Determinants of Satisfaction of the Employees of Local Government Units

Abstract

ABSTRACT. This article attempts to identify factors influencing the satisfaction of employees of the local government units on the basis of surveys conducted. To measure satisfaction of the Local Government Units (LGU) employee there are used 23 variables scaled using an ordinal five grade scale. In order to reduce and group the number of variables an exploratory factor analysis was used. Its use allowed us to isolate four factors, which were: cooperation in the provision of services, career development stability, relationships with superiors and material working conditions. Then there was checked the fitting of the hypothetical factor model to the covariance matrix of observable variables and estimate of the parameters of the factor model using the confirmatory factor analysis.

Job Motivation and Satisfaction Among Local Government Personnel in the Municipality of Sara, Province of Iloilo Philippines.

“…It is also a measure of preference for the work compared to other occupational opportunities (Lèvy-Garboua, Montmarquette, and Simonnet, 2007). Błoński & Jefmański (2013) further supports that it includes one"s attitude while doing the work and one"s behavior in reaction to the work environment.…”

“…Understanding employee satisfaction helps in building and adapting a management system suited to increase employee motivation (Błoński & Jefmański, 2013). A lot of studies had been done on job satisfaction because of its paramount importance in the achievement of goals in an organization.…”

Non-standard forms of employment and working time flexibility – the categories of co-occurrence?

“…Th e diff erences between standard and contingent employees reside not only in the length of their employment relationships, but also in the kind of HR practices used to manage them. Standard employees tend to receive HR investments from an employer such as monetary incentives, empowerment, training and other "high road" initiatives, whereas employees in contingent work arrangements, because of their weak bonds with the company, are usually managed through "low-road" HR prac-tices, characterized by narrow employer commitment and fewer investments (Cappelli and Neumark, 2004;Kalleberg, 2001;Lepak and Snell, 1999;Błoński and Jefmański, 2013).…”

The fuzzy TOPSIS method and its implementation in the R programme

“…The opinions of 611 employees were taken into account. The detailed characteristics of the research material was introduced in the study of Błoński and Jefmański [2013]. The criteria were grouped into dimensions, according to the SERVQUAL model:…”