scholarly journals USE OF GAMIFICATION IN HUMAN RESOURCE MANAGEMENT: IMPACT ON ENGAGEMENT AND SATISFACTION

2018 ◽  
Author(s):  
Daiga Ērgle ◽  
Iveta Ludviga
Keyword(s):  
Job Satisfaction ◽  
Human Resource Management ◽  
Human Resource ◽  
Positive Impact ◽  
Internal Communication ◽  
Employee Job Satisfaction ◽  
Equation Modelling ◽  
Using Data ◽  
Hr Managers ◽  
Source Management

The use of games, also called gamification, is innovative an approach in contemporary human re-source management. The aim of this research is to assess whether gamification, if used in HR pro-cesses, can increase engagement and job satisfaction among employees, as well as to identify which HR processes respond better to gamification. Using data from CAWI interviews (n = 620) and Struc-tural Equation Modelling (PLS-SEM) method with smartPLS software, the researchers found a signifi-cant positive impact of gamification on employee job satisfaction, however, no impact on engage-ment. Teambuilding and internal communication were identified as HR processes which better re-spond to gamification and recommendations for HR managers provided.

Hong Kong Employees' Organisational Commitment before the 1997 Transition: Its Trend, Dimensionality and Relationships with other Human Resource Variables

1998 ◽  
Vol 4 (1) ◽  
pp. 26-36 ◽  
Author(s):  
Chi-Sum Wong
Keyword(s):  
Job Satisfaction ◽  
Hong Kong ◽  
Human Resource ◽  
Structural Equation ◽  
Positive Impact ◽  
Intention To Leave ◽  
Organisational Commitment ◽  
Continuance Commitment ◽  
Perceived Performance ◽  
Equation Modelling

AbstractThe present study replicates previous surveys in examining Hong Kong employees' organisational commitment, intention to leave, job satisfaction, self-perceived performance, and motivational job characteristics. The results suggest few changes over the four year period examined, despite the 1997 transition to China approaching. Structural equation modelling was used to examine the dimensionality of the organisational commitment scale used and the impacts of aspects of organisational commitment on various human resource outcomes were examined. The results confirmed the three commitment dimensions proposed by the scale's developers and suggested that continuance commitment has the strongest relationship with people's intention to leave, value commitment has the strongest relationship with job satisfaction and also has a positive impact on performance.

Hong Kong Employees' Organisational Commitment before the 1997 Transition: Its Trend, Dimensionality and Relationships with other Human Resource Variables

1998 ◽  
Vol 4 (1) ◽  
pp. 26-36
Author(s):  
Chi-Sum Wong
Keyword(s):  
Job Satisfaction ◽  
Hong Kong ◽  
Human Resource ◽  
Structural Equation ◽  
Positive Impact ◽  
Intention To Leave ◽  
Organisational Commitment ◽  
Continuance Commitment ◽  
Perceived Performance ◽  
Equation Modelling

AbstractThe present study replicates previous surveys in examining Hong Kong employees' organisational commitment, intention to leave, job satisfaction, self-perceived performance, and motivational job characteristics. The results suggest few changes over the four year period examined, despite the 1997 transition to China approaching. Structural equation modelling was used to examine the dimensionality of the organisational commitment scale used and the impacts of aspects of organisational commitment on various human resource outcomes were examined. The results confirmed the three commitment dimensions proposed by the scale's developers and suggested that continuance commitment has the strongest relationship with people's intention to leave, value commitment has the strongest relationship with job satisfaction and also has a positive impact on performance.

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.

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