the West Pomeranian province.

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AHP Analysis of Cross-Cultural Friction and Synergy in Korean Subsidiaries of Austrian Companies

, Sabine. 2018. “Cross-Cultural Friction and Synergy: Employee Satisfaction in Korean Subsidiaries of Austrian Companies.” M.A. thesis, Korea University, South Korea. Sleziak, Tomasz. 2014. “The Influence of Confucian Values on Modern Hierarchies and Social Communication in China and Korea: A Comparative Outline.” Kritike, 8 (2), pp. 207-232. Soderberg, Anne-Marie and Nigel Holden. 2002. “Rethinking Cross Cultural Management in a Globalizing Business World.” International Journal of Cross Cultural Management, 2 (1), pp. 103

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Employee Satisfaction with Training Opportunities and its Relation to Internal Marketing

] available at: http://www.manazmentznalosti.eu/k-problematike-ludskeho-kapitalu-z-pohladu-manazmentu-znalosti/ . [Accessed 20 February 17]. [11] Najčastejšie poskytovaný benefit zamestnancom je vzdelávanie. (2008). [ONLINE] available at: http://www.profesia.sk/cms/dokumenty-na-stranke/informacie-a-analyzy/najcastejsie-poskytovany-benefit-zamestnancom-je-vzdelavanie/41429 . [Accessed 20 February 17]. [12] Matzler, K., & Renzl, B. (2006). The Relationship between Interpersonal Trust, Employee Satisfaction, and Employee Loyalty, Total Quality Management

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Does the Length of Fielding Period Matter? Examining Response Scores of Early Versus Late Responders

Abstract

This article discusses the potential effects of a shortened fielding period on an employee survey’s item and index scores and respondent demographics. Using data from the U.S. Office of Personnel Management’s 2011 Federal Employee Viewpoint Survey, we investigate whether early responding employees differ from later responding employees. Specifically, we examine differences in item and index scores related to employee engagement and global satisfaction. Our findings show that early responders tend to be less positive, even after adjusting their weights for nonresponse. Agencies vary in their prevalence of late responders, and score differences become magnified as this proportion increases. We also examine the extent to which early versus late responders differ on demographic characteristics such as grade level, supervisory status, gender, tenure with agency, and intention to leave, noting that nonminorities and females are the two demographic characteristics most associated with responding early.

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Satisfaction in Concepts of the Organisation’s Intangible Assets − And the Processes of Production Preparation

Bibliography Al-Hawari S.I.S., Shdefat F.A., 2016, Impact of Human Resources Management Practices on EmployeesSatisfaction. A Field Study on the Rajhi Cement Factory , International Journal of Academic Research in Accounting, Finance and Management Sciences, vol. 6, no. 4. Alniacik U., Cigerim E., Akcin K., Bayram O., 2011, Independent and joint effects of perceived corporate reputation, affective commitment and job satisfaction on turnover intentions , Procedia Social and Behavioral Sciences, no. 24. Armstrong M., 2001, Zarządzanie

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