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EASTLAND COMMUNITY TRUST Community Awareness and Satisfaction Study REPORT | AUGUST 2014 Photo credit: Flickr/Paul Ogle Jr.

excluding don’t know responses) are satisfied or very satisfied overall with ECT. The most common themes for satisfaction are that they do a good job (21%) and because they are helping the community (19%). 64% 11% n=347 (excluding don’t/the most important areas for ECT to fund are projects that create jobs. National and / or Local events 57% Copyright © 2014 Key Research. Confidential and proprietary. Community Awareness and Satisfaction Study 2014 EASTLAND COMMUNITY TRUST 44 Q25. Most important areas or /


Job Satisfaction. Positive Affect (e.g., personality trait) Job environment (objective characteristics) Subjective interpretation of job environment Job.

characteristics) Subjective interpretation of job environment Job Satisfaction Job Satisfaction Model ~ Satisfaction as a Trait ~ Job satisfaction levels Job satisfaction levels 5 years later Job satisfaction levels were very stable across time (even though jobs and employers were different) ~ Satisfaction and Genetics ~ Identical twin studies (reared apart) Approximately 30% of job satisfaction levels may be due to genetic factors Correlations with Satisfaction Satisfaction Performance.17 -.30 Attendance/


You Can Get Satisfaction from Your Job Presented by Corbett Consulting Group, LLC and the Network of Executive Women NEW Deeper Dive webinar series Webinar.

judgment of quality of work performance Copyright 2010; CCG; All Rights Reserved.7 Your measurement of job satisfaction Determine your personal measurements of job satisfaction by Looking at your past, when have you felt the most gratified and fulfilled Reviewing the present/auditory influences in the workplace Copyright 2010; CCG; All Rights Reserved. 22 Work approach and job satisfaction Job If you approach work as a job, you focus primarily on the tangible rewards. The nature of your work tasks may or may/


Market Probe Trust our experience ~ Discover our innovation ASQ 2009 Member Loyalty & Satisfaction Report Presented by: Market Probe www.marketprobe.com.

) and sample n are below each decile group. Section Learning Index:  Learn new ideas  Use ideas on job  The ideas add value Satisfaction With Sections on the Learning Index for Sections Top 10% of Section Learning Index Bottom 10% of Section Learning Index /and sample n are below each decile group. All Member Learning Index:  Learn new ideas  Use ideas on job  The ideas add value Satisfaction with ASQ by Decile Groups on the Learning Index for All ASQ Members Top 10% of All Member Learning Index /


Full-time vs. part-time salespeople A comparison on job satisfaction, performance, and turnover in direct selling by Thomas R. Wotruba  直銷通路管理報告  指導教授﹕陳得發教授.

variance estimates. There sere no significant t scores for comparisons involving performance. 5. Discussion  Job satisfaction 1. high levels of job satisfaction for part-timers is consistent with the theory that they are less involved in organizational functioning/manner similar to inside retail salespeople. 5. Implications for management and future research  Part-timers exhibit greater job satisfaction, low turnover, and greater productivity in term of earnings per hour.  To the extent possible, managers/


Job Satisfaction. Positive Affect (e.g., personality trait) Job environment (objective characteristics) Subjective interpretation of job environment Job.

feel about the work, or does how we feel about our job affect the way we think (evaluate) the work? Satisfaction as a Trait Job satisfaction levels Job satisfaction levels 5 years later Job satisfaction levels were very stable across time (even though jobs and employers were different) Satisfaction and Genetics Identical twin studies (reared apart) Approximately 30% of job satisfaction levels may be due to genetic factors Downsizing (Layoffs) Frequency (on/


Work-Related Attitudes Chapter 5 Feelings about Jobs, Organizations, and People.

the fact that both are related to a third factor – receipt of various rewards. © Copyright 2003, Prentice Hall 19 Promoting Job Satisfaction Make jobs fun Pay people fairly Match people to jobs that fit their interests Avoid boring, repetitive jobs © Copyright 2003, Prentice Hall 20 Job Satisfaction in Tough Times Be open and honest about the company’s financial situation. Spend time with your best workers, helping/


Full-time vs. part-time salespeople A comparison on job satisfaction, performance, and turnover in direct selling Thomas R. Wotruba 指導教授 陳得發 博士 報告拙生 李信興.

increases. x O O O O O x 4.3 impact of other outside employment A significant interaction between selling and other employment status was found in the analysis for job satisfaction. Job satisfaction differences are much greater among the other employment groups of full-time salespeople than among the other employment groups of part-time salespeople. Apparently , other employment affects the/


1 Chapter 3 Attitudes and Job Satisfaction MRS. Shefa EL Sagga. 9/2/2011 OB.

(many questions / one average) Best OK Are People Satisfied in their Jobs?. Results depend on how job satisfaction is measured. Pay and promotion are the most problematic elements. 9/2/2011 OB 10 Job Satisfaction What Causes Job Satisfaction?. Pay influences job satisfaction only to a point. Personality can influence job satisfaction. Negative people are usually not satisfied with their jobs. People with positive core self evaluation (Bottom-line conclusions individuals have/


Full-time vs. Part-time salespeople Thomas R Wotruba A comparison on job satisfaction, performance, and turnover in direct selling Jialin & Kewrin.

in them. Research issue Job satisfaction Performance Turnover Comparison part-timers and full-timers on job satisfaction, performance, and turnover TopicStudyMajor findings Job satisfaction Logan O’Reilly, and Roberts (1973) No difference in job satisfaction between part-time and /unequal cell sizes Different operationalization of the variables Other outside selling Conclusion Part time show greater job satisfaction, lower turnover and greater productivity in terms of earnings per hour Part timers might be /


SCOTT PORTER Research & Marketing SCOTT PORTER Teachers and Lecturers Job Satisfaction and Wellbeing Survey Presentation of findings Prepared for: The.

of findings Prepared for: The Educational Institute of Scotland Final – April 2014 SCOTT PORTER Content  Background & Objectives, Method  Sample background  Workload, stress, wellbeing  Management and relationships  Professional development and learning  Job satisfaction  Final thoughts 2 SCOTT PORTER Notes for the document  0% = mentioned, but by insufficient numbers to reach 1% of total sample  - = indicates no response at all  Labels for 0%, 1/


Motivation I: Needs, Job Design Intrinsic Motivation, and Satisfaction Chapter Six Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.

organization and is committed to its goals Organizational citizenship behavior – employee behaviors that exceed work-role requirements 6-37 Correlates of Job Satisfaction Withdrawal cognitions – overall thoughts and feelings about quitting a job 6-38 Correlates of Job Satisfaction Job satisfaction and performance are moderately related Job satisfaction and performance indirectly each other through a host of individual differences and work-environment characteristics 6-39 A Values-Based Model/


© 2007 Prentice Hall Inc. All rights reserved. Attitudes and Job Satisfaction Robbins & Judge 12 th Ed Chapter THREE.

–Why? Pay raises, praise recognition, promotion opportunities Employee performance © 2007 Prentice Hall Inc. All rights reserved. In general, when we think of attitudes and organizations, we think of 1) Job Satisfaction 2) Happiness 3) Job Involvement 4) Mood at work 5) Organizational Commitment 6) 1 and 2 7) 1, 3, and 5 Chapter Check-Up: Attitudes © 2007 Prentice Hall Inc. All rights reserved/


Job Satisfaction. Overall, what % of U.S. Employees are satisfied with their jobs Key: Almost 80% of the sample consisted of those in managerial and professional.

% of sample were field workers with over 65% were in non-supervisory roles Positive Affect (e.g., personality trait) Job environment (objective characteristics) Subjective interpretation of job environment Job Satisfaction Job Satisfaction Model ~ Satisfaction as a Trait ~ Job satisfaction levels Job satisfaction levels 5 years later Job satisfaction levels were very stable across time (even though jobs and employers were different) Source : Staw, B. M., & Ross, J. Stability in the midst of change: A/


Attitudes Cognitive component The opinion or belief segment of an attitude. Attitudes Evaluative statements or judgments concerning objects, people, or.

high performers and to weed out lower performers. © 2007 Prentice Hall Inc. All rights reserved. Job Satisfaction and OCB Satisfaction and OCBs Satisfied employees who feel fairly treated by and are trusting of the organization are more / the office for everyone. He says it helps everyone think more clearly! Ernesto is demonstrating Job satisfaction Organizational citizenship behavior Productivity Job involvement Conscientiousness Write down three things someone could do at work that would constitute an OCB./


How Do Female and Male Faculty Members Construct Job Satisfaction? Diana Bilimoria, Susan R. Perry, Xiangfen Liang, Patricia Higgins, Eleanor P. Stoller,

faculty. Likewise, women faculty members should recognize the importance of internal relational supports for their own job satisfaction, and should proactively initiate and maintain positive relations with departmental chairs and senior faculty mentors within /sizes, and more equally distributed ranks of female and male faculty respondents. A CONCEPTUAL MODEL OF JOB SATISFACTION RESULTS Significant Path Coefficients for Female Faculty The path coefficients through internal academic resources were larger for/


CONSEQUENCES OF JOB INSECURITY M. Gloria González-Morales Álvaro Frías Miguel Ángel Mañas* Amparo Caballer Valencia University *Almería University.

COMMITMENT METHOD Variables & Analysis ANALYSIS HIERARQUICHAL REGRESSION ANALYSIS RESULTS: WELL-BEING JOB INSECURITY WELL-BEING OCCUPATIONAL GROUP PERMANENT DEPT. STORE RESULTS: JOB SATISFACTION JOB INSECURITY JOB SATISFACTION OCCUPATIONAL GROUP PERMANENT AGE RESULTS: JOB SATISFACTION RESULTS: LIFE SATISFACTION JOB INSECURITY LIFE SATISFACTION OCCUPATIONAL GROUP AGE DEPT. STORE RESULTS: PERCEIVED PERFORMANCE JOB INSECURITY PERCEIVED PERFORMANCE OCCUPATIONAL GROUP PERMANENT HEALTH CARE DEPT. STORE GENDER/


An Exploratory Study on the Life Concerns, Work Values, Perceived Job Rewards, Job Satisfaction, and Life Satisfaction of Chinese Female Migrant Workers.

This study is a pioneering attempt to explore the life concerns, work values, perceived job rewards, job satisfaction, and life satisfaction of Chinese female migrant workers. Due to the changing social, economic, and political environments/that can accurately reflect their thoughts and feelings. The life concerns, work values, perceived job rewards, job satisfaction and life satisfaction among various developmental status and socio-demographic subgroups of the participants were examined and compared./


Motivation I: Needs, Job Design Intrinsic Motivation, and Satisfaction

of both personal traits and genetic factors McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Correlates of Job Satisfaction 6-15 Table 6-1 Direction of Relationship Strength of Relationship Variables Related with Satisfaction Positive Moderate Organizational citizenship behavior Job involvement Motivation Strong Organizational Commitment Moderate Negative Pro-union voting Strong Perceived Stress Heart disease Turnover Weak Tardiness Absenteeism Moderate Positive/


Chapter Learning Objectives

: Contrast the three components of an attitude. Summarize the relationship between attitudes and behavior. Compare and contrast the major job attitudes. Define job satisfaction and show how it can be measured. Summarize the main causes of job satisfaction. Identify four employee responses to dissatisfaction. Show whether job satisfaction is a relevant concept in countries other than the United States. © 2009 Prentice-Hall Inc. All rights reserved. The/


Satisfacts Customer/Employee Evaluation Program Do you want to learn about what your clients, customers, members and employees are really thinking?

Groups; Sales Discovery Profiles; Service Assessment Surveys; Your answers are out there…. …and it’s our job to find them. What Makes Satisfacts Unique? Designed to get to the hidden truth behind employee and customer needs and expectations; Uses qualitative / for improvement summary tables; In-house presentation. Your answers are out there…. …and it’s our job to find them. What Makes Satisfacts Successful? Our model has been successfully tested for validity and reliability over time; We work closely with /


Teacher appraisal and job satisfaction an exploration based on the Teaching and Learning International Survey (TALIS)- database 35th Annual Conference.

succesful evaluations Purpose of paper: exploring if and how characteristics of teacher appraisals/evaluations influence job satisfaction 3 Literature Idea that job satisfaction could be influenced by the appraisal process, has already been raised: Organisational perspective: positive //feedback with a developmental purpose and appraisal/feedback as a fair assessment have a positive impact on job satisfaction (JS1 and JS2): Teachers who indicate the appraisal and/or feedback was helpful in the development of/


Attitudes Attitudes Cognitive Component Affective Component

high performers and to weed out lower performers. © 2007 Prentice Hall Inc. All rights reserved. Job Satisfaction and OCB Satisfaction and OCBs Satisfied employees who feel fairly treated by and are trusting of the organization are more/ the office for everyone. He says it helps everyone think more clearly! Ernesto is demonstrating: Job satisfaction Organizational citizenship behavior Productivity Job involvement Conscientiousness Write down three things someone could do at work that would constitute an OCB./


1 香港僱員信心、工作滿意度 及勞資關係調查 Employee Confidence, Job Satisfaction and Industrial Relations Survey 香港城市大學管理學系應用研究 梁覺博士、葉景明博士 Applied Research Conducted by Prof.

on 02 May 2006 2 背景資料 Background Information 調查旨在了解香港僱員對目前工作的信心指數,及工作滿意 度和勞資關係。 調查以電話訪問進行,於 2006 年 3 月 24 日至 4 月 8 日期間成功 訪問本港 925 位 18 歲或以上,現正全職工作的僱員。 調查的結果可幫助上司了解僱員的心態及需要,從而知道如 何提升僱員的工作滿意度及競爭能力,亦可以協助僱員對這 方面加深了解,促進勞資之間溝通,及對自己的職業規劃作 出妥善安排。 The survey aims at understanding the confidence of Hong Kong employees towards their jobs, their job satisfaction and their perception of industrial relations. It was conducted during March 24 – April 8, 2006. A total of 925 Hong Kong citizens aged 18 or above, currently/


1/14 Lutz C. Kaiser IZA & DIW Download IZA-Discussion Paper # Gender-Job Satisfaction Differences across Europe -

institutional devices that could foster equal opportunities = ‘catching-up modernization’ 14/14 ► the more restrictive the labor market access and process is for women, the more likely a gender-job satisfaction paradox or a female-job satisfaction gap is to emerge in any country ► equal opportunities for women and men, as in Scandinavian countries and also partially in the Netherlands, imply that the gender/


Attitudes and Job Satisfaction

(one question / one answer) Best Summation score (many questions / one average) OK Are People Satisfied in their Jobs? Results depend on how job satisfaction is measured Pay and promotion are the most problematic elements. What Causes Job Satisfaction? Pay influences job satisfaction only to a point Personality can influence job satisfaction Negative people People with positive core self evaluation (Bottom-line conclusions individuals have about their capabilities, competences, and/


Chapter 9 Intrinsic Rewards and Job Design

Theory of Work Motivation (Cont.) Affective and behavioral outcomes Affective outcomes Internal work motivation: feeling of self-reward from doing the job itself (intrinsic motivation) Growth satisfaction: personal growth and development satisfaction General job satisfaction: overall feelings about work and the organization The Job Characteristics Theory of Work Motivation (Cont.) Affective and behavioral outcomes Behavioral outcomes Work effectiveness Quality of work performance Quantity of work/


Employee attitude, satisfaction, emotion and commitment Prepared By: Siti Rokiah Siwok for UHS 2062 at UTM Skudai Johore.

and performance are not consistent across people or jobs.. Job satisfaction and performance  The relationship between job satisfaction and performance is not consistent across people or jobs.  E.g: For complex jobs, there is a strong relationship between job satisfaction and performance, than jobs of low or medium complexity. Job satisfaction and commitment  Job satisfaction and commitment are multifaceted.  Examples of job satisfaction facets are pay, supervision, coworkers, promotion, work facility/


Empowerment and Job Satisfaction in Pathway to Excellence ® Hospitals 2014 SC Nursing Excellence Conference April 11, 2014 Karen Carroll, DNP, RN, NEA-BC.

Purpose Statement The purpose of this study was to describe the relationship between demographics, structural empowerment and job satisfaction of nurses in Pathway to Excellence hospitals using Kanter’s (1993) structural empowerment theoretical model. Research /This study suggests that nurses in Pathway to Excellence hospitals might also experience higher levels of empowerment and job satisfaction. As value based purchasing becomes the benchmark for reimbursement to hospitals, the value of a stable, /


USPTO 2000 Patent Customer Satisfaction Survey P-1 Content of the Report Background  Methodology (page P-4)  Sampling and Weighting (page P-8) Quantitative.

/attorneys. % in CategoryJob Categories 80Patent Agent/Attorney 6Executive 4Patent Administrator 3Professional 2Paralegal 2Support Staff 1Inventor 2Other (Retail, Artist, Mom, Shareholder, Retired – no title, etc.) USPTO 2000 Patent Customer Satisfaction Survey P-18 Affiliation (A1) by Job Title (C8) Of the respondents affiliated with federal government agencies, 19% are paralegals. Of those affiliated with small businesses, 42% are executives. USPTO 2000 Patent Customer/


Motivation I: Needs, Job Design and Satisfaction Chapter Six Copyright © 2010 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin.

chapter, you should be able to: Review the four intrinsic rewards underlying intrinsic motivation and discuss how managers can cultivate intrinsic motivation in others. Discuss the causes and consequences of job satisfaction. Identify the causes of counterproductive work behavior and measures to prevent it Describe the values model of work/family conflict. 6-4 Fundamentals of Employee Motivation Motivation -psychological processes that/


© 2004 Wadsworth, a division of Thomson Learning, Inc 1 Employee Satisfaction and Commitment.

CD-ROM Exercise © 2004 Wadsworth, a division of Thomson Learning, Inc 10 International Differences in Job Satisfaction Sousa-Poza and Sousa-Poza (2000) 5.69 Denmark 5.66 Cyprus 5.47 Switzerland 5./you think of the method used by Monical Pizza to increase job satisfaction? © 2004 Wadsworth, a division of Thomson Learning, Inc 31 Measuring Job Satisfaction Faces Scale Job Descriptive Index (JDI) Minnesota Satisfaction Questionnaire Job in General Scale Custom designed inventories © 2004 Wadsworth, a division/


Copyright © 2002 by South-Western 6–1 Chapter 6 AttitudesAttitudes Job SatisfactionJob Satisfaction Organizational CommitmentOrganizational Commitment.

cont’d) Facets of job satisfactionFacets of job satisfactionJob content—what is done on the jobJob context—the environment in which the job is done Overall job satisfactionOverall job satisfaction  A combination of facet satisfactions that describes a person’s/ Flexible Policies and Procedures Nonhazardous Workplace Supervisor and Co-worker Support Perceptions of Control Promotional Opportunities Job Satisfaction and Organizational Commitment FIGURE 6–5 Source: S. Lease. 1998. Annual review, 1993–1997/


1 ORGANIZATIONAL BEHAVIOR STEPHEN P. ROBBINS Chapter 3 Attitudes and Job Satisfaction Reporter: Yen-Jen Angela Chen 2007/09/20.

treated by and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectations of their job. 15 Job Satisfaction and Customer Satisfaction Satisfaction and Customer Satisfaction Satisfied workers provide better customer service Satisfied employees increase customer satisfaction because: They are more friendly, upbeat, and responsive. They are less likely to turnover, which helps build long- term customer relationships. They/


Introduction Wellness Programs and the Effects on Job Satisfaction Alexiss Jeffers, Kendra Jirschele, Molly O’Hearn, April Palmer, Alyssa Wichman, Dr.

the potential mediating factors of source of support, channel of communication and perceived organizational intent on offering wellness programs on the relationship of the existence of the wellness program and job satisfaction. Source of support, channel of communication and perceived organizational intent are tested for possible association with likelihood of participation in wellness programs. Full-time employees at Midwest organizations were asked/


Organizational Behavior 15th Ed Attitudes and Job Satisfaction Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall3-1 Robbins and Judge.

should be able to: Contrast the three components of an attitude. Summarize the relationship between attitudes and behavior. Compare and contrast the major job attitudes. Define job satisfaction and show how it can be measured. Summarize the main causes of job satisfaction. Identify four employee responses to dissatisfaction. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-2 Contrast the Three Components of an/


Motivation I: Needs, Job Design and Satisfaction Chapter Six.

a group, discuss which of the policies that attract you are hygiene and motivational factors? Are there more of one than the other? Outcomes *High internal work motivation *High growth satisfaction *High general job satisfaction *High work effectiveness Critical psychological states *Experienced meaningfulness of the work *Experienced responsibility for outcomes of the work *Knowledge of the actual results of the work activities Core/


ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Micro-Organizational Behavior: Job Attitudes.

ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Theories of Job Satisfaction The Facet Model of Job SatisfactionThe Facet Model of Job Satisfaction Herzberg’s Motivator-Hygiene Theory of Job SatisfactionHerzberg’s Motivator-Hygiene Theory of Job Satisfaction The Discrepancy Model of Job SatisfactionThe Discrepancy Model of Job Satisfaction The Steady-State Theory of Job SatisfactionThe Steady-State Theory of Job Satisfaction ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. The Facet/


© 2007 Prentice Hall Inc. All rights reserved. Attitudes and Job Satisfaction Chapter THREE.

Turnover –Satisfied employees are less likely to quit. –Organizations take actions to retain high performers and to weed out lower performers. © 2007 Prentice Hall Inc. All rights reserved. Job Satisfaction and OCB  Satisfaction and OCBs –Satisfied employees who feel fairly treated by and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectations of their/


Attitudes and Job Satisfaction Chapter THREE. Attitudes Evaluative statements or judgments concerning objects, people, or events Affective Component The.

treated by and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectations of their job. Job Satisfaction and Customer SatisfactionSatisfaction and Customer Satisfaction –Satisfied workers provide better customer service.  Satisfied employees increase customer satisfaction because: –They are more friendly, upbeat, and responsive. –They are less likely to turnover, which helps build long- term customer relationships. –They are/


0 1 1.Key Performance Indicator Results (2005-2008) KPI Survey Statistics Student Distribution by Year in Program KPI Overall Results Student Satisfaction.

%) were generally similar or lower, with relevant differences ranging from 6% to 19%. The greatest potential for improvement appears to be for: ‘specific job-related knowledge’ (100% importance, 81% satisfaction), and ‘time management’ (93% importance, 78% satisfaction). Employer Satisfaction Survey Employer satisfaction with the various skills and abilities tended to be similar to the previous year and to the MTCU. Importance ratings for the various/


Motivation I: Needs, Job Design and Satisfaction Chapter Six.

, salary, interpersonal salary, interpersonal relationships with relationships with supervisors, and supervisors, and working conditions. working conditions. Hygiene Factors 6-7 Figure 6-3 Outcomes *High internal work motivation *High growth satisfaction *High general job satisfaction *High work effectiveness Critical psychological states *Experienced meaningfulness of the work *Experienced responsibility for outcomes of the work *Knowledge of the actual results of the work activities Core/


WHAT MAKES THE GRASS GREEN ON THE OTHER SIDE? THE ROLE OF EXPECTANCY BELIEFS IN VOLUNTARY JOB SWITCHING Bishakha Majumdar Ranjeet Nambudiri Doctoral Scholar.

our switching behaviour? “The hardest task is to keep the best employees from leaving..” Optimism leads to job satisfaction, low stress & performance (Tuten et al., 2004) Psychological Capital (optimism, self-efficacy, resilience &/ Jerusalem 1995) 10 Continuance Commitment Continuance Commitment Scale (Meyer & Allen, 2004) 6 3 = HiSAC 3 = LoALT Job SatisfactionGeneric Job Satisfaction Scale (Macdonald & Maclntyre, 1997) 10 Cultural ValuesCultural Values Scale (Yoo, Donthu, & Lenartowicz, 2011) 26 Intention /


1 HUMAN CAPITAL FLOWS: USING CONTEXT- EMERGENT TURNOVER (CET) THEORY TO EXPLORE THE PROCESS BY WHICH TURNOVER, HIRING, AND JOB DEMANDS AFFECT PATIENT SATISFACTION.

and employee transfer rates as distinct system components that work alongside voluntary turnover rates to affect job demands, and ultimately patient satisfaction. Our work explores this dynamic system of interrelated constructs, and explains and compares their mutual/-Term Mediation Effects (from Table 3, Hypothesis 1)a,b,c,d 11 Voluntary turnover rates, job demands, and patient satisfaction. 1. Changes in job demands have physiological and attitudinal effects. (Fox, Dwyer, & Ganster, 1993) 2. These changes /


Slide 4- Starter Question Think about the worst job you have ever held in your life.  How do you feel during the course of the day?  How do those feelings.

and organization goals Value-percept theory says job satisfaction depends on whether you perceive that your job supplies the things that you value. People evaluate their job satisfaction based on the following: -Pay satisfaction -Promotion satisfaction -Co-worker satisfaction*-Supervision satisfaction* -Day-to-day work satisfaction* *Highly correlated with overall job satisfaction Slide 4- How Important is Satisfaction? Job satisfaction does influence job performance.  It is moderately correlated with task/


Total Quality Management (Stakeholders) Customers- satisfaction Employee involvement Supplier Partnerships.

and a report. Finally the areas of improvement are determined. BENEFITS OF EMPLOYEE INVOLVEMENT Increased employee morale. Reduced operating costs, especially in relation to HR recruitment and crisis management. Increases job satisfaction and workforce retention rates. It creates a harmonial environment. Employees make better decision using their expert knowledge of the process. Employees are more likely to implement and support decision they/


Job Satisfaction Within the Nursing Profession By: Kelly Deeney, RN Viterbo University.

 “If not having a positive attitude, you won’t do the best you can” (Doctorate) Reason’s for a decline in job satisfaction Doctor’s not respecting nurses (OB) Unfairness(OB, Med-Surg, ER) Taken advantage of (Med-Surg) Favoritism (Med- Surg) Patient /physician d/t precipitous birth-went to upper management, copied papers, and stated facts on charting With high demand for nurses, will job satisfaction be compromised in the future? 7 - yes 1 – (RN) 1 – Undecided “Cares towards patients will change- Admission /


© 2007 Prentice Hall Inc. All rights reserved. Attitudes and Job Satisfaction Chapter Four.

Turnover –Satisfied employees are less likely to quit. –Organizations take actions to retain high performers and to weed out lower performers. © 2007 Prentice Hall Inc. All rights reserved. Job Satisfaction and OCB  Satisfaction and OCBs –Satisfied employees who feel fairly treated by and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectations of their/


HND - 3. Attitudes & Job satisfaction Lim Sei cK.

factors have an impact on the relationship. Effect of Job Satisfaction on Employee Performance Satisfaction And Turnover Satisfaction is negatively related to turnover. Other factors: labor-market conditions, expectations about alternative job opportunities, and length of tenure with the organization. Effect of Job Satisfaction: ▫ Productivity ▫ Absenteeism ▫ Turnover The Effect of Job Satisfaction on Employee Performance Satisfaction and Productivity ▫ Satisfied workers aren’t necessarily more productive/


Bosses, Productivity, and Job Satisfaction An Introduction to the Scientific Evidence Andrew Oswald University of Warwick.

? As general background: Findings on employee job satisfaction Pay Large workplace Female Job security Autonomy Findings on employee job satisfaction Pay positive Large workplace Female Job security Autonomy Findings on employee job satisfaction Pay positive Large workplace negative Female Job security Autonomy Findings on employee job satisfaction Pay positive Large workplace negative Female positive Job security Autonomy Findings on employee job satisfaction Pay positive Large workplace negative Female/


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