Factores determinantes de la satisfacción laboral en España en la crisis de 2008

Sánchez-Sellero, María Carmen; Sánchez‐Sellero, Pedro

doi:10.3926/ic.844

Cited by 14 publications

(9 citation statements)

References 48 publications

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“…According to Chatzopoulou et al [28], Kubala and Vetrakova [61], Sánchez-Sellero et al [62], the employees satisfied with their reward and work environment do not have a need to leave the company; they are loyal. The results of our research show that the dependence between SP employee satisfaction and loyalty is strong (correlation coefficient 0.65).…”

Section: Discussionmentioning

confidence: 99%

Employee Satisfaction and Loyalty as a Part of Sustainable Human Resource Management in Postal Sector

Strenitzerová

Achimský

2019

Sustainability

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The labor market situation in the postal and logistics sector has led to sustainable human resource management becoming increasingly important at the strategic level of each postal operator. This study proposes a new perspective of employee satisfaction assessment that not only quantifies total satisfaction but identifies job attributes and socio-demographic characteristics affecting employee satisfaction and loyalty as a key concern for sustainable human resource management. Findings of 1775 survey questionnaires of employees in Slovak Postal enterprise revealed that employee satisfaction is on average. The greatest dissatisfaction was related to the financial reward of employees and the employer’s lack of interest in the views and attitudes of employees. The use of regression and correlation analysis pointed to the fact that not only their satisfaction, but also the situation on the labor market in the region, the age of the employee, the job position and the length of employment have a strong influence on employee loyalty.

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Section: Discussionmentioning

confidence: 99%

Employee Satisfaction and Loyalty as a Part of Sustainable Human Resource Management in Postal Sector

Strenitzerová

Achimský

2019

Sustainability

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“…Their results demonstrate that work style and workplace events influence employees' job satisfaction. A three-year study (2007,2009,2010) of 5656, 6274, and 5841 public employees facilitated by the Ministry of Labor and Social Security of Spain indicates that the organizational climate is among the top five influential factors of job satisfaction among the employees [24].…”

Section: Organizational Climate (Oc)mentioning

confidence: 99%

Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees

et al. 2018

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People try to find the role of government in today’s modern society. Citizens of any country look forward to benefit from government services. Although the government implements laws and policies in all areas of society, people only know about it through government’s services. We describe a good government’s service of organization, department, unit, and division that has an appropriate human strategy. Purpose: Purpose of this study is to investigate which factors have been missing that connects and maintains the sustainability between the leadership style and employees’ satisfaction in the government sector of Mongolia. More specifically, the purpose of the study is to investigate the missing link between leadership style and job satisfaction among Mongolian public sector employees. This study reiterates the mediating role of organizational climate (OC) and work style (WS) in a new proposed model. Methodology: The questionnaire is designed by a synthesis of existing constructs in current relevant literature. The research sample consisted of 143 officers who work in the primary and middle units of the territory and administration of Mongolia. Factor analysis, a reliability test, a collinearity test, and correlation analyses confirm the validity and reliability of the model. Multiple regression analysis, using Structural Equation Modeling (SEM), tests the hypotheses of the study. The sample of this study is chosen from the public organization. Mongolia is a developing country. This country needs good public leaders who can serve citizens. This study will be extended further. In addition, Mongolia really needs sufficient studies. Practical implications: This study has several important implications for studies related to organizational behavior and job satisfaction. Furthermore, the implications of these findings are beneficial to organizations aimed at improving policies and practices related to organizational behavior and human resource management. Regulators and supervisors of private or public organizations aiming to increase the level of their employees’ job satisfaction will also benefit from the findings. Therefore, this study’s new proposed model can be the basis of fundamental research to build a better human resource policy. Although the leadership style is an influential factor for job satisfaction, this study identifies the mediating missing links between the leadership style and employees’ job satisfaction. Findings: The findings of this research indicate that the organizational climate and work style complement and fully mediate the relationship between leadership style and job satisfaction. An appropriate leadership style is most effective when it matches the organizational climate as well as employees’ work style. Furthermore, a suitable organizational climate will increase the level of job satisfaction. If the work style of employees is respected and taken into consideration, the leadership style can find its way into job satisfaction. Originality/value: This study is the first to understand the motivators of job satisfaction in the government sector of Mongolia. This study suggests valuable findings for executive officers who are junior and primary unit’s officers of the register sector of government in Mongolia. The findings of this study help managers and executives in their effort develop and implement successful human resource strategies.

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“…Employee motivation is one of the essential parts of HRM [42]. Current research [43][44][45][46][47][48][49][50][51][52][53][54][55][56][57][58] shows that it is necessary to motivate with respect to different socio-demographic characteristics. Considering the scope of individual factors included in our research, we dealt with differences in motivation in terms of occupational classification and the age.…”

Section: Introductionmentioning

confidence: 99%

Strategic Instrument for Sustainability of Human Resource Management in Small and Medium-Sized Enterprises Using Management Data

et al. 2018

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Quality human resources are an integral part of corporate strategy. Human capital development is an essential step towards the success of the business on the market. This paper fills the hole by providing the information about the ways how to motivate employees in terms of occupational classification and the age. The aim of the research was to determine whether there are statistically significant differences in the level of importance of employee motivation in terms of occupational classification and the age of respondents and the studied areas of motivation. A total of 3720 employees in small and medium-sized enterprises were analysed all over Slovakia using the method of simple random sampling. Descriptive statistics were used to describe sampling units. The differences in the values of the importance of motivation factors of individual groups were tested using the method of Tukey’s HSD at the level of significance α = 5%. Following the results, the fact that there are significant differences in terms of occupational classification and the age in the analysed areas of motivation can be stated. Therefore, the managers have to motivate employees in different ways that result in the more complicated management of human resources associated with meeting enterprise goals. Thus, the issue of individual motivation programmes created for individual employees tailored to employees’ needs must be discussed.

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Factores determinantes de la satisfacción laboral en España en la crisis de 2008

Cited by 14 publications

References 48 publications

Employee Satisfaction and Loyalty as a Part of Sustainable Human Resource Management in Postal Sector

Employee Satisfaction and Loyalty as a Part of Sustainable Human Resource Management in Postal Sector

Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees

Strategic Instrument for Sustainability of Human Resource Management in Small and Medium-Sized Enterprises Using Management Data

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