scholarly journals The Implementation of K-Means Algorithm to Analyse the Level of Employee Job Satisfaction Using Laravel Framework

2020 ◽  
pp. 152-158
Author(s):  
Harni Kusniyati
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Work Environment ◽  
Human Resource ◽  
Face To Face ◽  
Employee Job Satisfaction ◽  
Calculation Process ◽  
Top Manager

Every company needs to know the level of job satisfaction of their employees that can be used as suggestion and critics to help consider the way to manage their human resources. It aims to encourage their employees to work optimally. One of the ways to find out the level of employee job satisfaction is by conducting one on one (face-to-face meeting between boss and employee) to get information about job satisfaction in terms of workload, work environment, team relationship, and other aspects. The information given to HRD and top manager is then used as consideration for the company to increase the human resource management. For time efficiency, it is made an application using Laravel framework that implements K-Means algorithm. In this case, the implementation of K-Means algorithm becomes a solution by analyzing data of employee job satisfaction in the company. The result of calculation process of K-Means algorithm forms a cluster used to obtain the description of the level of employee job satisfaction toward policies in the company.

scholarly journals Strategic Human Resource Management, Regulatory Violation and Job Satisfaction in Indonesia

SPLASH Magz ◽  
2021 ◽  
Vol 1 (2) ◽  
pp. 93-96
Author(s):  
Indra Anggraeni ◽  
◽  
Eny Lestari Widarni
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Moving Average ◽  
Strategic Human Resource Management ◽  
Average Model ◽  
Employee Job Satisfaction ◽  
Strategic Resources ◽  
Moving Average Model

This study aims to investigate the level of employee job satisfaction, employee compliance with work regulations and strategic human resource management by conducting online interviews with 349 government and private employees in Indonesia by random sampling using the LinkedIn application then quantifying them for regression using the autoregression moving average model. We find that the level of employee satisfaction is positively related to employee compliance with job regulations and the level of quality management of strategic resources in companies or government institutions.

scholarly journals Strategic Human Resource Management, Regulatory Violation and Job Satisfaction in Malaysia

SPLASH Magz ◽  
2021 ◽  
Vol 1 (2) ◽  
pp. 97-100
Author(s):  
Ema Sulisnaningrum ◽  
◽  
Agatha Braun ◽  
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Moving Average ◽  
Management Strategies ◽  
Strategic Human Resource Management ◽  
Employee Job Satisfaction ◽  
Moving Average Model

This study aims to determine the level of employee job satisfaction, employee compliance with work regulations and human resource management strategies by conducting online interviews with 512 government and private employees in Malaysia by random sampling, then quantifying for regression using the autoregression moving average model. We find that the level of employee satisfaction is positively related to employee compliance with job regulations and the level of quality of strategic resource management in companies or government agencies.

scholarly journals The Impact of HRM Practices on Job Satisfaction in the select Star Hotels of Coimbatore

2019 ◽  
Vol 8 (10S) ◽  
pp. 180-191
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Management Practices ◽  
Training And Development ◽  
Employee Job Satisfaction ◽  
Hrm Practices ◽  
The Impact

Employees are the greatest asset for any organization and they are pivotal to organization’s effectiveness. Satisfied employees can contribute more to the attainment of organizational goals (Maimako, 2016). According to literature survey(Jeet, 2014; Hassan,2013) the high level of employee job satisfaction will lead to lower turnover, increase in production, increase in customer service, cost reduction in recruitment and selection,lower training cost and improvement in team work.Oyeniyi,Afolabiand Olayanju(2014) and Maimako, (2016)state thatgood Human Resource Management (HRM) practices like training and development, performance appraisal, compensation and safety and health have direct impact on employee job satisfaction and this leads to increase in satisfaction level. For this research, five HRM practices (Staffing; Training and Development, Performance Appraisal, Performance Rewards, and Internal Communication System) were taken to find theirimpact on Job satisfaction. Data collected from ten star hotels in Coimbatore city show that human resource management practices have positive impact on job satisfaction. The moderation effects of gender and salary also have had animpact on employee job satisfaction.

scholarly journals Human Resource Management (HRM) Practices and Employee Job Satisfaction at a Public Corporation in Qatar

2021 ◽  
Vol 3 (26) ◽  
pp. 53-73
Author(s):  
Dr. Thamer Mohammed Maharmeh ◽  
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Simple Random Sample ◽  
Employee Job Satisfaction ◽  
Hrm Practices ◽  
Public Corporation ◽  
The Impact

Recognizing the importance of human resource management (HRM) practices, and their effects on employee behaviors and attitudes, many studies investigated the correlation between HRM practices and employee job satisfaction. The overall objective of this research is to investigate the impact of HRM practices (training and development and performance management) on employee satisfaction in case of a public corporation in Qatar. In order to meet the objectives of the research, and in order to answer its questions, a survey questionnaire was developed and distributed to a simple random sample of (92) employees, who work for a public corporation in Qatar. The total number of the returned surveys was (78) surveys. This means that the response rate was 84%. Results of data analysis revealed that there is positive and strong correlation between HRM practices and employee job satisfaction. HRM practices explain 22% of employee job satisfaction, while other factors explain 78%. Based on that, it was suggested to develop HRM practices in order to foster employee job satisfaction. It was also suggested to carry future researches to investigate other factors that may drive employee job satisfaction.

The role of human resource management practices and employee job satisfaction in predicting organizational commitment in Saudi Arabian banking sector

2020 ◽  
Vol 40 (7/8) ◽  
pp. 529-541 ◽  
Author(s):  
Fatma Cherif
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Banking Sector ◽  
Saudi Arabian ◽  
Content Type ◽  
Employee Job Satisfaction ◽  
Hrm Practices

PurposeThe purpose of this study was to investigate the role of human resource management and employee job satisfaction in predicting organizational commitment in the Saudi Arabian banking sector.Design/methodology/approachFor the purpose of this study, quantitative survey research was employed. The independent variables are human resource management and employee job satisfaction, while the dependent variable is organizational commitment.FindingsHuman resource management correlated positively with employee job satisfaction and organizational commitment. On the other hand, employee job satisfaction was found to be positively correlated with organizational commitment. The two independent variables made significant individual contributions to the prediction of organizational commitment.Research limitations/implicationsThis study has some limitations. First, convenient sampling method was used to recruit the participants. Therefore, the findings of the study have limited generalizability in other regions and age groups. Second, as a cross-sectional study, there has to be caution in making any generalization of the results. Future researchers should get more respondents from wider geographical location, that is from different bans, private and public. Furthermore, self-report questionnaires were used to collect data from respondents. It is recommended that future researchers use different methods such as personal interview or telephone interview to collect data. This may help get reliable data after clarifying and removing what may be ambiguous.Practical implicationsThe results of this study have corroborated with previous research and confirmed correlations between and among human resource management (HRM), employee job satisfaction and organizational commitment in the Saudi Arabian banking sector. These findings have practical implications. Having high levels of job satisfaction among bank employees will prevent low levels of turnover rate, absenteeism and levels of productivity and increase organizational commitment. HRM practices, on the other hand, help in career development opportunities and hence provide better job opportunities. This study can recommend that to ensure high levels of job satisfaction among employees and enhanced organizational commitment, organizations, especially banks, should emphasize more on HRM practices.Originality/valueThis study could contribute to the literature on HRM, job satisfaction and organizational commitment in the Saudi Arabian banking sector. There is a rapid growth in the banking sector in Saudi Arabia. Therefore, there is an urge for recruiting efficient and experienced human resources (Mizan et al., 2013). This study will contribute to the development of the Saudi Arabian banking sector, which may lead to maintain this sector work effectively that will have a positively impact on the economy of the Saudi society. It also will highlight the nature and importance of the HRM practices for the benefit of the banking sector.

The value of employees who go the extra mile

2014 ◽  
Vol 22 (4) ◽  
pp. 29-32
Author(s):  
Randall P. Bandura ◽  
Paul R. Lyons
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Organizational Behavior ◽  
Work Environment ◽  
Human Resource ◽  
Positive Reinforcement ◽  
Design Methodology ◽  
Content Type ◽  
Practical Implications

Purpose – The purpose of this paper is to present the concept of voluntary, helpful organizational behavior and offer a discussion of research that aims to help managers to encourage such behavior among their employees. Design/methodology/approach – This paper discusses voluntary, helpful organizational behavior based on a review of recent research, as well as findings from the authors’ research. Findings – This paper explains that voluntary, helpful organizational behavior could include, for example, taking the initiative to increase one’s knowledge about the job, technology, tools, industry, competitors and so on; making constructive suggestions; taking the initiative to help solve unexpected problems; working diligently to meet some deadlines; and volunteering to help with some tasks that are not part of one’s normal task duties. Practical implications – The authors reveal that for voluntary, helpful organizational behavior to flourish, manager or supervisor supportiveness is important; management should provide and reinforce procedural justice in the workplace; managers should help employees in attaining job satisfaction; and managers should use positive reinforcement. Social implications – A set of behaviors that can be useful not only in the work environment but also in society as a whole has been described. Originality/value – This paper points out that there is little information in practitioner journals addressing the behaviors in pragmatic terms. It also offers practical suggestions for human resource management.

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