Job Satisfaction, Service Quality and the Customer Satisfaction in the It Sector of Karachi

Ghayas, Muhammad Muzammil; Javed, Hussain

doi:10.18769/ijasos.94556

Cited by 4 publications

(7 citation statements)

References 13 publications

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“…This, in turn, is consistent with the previous research (e.g. Ghayas & Hussain, 2015;Ghayas, 2015) where the supervisor's support was argued to be an important ingredient of job satisfaction. This suggests that leadership styles certainly affects employee-level outcomes.…”

Section: Discussionsupporting

confidence: 92%

“…Results suggested that continuous learning has a significant association with job satisfaction, this is consistent with the findings of Ghayas and Hussain (2015) where educational enhancement opportunities were used as the dimension of job satisfaction. Therefore, this research arguably paves the way for other researchers to study the learning organizational practices in relation to the other antecedents and consequences of job satisfaction.…”

Section: Discussionsupporting

confidence: 87%

“…Hence, this study provides the readers with the insight that how the practices of the learning organizations affect job satisfaction among the employees of the IT Sector. Ghayas and Hussain (2015) studied educational enhancement opportunities as a facet of job satisfaction. Although, educational enhancement opportunities are somewhat different than the learning organizational practices, however, it is argued that if educational enhancement opportunities are affecting the job satisfaction then learning organizational practices should also do the same.…”

Section: Regression Resultsmentioning

confidence: 99%

“…Therefore, learning is important in creating a sustainable competitive edge. Ghayas and Hussain (2015) have argued that human resources are the most important resources of the firm. Furthermore, it was suggested that educational enhancement opportunities/learning opportunities are positively associated with job satisfaction.…”

Section: Introductionmentioning

confidence: 99%

“…On the other hand, Egan et al (2004) proposed that the impact of the learning organizational practices be tested against different work outcomes such as job satisfaction. Although, Ghayas and Hussain (2015) suggested that learning opportunities at work are correlated with job satisfaction, however, the topic of learning organizational practices and job satisfaction is still under-researched. Therefore, this research study seeks to explain the relationship between the two variables.…”

Section: Introductionmentioning

confidence: 99%

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Learning Organizational Practices and Job Satisfaction: A Case of IT Sector of Karachi

Ghayas¹,

Khan²

2019

IJELCS

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With the increase of globalization and technological advancements since the last few decades, organizations have gone through several changes in terms of workplace diversity, learning differentiation as well as organizational culture.This study aims to test the relationship between Learning Organization and Job Satisfaction in the IT Sector of Karachi. Data were collected from 209 such employees of the IT sector who have been working for the same organization for at least one year. Multiple Regression Analysis was used as the statistical technique. It was found that two of the dimensions of learning organizational practices namely continuous learning and strategic leadership have a signif icant impact on job satisfaction in the IT Sector of Karachi. Hence, it is suggested that managers in the IT Sector of Karachi should design the jobs in such a manner that employees be able to learn continuously. Furthermore, it is suggested that researchers should study the learning organizational practices in relation to other work outcomes such as employee engagement and turnover intentions.

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Section: Discussionsupporting

confidence: 92%

Section: Discussionsupporting

confidence: 87%

Section: Regression Resultsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Learning Organizational Practices and Job Satisfaction: A Case of IT Sector of Karachi

Ghayas¹,

Khan²

2019

IJELCS

Self Cite

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The Mediating Role of Job Satisfaction in the Relationship Between Human Resource Management Practices and Turnover Intention

Hanifa,

Widagdo,

Rumijati

2024

MABIS

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Research aims: This study examines the mediating role of job satisfaction among employees of a Power Generation Company in Indonesia and its relationship with compensation, training, career development, and turnover intention.Design/Methodology/Approach: This research utilized a cross-sectional survey involving 263 respondents representing all employees. The Partial Least Square Structural Equation Model (PLS-SEM) approach was employed to analyze the data, and SmartPLS was used to process multiple independent variables and test quantitative data.Research findings: The research findings indicate that compensation and career development do not have a significant direct effect on turnover intention. However, training and job satisfaction have a significant direct impact on turnover intention. The indirect relationship reveals that career development, through the mediating variable of job satisfaction, has no significant relationship with turnover intention. However, compensation and training, through the mediating variable of job satisfaction, have a significant relationship with turnover intention.Theoretical Contribution/Originality: The current study aims to expand on the existing literature by examining job satisfaction as a mediating variable between HRM practices (compensation, training, and career development) and employees' intention to leave (turnover intention).Practitioners/Policy Implications: Companies must provide satisfactory employee job satisfaction, as job satisfaction is a key mediating factor in the relationship between compensation and training that can influence turnover intention.Research Limitations/Implications: The practical implications of this study suggest that companies should strive to retain their employees by ensuring their well-being. The research findings indicate that providing employees with more training and certifications may increase their likelihood to seek opportunities at other companies. This outcome aligns with the human capital theory, as the knowledge, competence, and skills acquired by employees become inherent qualities associated with the employees themselves.

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The Implications of Knowledge-Based HRM Practices on Open Innovations for SMEs in the Manufacturing Sector

Shahin

Chong

Ojo

2023

IJIKM

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Aim/Purpose: The main aim of this study was to investigate the impact of knowledge-based Human Resources Management (HRM) practices on inbound and outbound open innovation in Jordanian small and medium enterprises (SMEs). Background: SMEs in Jordan lack tangible resources. This insufficiency can be remedied by using knowledge as a resource. According to the Knowledge-Based View (KBV) theory, which posits knowledge as the most valuable resource, SMEs can achieve open innovation by implementing knowledge-based HRM practices that enhance the utilization of knowledge and yield competitiveness. Methodology: This study adopted the quantitative method employing descriptive and exploratory approaches. A total of 500 Jordanian manufacturing SMEs were selected from 2,310 manufacturing SMEs registered lists, according to the Jordan Social Security, by using random sampling. The study’s instrument was a questionnaire that was applied to these SMEs. There were 335 responses that were deemed useful for analysis after filtering out the replies with missing values; this corresponded to a response rate of 67%. The paper utilized structural equation modeling and cross-sectional design to test hypotheses in the proposed research model. Contribution: This study advocates the assumption of the role of KBV in improving innovation practices. This study contributes to the existing strategic HRM research by extending the understanding of knowledge-based HRM practices in the context of SMEs. Thus, this study contributes to the understanding of innovation management by demonstrating the role of knowledge-based HRM practices in boosting inbound and outbound OI practices, thereby enhancing innovation as an essential component of firm competitiveness. Findings: The findings revealed the positive impact of four knowledge-based HRM practices on inbound and outbound open innovation in Jordanian manufacturing SMEs. These practices were knowledge-based recruitment and selection, knowledge-based training and development, knowledge-based compensation and reward, as well as knowledge-based performance assessment. Recommendations for Practitioners: This study is expected to help the stakeholders of SMEs to re-shape the traditional HRM practices into knowledge-based practices which improve managerial skills, innovation practices, and the level of the firm’s competitiveness. Recommendation for Researchers: This study serves as a significant contribution to the research field of innovation practices by building a new association between knowledge-based HRM practices and inbound and outbound open innovation. Impact on Society: The study emphasizes the vital role of knowledge-based HRM practices in enhancing the knowledge and social skills of the human capital in SMEs in Jordan, thus improving the country’s social and economic development. Future Research: Future research could build on this study to include service SMEs. It could also employ a longitudinal study over the long run which would allow for a deeper analysis of the relationships of causality, offering a more comprehensive view of the effect of knowledge-based HRM on open innovation. Furthermore, future research could examine the sample of investigation before and after implementing the knowledge-based HRM practices to provide stronger evidence of their influence on inbound and outbound innovation.

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Job Satisfaction, Service Quality and the Customer Satisfaction in the It Sector of Karachi

Cited by 4 publications

References 13 publications

Learning Organizational Practices and Job Satisfaction: A Case of IT Sector of Karachi

Learning Organizational Practices and Job Satisfaction: A Case of IT Sector of Karachi

The Mediating Role of Job Satisfaction in the Relationship Between Human Resource Management Practices and Turnover Intention

The Implications of Knowledge-Based HRM Practices on Open Innovations for SMEs in the Manufacturing Sector

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