A causal model for employee satisfaction

Eskildsen, Jacob; Dahlgaard, Jens J.

doi:10.1080/095441200440340

Cited by 187 publications

(191 citation statements)

References 5 publications

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“…Therefore, the relationship between policy and planning with managing people and resources is confirmed, which was also confirmed by Ahire,Waller and Golhar (1996), Eskildsen and Dahlgaard (2000), Wilson and Collier (2000), Calvo-Mora, Leal, and Roldán (2005), Carmona, Rivas, and Martín (2010).…”

Section: Conclusion Limitations and Future Lines Of Researchmentioning

confidence: 50%

“…Some authors like Eskildsen and Dahlgaard (2000), Valmohammadi (2011) and Heras, Marimon, and Casadesús (2012) have performed empirical analyses of the EFQM model, in which they found a positive and significant relationship between management of alliances and resources and management of key processes. This collaboration contributes to excellence in service delivery and generates customer value (Criado & Calvo-Mora, 2009).…”

Section: Relationship Of Leadership With Alliances and Resources Quamentioning

confidence: 99%

“…In a work developed by Eskildsen and Dahlgaard (2000), it was shown that the policy and strategy defined by management conditions personnel and resource management. It also verifies that the process depends on people and resources management and the definition itself of policy and strategy.…”

Section: Relationship Of Leadership With Alliances and Resources Quamentioning

confidence: 99%

“…In Table 1 Ahire et al, 1996;Yusof andAspinwall, 1999. Employee Management Flynn et al, 1994;Ahire et al, 1996.;Wilson and Collier, 2000;Ahmad and Schroeder, 2002. Quality policy/planning Saraph et al, 1989;Porter and Parker, 1993;Black and Porter, 1996;Win and Cameron, 1998;Quazi et al, 1998;Ravichandran and Rai, 2000;Wilson and Collier, 2000. Alliances and resources Ward and Chandler, 1999;Eskildsen and Dahlgaard, 2000;Curkovic et al, 2000 …”

Section: Relationship Of Leadership With Alliances and Resources Quamentioning

confidence: 99%

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Dependence relationship between the critical quality factors and social impact

et al. 2014

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This paper shows the results of the empirical study conducted in 186 tourist accommodation businesses in Spain certified under the "Q for Tourist Quality", own System Quality Management. It was raised with the purpose of analyzing the structure of the relationship between critical quality factors and results-social impact, how they operate and the level of their influence on obtaining these results within the company. Starting from a deep theoretical revision we propose a theoretical model together with the hypotheses to be tested, and we proceed to validation using the technique of Structural Equation Models. The results obtained show that companies wishing to improve their social impact should take into account that leadership is the most important factor to achieve it. Leadership indirectly affects the social impact through its influence on alliances and resources, quality policy/ planning, personnel management and learning. KEYWORDS | Quality management, "Q for Tourist Quality", social impact results, accommodation businesses, causal model. RESUMO Este artigo apresenta os resultados do estudo empírico realizado em 186 empresas de alojamento turístico na Espanha, certificadas de acordo com "Q de Qualidade Turística", Sistema de Gestão da Qualidade próprio. Foi criado com a finalidade de analisar a estrutura da relação entre os fatores críticos de impacto de qualidade e resultados -impacto social, como se operam e do nível da sua influência sobre a obtenção destes resultados dentro da empresa. A partir de uma revisão teórica integrante propomos um modelo teórico juntamente com as hipóteses a serem testadas, e procedemos à validação usando a técnica de modelos de equações estruturais. Os resultados obtidos mostram que as empresas que desejam melhorar seus resultados e impacto social deve levar em conta que a liderança é o fator mais importante para tal. A liderança afeta indiretamente o impacto social através de sua influência sobre alianças e recursos, política de qualidade e planejamento, gestão de pessoal e de aprendizagem. PALAVRAS-CHAVE | RAE-Revista de Administração de Empresas | FGV-EAESP

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Section: Conclusion Limitations and Future Lines Of Researchmentioning

confidence: 50%

Section: Relationship Of Leadership With Alliances and Resources Quamentioning

confidence: 99%

Section: Relationship Of Leadership With Alliances and Resources Quamentioning

confidence: 99%

Section: Relationship Of Leadership With Alliances and Resources Quamentioning

confidence: 99%

See 2 more Smart Citations

Dependence relationship between the critical quality factors and social impact

et al. 2014

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“…Previous studies have proven that job satisfaction and employee retention have a strong relationship with work performance (Harter, Schmidt & Hayes, 2002). In the concept of TQM, it is believed that employees who possess a high level of satisfaction will have strong motivation and good morals and will be effective and efficient in their work performance (Eskildsen & Dahlgaard, 2000). Finding employees who are enthusiastic and well suited to an organisation's culture is the biggest challenge for the hospitality industry (Jauhari & Manaktola, 2007).…”

Section: Retentionmentioning

confidence: 99%

The relationship between HRM practices and the service performance of student interns: Industry perspective

Lee

Chen

2015

SAJBM

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This study aims to examine the relationship between human resource management (HRM) practices and the service performance of student interns. Data were collected using a questionnaire survey that was designed to capture the perceptions of human resource managers and internship supervisors from international tourist hotels in Taiwan. The structural equation model (SEM) was used as a framework for the data analysis. The findings indicate that the service performance of student interns was greatly affected by HRM practices, including recruitment and selection, rewarding quality, and retention. The implications of this study offer preliminary insights into the industry-academia co-operation that aims to manage total quality initiatives in the hotel industry and achieve the goals of hospitality higher education. The study lays the groundwork for the development of HRM practices for student interns to cope with the changing flexible labour structure in the hotel industry.

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An Integrated Model of the Toyota Production System with Total Quality Management and People Factors

Yang

2012

Hum Ftrs & Erg Mfg Svc

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The Toyota production system (TPS), or lean production, has been associated with many benefits for manufacturing firms that implement the system. However, to implement the TPS successfully, it is necessary to integrate the so‐called “hard side” of the system (that is, the technical aspects of material handling) with the “soft side” of the program (that is, the aspects associated with human factors). The present study makes a contribution to such a holistic view of the TPS by proposing an integrated model that consists of the technical aspects of the TPS, together with elements associated with total quality management (TQM), human resources management (HRM), and certain identified “people factors.” The study then uses structural equation modeling (SEM) to test this holistic model using data obtained from a questionnaire survey of 153 Taiwanese manufacturing firms. The empirical study confirms the appropriateness of the causal model, which is evaluated by several goodness‐of‐fit methods. The study confirms the proposition that the inclusion of the “people factors” together with TQM and HRM significantly improves the realization of benefits associated with the TPS practices of “just‐in‐time” (JIT) and “autonomation.” The conclusion is that such an integrated model provides a much more effective “lean system” and has the potential to produce significantly enhanced benefits for firms that implement it. © 2012 Wiley Periodicals, Inc.

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A causal model for employee satisfaction

Cited by 187 publications

References 5 publications

Dependence relationship between the critical quality factors and social impact

Dependence relationship between the critical quality factors and social impact

The relationship between HRM practices and the service performance of student interns: Industry perspective

An Integrated Model of the Toyota Production System with Total Quality Management and People Factors

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