scholarly journals Revisiting Internal Marketing for the Determinants of Job (Dis)Satisfaction by Using Asymmetric Approach

2020 ◽  
Vol 12 (9) ◽  
pp. 3781
Author(s):  
Cheng-Feng Cheng
Keyword(s):  
Job Satisfaction ◽  
Sustainable Development ◽  
Human Resources ◽  
Organizational Behavior ◽  
Qualitative Comparative Analysis ◽  
Sufficient Conditions ◽  
Internal Marketing ◽  
Employee Job Satisfaction ◽  
Linear Relationships ◽  
Set Relations

Research in the fields of organizational behavior, human resources, or sustainable development management has paid much attention to employee job satisfaction and suggests it is critical to a firm obtaining a dominant position and gaining competitive advantage in a competitive environment. From the internal marketing perspective, how to satisfy employee job satisfaction to retain the valuable human resources needed to achieve sustainable development of the organization is a major concern of scholars and practitioners. However, most studies focus on above-average job satisfaction and relatively neglect below-average job satisfaction. Accordingly, this study categorized relevant antecedents into causal configurations for identifying the sufficient conditions of job (dis)satisfaction. Specifically, this study investigated how employees can achieve job satisfaction or dissatisfaction based on a fuzzy set qualitative comparative analysis (fsQCA). Most problems and theories of social science are formulated in terms of sets and set relations, while study employs asymmetric thinking in data analysis of previous linear relationships. The fsQCA found three and two causal configurations to be sufficient for high employee job satisfaction and dissatisfaction, respectively. For instance, the results indicate one configuration, namely task-related, innovation-related, coworker-related, and personal-related characteristics present but supervisor-related characteristics absent, can achieve high employee job satisfaction when the values of task-related, innovation-related, coworker-related, and personal-related characteristics are high with lower values of supervisor-related characteristics.

Internal marketing, employee job satisfaction, and perceived organizational performance in microfinance institutions

2016 ◽  
Vol 34 (5) ◽  
pp. 773-796 ◽  
Author(s):  
Eddy Balemba Kanyurhi ◽  
Déogratias Bugandwa Mungu Akonkwa
Keyword(s):  
Job Satisfaction ◽  
Organizational Performance ◽  
Significant Relationship ◽  
Employee Satisfaction ◽  
Internal Marketing ◽  
Structural Equations ◽  
Microfinance Institutions ◽  
Content Type ◽  
Employee Job Satisfaction ◽  
Qualitative Survey

Purpose – The purpose of this paper is threefold: first, testing the relationships between internal marketing and employee satisfaction; second, investigating the links between employee satisfaction and perceived organizational performance; and finally, testing the relationship between internal marketing and perceived organizational performance. Design/methodology/approach – Data were collected from 419 employees working in 53 microfinance institutions (MFIs) in Kivu (DR Congo). Data processing was performed using structural equations modeling through LISREL 9.1. Findings – The results revealed that there is a positive and significant relationship between internal marketing and employee satisfaction. The results also revealed that there is a positive and significant relationship between internal marketing and perceived organizational performance. However, no significant relationship between employee satisfaction and perceived organizational performance was identified. Research limitations/implications – There is a need to conduct a large qualitative survey aiming to understand why MFIs apply internal marketing and marketing practices in general. The results from such a study would serve to prepare a global quantitative study, which integrates in the same model internal marketing, external market orientation, employee job satisfaction (EJS), and organizational performance. Practical implications – Results invite MFIs managers to change their mind and focus more on their employees. In fact, employees generate the most cost in general but they can also contribute to sustain growth and profitability. This is possible if they are better rewarded for their efforts. Originality/value – This study links internal marketing, EJS and perceived performance in a sector and country which have been less or not studied in the marketing sector.

scholarly journals Organizational commitment of employees as a result of job satisfaction

2021 ◽  
Vol 9 (1) ◽  
pp. 16-24
Author(s):  
Đurđijana Ilić-Koderman
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Human Resources ◽  
Organizational Behavior ◽  
Valuable Resource ◽  
Organizational Goals ◽  
Modern Business ◽  
Business Conditions ◽  
To Come ◽  
Relationship Of

In modern business conditions, human resources are the most valuable resource that enables the realization and maintenance of the competitive advantage of the organization. Given this statement, it is not surprising why in recent decades in professional and academic circles there is a growing interest in researching issues of how to improve, retain and motivate employees to invest their maximum efforts in achieving organizational goals. As companies are both capital and labor intensive, it is easy to come to the conclusion that depending on the degree of motivation and commitment of employees to the realization of organizational goals, the realization of the above-mentioned imperative also depends on it. In other words, the degree to which employees identify with their organization depends on how motivated they will be to achieve its goals and to participate in improving its efficiency. This means that organizational commitment is becoming one of the key determinants of the success of 21st century organizations. Generally speaking, job satisfaction is an attitude that manifests in the workplace as individual behavior of the employee and can have an impact on the organization and organizational behavior. Job satisfaction encourages employees to increase performance and commitment to the organization, while reducing absenteeism and increasing interest in the profession, and it is of immeasurable importance to pay attention to the cause-and-effect relationship of job satisfaction and organizational commitment.

scholarly journals Job Satisfaction of Supplier Company Employees: Organizational Commitment and Work Discipline

2021 ◽  
Vol 4 (2) ◽  
pp. 1965-1977
Author(s):  
Mochamad Mochklas ◽  
Didin Fatihudin ◽  
Avif Takhul Huda
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Human Resources ◽  
Quantitative Data ◽  
Coefficient Of Determination ◽  
Research Approach ◽  
Employee Job Satisfaction ◽  
Complex Processes ◽  
And Performance ◽  
Program Data

Supplier companies have dynamic and complex processes that require qualified human resources. Job satisfaction is important for individuals and companies, because job satisfaction is not only related to work pleasure, this study aims to determine and analyze the effect of organizational commitment and work discipline on job satisfaction of employees who work at supplier companies. This research was conducted at a hotel supply company, namely PT. Exagon. The research approach with quantitative data is processed and analyzed using the SPSS 20 program, data analysis includes validation, reliability and multiple regression analysis, t test, F test and the coefficient of determination. From the results of the analysis and discussion of this study, it can be concluded that organizational commitment has a positive and insignificant effect on employee job satisfaction, work discipline has a positive and significant effect on employee job satisfaction, and organizational commitment and work discipline have a positive and significant effect on employee job satisfaction. Positive and significant effect on job satisfaction. The results of this study are expected to increase the productivity and performance of employees who work in supplier companies and the results of this study are expected to be a reference in human resource management studies.

scholarly journals Building an Occupational Safety Behavior in an Organization

2019 ◽  
Vol 10 (2) ◽  
pp. 113-118
Author(s):  
Vebi Dewi Supartini ◽  
Anggraini Sukmawati
Keyword(s):  
Job Satisfaction ◽  
Human Resources ◽  
Human Resource Development ◽  
Employee Satisfaction ◽  
Occupational Safety ◽  
Safety Behavior ◽  
Organizational Safety ◽  
Employee Job Satisfaction ◽  
Safety Procedures

This research discussed human resources development with occupational safety behavior. The role of each category was in accordance with occupational safety behavior and employee job satisfaction. The researchers used a systematic search methodology by identifying articles related to employee occupational safety behavior and the factors that could influence it. Factors that influenced occupational safety behavior included motivation, occupational safety behavior, leadership, and job satisfaction. This research contributes to the development of human resources in the workplace in the form of employees’ safety interests. The results show the importance of implementing occupational safety behavior in an organization. It can be an implementation of human resource development. Factors that can be considered in occupational safety behavior are motivation, leadership, and job satisfaction. Therefore, it is necessary to determine the workplace of employees in an organization. It is to ensure the safety of employees by taking organizational safety procedures for employee satisfaction.

scholarly journals ‘PENGARUH KEPUASAN KERJA , LOYALITAS KARYAWAN DAN KEMAMPUAN KARYAWAN TERHADAP KEINGINAN KARYAWAN UNTUK PINDAH KERJA PADA KOPERASI 212 MART DI KOTA TANGERANG.’

2021 ◽  
pp. 1293
Author(s):  
M. Tony Nawawi ◽  
Sanny Ekawati
Keyword(s):  
Job Satisfaction ◽  
Human Resources ◽  
Significant Influence ◽  
Test Results ◽  
Employee Loyalty ◽  
Probability Sampling ◽  
Good Relationship ◽  
Employee Job Satisfaction ◽  
Pls Analysis

The company has realized that its human resources are an important asset for the company and also as partners. Because human resources contribute to the company by carrying out their roles and duties in company activities, the company should understand very well what the rights and obligations of employees are, so that the company management pays attention to the various needs needed by employees, so that the company can maintain good relations with its employees. With a good relationship with employees, it can maintain employee loyalty to the company, and ultimately there will be employee job satisfaction. This study aims to determine the effect of job satisfaction, employee loyalty, and employee ability on the desire of employees to change jobs at the 212 Mart Cooperative in Tangerang City. Researchers in taking samples using non-probability sampling. The number of samples used in this study were 100 respondents who currently work as employees at the 212 Mart Cooperative. The data obtained by distributing questionnaires, then processed with the help of Smart PLS analysis. From the test results it can be concluded that job satisfaction does not have a positive but significant effect on the desire of employees to change jobs, and employee loyalty has a positive but not significant effect on the desire of employees to change jobs, while the ability of employees has a positive and significant influence on the desire of employees to move. Work at 212 Mart Cooperative in Tangerang City. Perusahaan telah menyadari bahwa sumber daya manusia yang dimilikinya adalah menjadi asset penting bagi perusahaan dan juga sebagai mitra kerja. Karena sumber daya manusia memberikan konstribusi kepada perusahaan dengan menjalankan peran dan tugasnya dalam kegiatan perusahaan, maka perusahaan sebaiknya memahami betul apa yang menjadi hak dan kewajiban karyawan, sehingga pihak manajemen perusahaan memperhatikan berbagai kebutuhan yang diperlukan karyawan, agar perusahaan dapat menjaga hubungan baik dengan karyawannya. Dengan adanya hubungan yang baik dengan karyawan dapat menjaga loyalitas karyawan terhadap perusahaan, dan akhirnya akan ada kepuasan kerja karyawan, sehingga. Penelitian ini bertujuan untuk mengetahui Pengaruh Kepuasan Kerja, Loyalitas karyawan, dan Kemampuan karyawan terhadap Keinginan karyawan Pindah Kerja Pada Koperasi 212 Mart di Kota Tangerang.  Peneliti dalam pengambilan sampel menggunakan non-probability sampling. Jumlah sampel yang digunakan dalam penelitian ini sebanyak 100 orang responden  yang saat ini bekerja sebagai karyawan di Koperasi 212 Mart. Data yang didapatkan dengan penyebaran angket, kemudian diolah dengan bantuan analisis Smart PLS . Dari hasil pengujian dapat disimpulkan bahwa Kepuasan Kerja tidak memiliki pengaruh yang positif tapi signifikan Terhadap Keinginan karyawan Pindah Kerja, dan Loyalitas karyawan memiliki pengaruh yang positif tapi tidak signifikan Terhadap Keinginan karyawan Pindah Kerja, sedangkan Kemampuan karyawan memiliki pengaruh yang positif dan signifikan Terhadap Keinginan karyawan Pindah KerjaPada Koperasi 212 Mart di Kota Tangerang. 

EFFECT OF JOB SATISFACTION TOWARDS ORGANIZATIONAL BEHAVIOR ORGANIZATIONAL BEHAVIOR (OCB) IN EMPLOYEES IN THE FIELD OF PT ARTANUSA BETON SAMARINDA

2021 ◽  
Vol 9 (2) ◽  
pp. 153
Author(s):  
Hika Matul Muka Romah Sodiq
Keyword(s):  
Job Satisfaction ◽  
Regression Analysis ◽  
Organizational Behavior ◽  
Linear Regression Analysis ◽  
Sampling Technique ◽  
Multiple Linear Regression Analysis ◽  
Employee Productivity ◽  
Employee Job Satisfaction ◽  
One Year ◽  
Dominant Influence

Companies that pay less attention to the conditions of their employees tend to cause employee dissatisfaction. Companies need to improve employee job satisfaction because employees feel satisfied. then the employees will provide remuneration to the company and weigh the attitude of the Citizenship Organization (OCB). OCB itself shows the attitude of employees who are willing to work more than what is determined by the company. This attitude will increase employee productivity which in turn has a good impact on the company. This study aims to see the influence of the sub-variables of job satisfaction, namely the job itself (X1), salary (X2), promotion (X3), supervisors (X4) and co-workers (X5) on the OCB (Y) variable. The subjects of this study were employees of the field section of PT Artanusa Beton with a population of 95 people. The sample in this study were 62 respondents using purposive sampling technique with the criteria of respondents who have worked for more than one year. Data analysis was performed using multiple linear regression analysis. The results of this study indicate that simultaneously there is a significant influence between job satisfaction variables consisting of the job itself, salary, promotion, supervisors and co-workers on the OCB variable. The partial variables of the job itself, salary, supervisors and co-workers have a significant effect on OCB. While promotion has no significant effect on OCB and the variables that have dominant influence on OCB are colleagues.

Qualitative Comparative Analysis

2021 ◽  
pp. 229-232
Author(s):  
Kevin Kalomeni ◽  
Claudius Wagemann
Keyword(s):  
Comparative Analysis ◽  
Qualitative Comparative Analysis ◽  
Sufficient Conditions ◽  
Quantitative Studies ◽  
Set Membership ◽  
Conceptual Reasoning ◽  
Analytical Perspective ◽  
Table Analysis ◽  
Set Relations

This chapter examines qualitative comparative analysis (QCA), which strives to bridge the methodological rift between case study-based research and quantitative studies. QCA belongs to the broader family of configurational comparative methods (CCMs). From an analytical perspective, QCA can be distinguished from quantitative approaches. The emphasis shifts from covariance to the analysis of set relations. Being strongly tied to a profound theoretical and conceptual reasoning which is typical for comparison in general, the analysis of set relations is based on three steps: first, a score is attributed to a social phenomenon (representing either a dichotomous or a graded set membership), usually in relation to other phenomena. Second, necessary conditions are defined. Third, through the help of a truth table analysis, (combinations of) sufficient conditions are analysed.

Sign in / Sign up

Export Citation Format

Share Document