Customer and Local Government EmployeesSatisfaction , 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.
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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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Emir Ganic, Vesna Babic-Hodovic and Maja Arslanagic-Kalajdzic
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Janus, K., Amelung, V.E., Gaitanides, M. and
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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Richard Sigman, Taylor Lewis, Naomi Dyer Yount and Kimya Lee
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.
Al-Hawari S.I.S., Shdefat F.A., 2016, Impact of Human Resources Management Practices on Employees’ Satisfaction. A Field Study on the Rajhi Cement Factory , International Journal of Academic Research in Accounting, Finance and Management Sciences, vol. 6, no. 4.
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